Cross-Cultural Consulting

The most expensive mistake in business isn't financial - it's cultural. Here's the data... Last month, I watched a "successful" company implode. - Revenue was up 40% - Profits were soaring - Growth was explosive But something was rotting from within. The numbers told one story. The empty desks told another. Get Real-time Interview Assistance Here- https://bit.ly/4h3iGd7 Create Free Cover letter Here- https://bit.ly/406H1rK Get Jobs & Internship Updates Join Below:- . WhatsApp👉 https://lnkd.in/ghPTzV6m . Telegram👉 https://lnkd.in/ePxtYkFH . Here's what the research reveals about culture's true cost: 1. The Hidden Multiplier: • Companies with strong cultures see 72% higher employee engagement • Engaged teams are 21% more profitable • Positive workplace cultures boost productivity by 30% 2. The Expensive Exodus: • Poor culture doubles employee turnover • Each lost employee costs 1.5-2x their salary • High performers flee toxic cultures first But here's what fascinated me most: Louis Gerstner (Former IBM CEO) said it perfectly: "Culture isn't just one aspect of the game - it is the game" The science backs him up: 3 Critical Culture Metrics: • Employee engagement • Customer satisfaction • Cash flow When one falls, the others follow. I learned this lesson the hard way: Skills? Outstanding. Results? Exceptional. Culture? Toxic. Within 6 months: - 4 top performers quit - Client satisfaction plummeted - Innovation stopped Then everything changed. We rebuilt around 3 culture principles: 1. Trust Over Control (Give people autonomy to make decisions) 2. Growth Over Performance (Invest in development, not just results) 3. Purpose Over Profit (Connect work to meaningful impact) The results? • Employee turnover dropped 50% • Productivity jumped 40% • Innovation flourished The Oxford research is clear: A positive culture doesn't just feel better. It performs better. Your culture is your company's immune system. Strong? It fights off problems. Weak? Everything becomes a crisis. Is your culture multiplying your success? Or dividing your potential? The answer might be worth millions. What's one thing you're doing to build a stronger culture?

Stakeholder Engagement Map for Sustainability 🌎 Sustainability advances when companies move from speaking to stakeholders toward building solutions with them. Engagement becomes powerful when it shifts from information-sharing to participation and co-creation. Employees are not passive recipients of corporate policies. When positioned as innovators and ambassadors, they can drive cultural change that scales faster than top-down initiatives. Investors increasingly evaluate not only financial returns but also resilience and impact. Open dialogue and credible disclosures create the foundation for financing models that reward long-term value creation. Regulators and policymakers shape the boundaries of what is possible. Proactive collaboration ensures that emerging rules both protect society and enable business innovation. NGOs and civil society connect business with pressing social and environmental realities. Partnerships with them help translate global challenges into concrete, measurable corporate actions. Customers bring more than purchasing power. Through collaboration and product co-design, they accelerate the adoption of sustainable solutions and redefine what markets demand. Suppliers and partners extend responsibility beyond a single enterprise. Joint innovation in sourcing, standards, and technology transforms sustainability into a shared endeavor across the value chain. Communities ground sustainability in place. When businesses co-invest in local development, they secure trust and create ecosystems that benefit both society and the enterprise. Media and opinion leaders influence how actions are perceived. Transparent storytelling backed by evidence strengthens legitimacy and reinforces accountability. Academia and experts contribute the critical lens of science and independent validation. Engaging them ensures that strategies are rooted in knowledge, not convenience. Risk and resilience demand collective approaches. Working groups and cross-sector alliances elevate sustainability from individual commitments to systemic impact. True engagement means entering a space of shared design. It is in these interactions that sustainability moves from compliance to transformation, and from promises to outcomes. #sustainability #business #sustainable #esg

Is the Great Resignation going to return with a vengeance globally? If employees act on their ‘very/extremely likely’ intentions, it will. Why? One key catalyst: Employees want upskilling to stay competitive. They recognize the evolving tech-driven, skills-focused job market. ~50%+ of adopters expect GenAI to lead to higher salaries. Employees likely to switch employer are TWICE as likely to “strongly consider opportunities to learn new skills” in their decisions. But ONLY 46% of workers find their employer provides enough upskilling to support career progression.   At the same time, key factors employees find 'very important' or 'extremely important' relating to engagement and performance: - Fair pay - 82% - Fulfilling work - 74% - Flexibility - 65% Is your company poised for a(nother?) Great Resignation? Is talent getting upskilled for their careers and business growth? How was the last feedback about employees' experiences? We all need to up-level for modern work. Change is inevitable and ongoing. It’s easier when everyone engages to co-create the way forward. A human-centric work approach counterbalances tech-infused business operations. Consider steps that facilitate a meaningful mindset shift: - Listen to employees’ requirements and concerns. - Invest in training and upskilling to support competitive needs. - Nurture trusting relationships to create belonging and community. - Foster a learning culture to stimulate ongoing growth. - Connect people with the purpose of their work. - Enable teams to agree optimal work configurations. What will ensure your company competes effectively through year end? A strong emphasis on empathy-centered leadership and skills acquisition will get you a long way. What do you think? Data from 56,000 workers across 50 countries reported in PwC's Global Workforce Hopes and Fears Survey 2024 #retention #greatresignation #turnover #employeeexperience #employeeengagement #engagement #flexibility #upskilling #skillsinventory #skillsneeds #reskilling

When a soda brand does what even global giants couldn't: Conquering 3 continents with zero celebrity endorsements. Most brands spend millions on star power. Goli Soda? They spent zero on celebrities and everything on strategic brilliance. Here's how they cracked the international code: 1/ The Rebranding Goli Soda → Goli Pop Soda - Transformed a local nostalgia product into a global brand - Maintained emotional connection - Created universal appeal without losing roots 2/ Innovation as Their Only Marketing They didn't sell a drink. They sold an experience. - Redesigned packaging that tells a story - Engineered a unique pop opener mimicking childhood memories - Created a sensory journey in every bottle 3/ Expansion Strategy: Pure Genius - Partnered with Fair Exports - Secured placement in international retail chains like Lulu Hypermarket - Exported cultural heritage, not just a beverage Entrepreneurs, take note: Your local innovations aren't limitations. They're your global competitive advantage. What overlooked local product do you think could be the next global disruptor? #global #indianbrand #strategy

Soft skills in the context of cross border business EU-Africa⁉️ 1) Intercultural translation = you can translate a context into another for each side to understand in their own cultural frame. It is much more than just translating the language. 2) Cultural agility =you can swim in two waters, especially when you are born into it. 3) Adaptability =you settle easily in a new environment. You go to Senegal and you are welcome with a mountain of food, you don’t say things like: OMG, that is sooo much! Or you are in an office and while you are at the desk, another person is praying next to you. No big deal✅ 4) Informal business development =you network away from emails and stiff business conferences. You have understood that relationship building goes beyond the office. Diaspora, key community meetings, street relations, weddings, communions, certain hotel lobbies, etc 5) Informal relationship management = building relationships with the aim to builds deep friendships. You easily speak informal and take time to build these relations 6) Cross hierarchy communications skills = You can speak to a traditional chief as much as an African minister or a HNWI in Geneva or a have a coffee with a road man in the suburbs of Marseille or a club of african mums in Aubervillier. 7) Intercultural ambassador =You are born in Germany of Turkish parents. Remember in Germany you are a cultural ambassador for Turkish and in Turkiye for Germans. You are an African from the diaspora, you are a cultural ambassador in Germany as much as you are on the e.g Cameroonian side. This is a lesson that brands and countries have to learn quickly. These communities will help promote and add to nation branding or NOT. 8) intercultural personality = you are several people! You can be Horst, Daniel, Engin, Halima, Mutumba… depending on where you are, who you are with, you can speak and be your environment like a fish. Have a successful Friday 🖋️ #africa #afrika #duediligence Club KESHO LinkedIn News

After being hired 4x by the same client from Europe, I’ve reflected on the key lessons that make collaboration effective and meaningful Here’s what I’ve learned: ❎ Understand their visible needs only ✅ Understand their underlying needs → Building trust & understanding takes time & patience ❎ Stick to the rules/SOP/guidelines only ✅ Communicate clearly & adjust to their communication style → Effective communication builds safety, comfort, and trust ❎ Assume everyone knows your culture ✅ Prioritize mutual understanding & respect across cultures → Embracing diversity with empathy strengthens relationships It means, Collaboration is not just about completing work It’s about building deeper relationships So, here are a few things I aim to keep in mind: —Stay consistent —Ask for feedback regularly —Keep learning and adapting to fill gaps PS: Are there any other lessons that are often overlooked that you would like to add?

"We saved money with outsourcing, but we're losing our customers." That's what the CTO of a major Nordic bank told us when their software development partner in India couldn't grasp what their customers actually needed. Sound familiar? This $2B bank had outsourced development for cost savings. But the gap between Nordic customer expectations and delivery was widening. Product enhancements weren't hitting the mark. Quality was slipping. So they made a bold move: brought 65-70% of their outsourced team in-house, creating their own Global Capability Centre in India. But here's the thing—hiring the same people doesn't automatically fix the culture problem. That's where we came in. Here's how we transformed their struggle into success: 📍 We started with alignment, not assumptions. Vision and strategy workshops with GCC leadership created a shared understanding of what "Nordic quality" actually meant. 📍 We equipped managers to bridge cultures. Multiple capability workshops helped Indian managers understand Danish operational styles—and vice versa. 📍 We addressed team-specific challenges. Targeted interventions for vertical teams solved unique behavioral and alignment issues that were holding back performance. 📍 We invested in cross-cultural understanding. Workshops highlighted cultural sensitivities and differences, turning potential friction points into collaboration strengths. 📍 We coached high-potential leaders individually. 1-on-1 coaching helped emerging leaders navigate the evolving environment and exceed expectations. The result after 2 years? → A fully integrated GCC aligned with parent company culture → Peak performance levels that met Nordic quality standards → Cost savings maintained while customer satisfaction improved The lesson? When you bring outsourced teams in-house, don't just change the org chart. Change the culture. Facing a similar GCC transformation challenge? Let's connect. #GlobalCapabilityCenter #CulturalIntegration #BusinessTransformation #LeadershipDevelopment #GCC

𝗛𝗮𝗿𝘀𝗵 𝗥𝗲𝗮𝗹𝗶𝘁𝘆: 𝗠𝗼𝘀𝘁 𝘀𝘁𝗮𝗸𝗲𝗵𝗼𝗹𝗱𝗲𝗿 𝗺𝗮𝗽𝘀 𝘀𝘂𝗰𝗸 𝗮𝗻𝗱 𝗮𝗿𝗲𝗻'𝘁 𝗿𝗲𝗮𝗹𝗹𝘆 𝗺𝗮𝗽𝘀 𝗮𝘁 𝗮𝗹𝗹. A lame hodgepodge of names, emails and vague notes that don't move the needle towards achieving your policy, reputation, and political goals. Here are some more powerful ways to organize so you can have greater impact and influence, which is the whole purpose right? ⬇ ⬇ 𝗕𝘆 𝗧𝘆𝗽𝗲 𝗼𝗳 𝗦𝘁𝗮𝗸𝗲𝗵𝗼𝗹𝗱𝗲𝗿: —This is the often the first way to organize “tabs” or define labeled categories but it shouldn't be the last. Some examples: media (print, broadcast, bloggers/influencers, podcasts) think tanks and universities, charitable partners, elected officials and senior staff, trade associations and coalitions, embassies, etc. 𝗕𝘆 𝗜𝘀𝘀𝘂𝗲𝘀: —Depends on your org., but say you’re a hospital company, these would probably include ones like Medicare/Medicaid, drug prices, workforce, DEI, price transparency, EMR/data security, antitrust, site neutrality, etc. 𝗕𝘆 𝗣𝗼𝘀𝘁𝘂𝗿𝗲/𝗣𝗼𝘀𝗶𝘁𝗶𝗼𝗻: — Is the stakeholder currently an ally, neutral/persuadable, or a detractor? This will often depend on the issue. Obviously, consistent allies on all issues are rare (and super valuable if they’re influential, see below), but it’s crucial to know where you stand in real time. 𝗕𝘆 𝗜𝗻𝗳𝗹𝘂𝗲𝗻𝗰𝗲/𝗜𝗺𝗽𝗮𝗰𝘁/𝗜𝗻𝘁𝗲𝗿𝗲𝘀𝘁 𝗠𝗮𝘁𝗿𝗶𝘅: —Regularly sketch out a side map outlining how interested and impactful various stakeholders are on important issues. Think high interest/low influence, high interest / high influence (the best of its aligned to your strategies, a challenge if not), low interest, high influence, etc. Recco doing this for your top 3 main issues. 𝗕𝘆 𝗘𝗻𝗴𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗜𝗻𝘁𝗲𝗻𝘀𝗶𝘁𝘆 𝗥𝗮𝗻𝗸: —Here, past performance is often (but not always) indicative of future results. Assign numbered 1-3 rankings to the most important stakeholders. Group 1 are the most engaged, group 3 the least engaged. **Do this for your allies, neutrals/persuadable and definitely for detractors.** 𝗕𝘆 𝗧𝗲𝗮𝗺 𝗠𝗲𝗺𝗯𝗲𝗿 (𝗶𝗻𝗰𝗹𝘂𝗱𝗶𝗻𝗴 𝗰𝗼𝗻𝘀𝘂𝗹𝘁𝗮𝗻𝘁𝘀/𝗳𝗶𝗿𝗺𝘀): —Whose been lead on “watering the plants” from particular groups? What is the nature of the relationship (e.g. former colleague, friend, acquaintance, donor/supporter), how far does it go back? Are there secondary connections within the org.? 𝗛𝗶𝗻𝘁 𝟭: This doesn’t need to be someone from Corporate Affairs, sometimes back channel relationships can do more than formal ones. 𝗛𝗶𝗻𝘁 𝟮:People come and go often. Develop and nurture secondary contacts wherever possible. However your org. manages the map, it needs to be a living, breathing asset. Feel free to add your ideas in comments and big thanks to my friends at Ortus Draws for the awesome infographic that brings it all home!

Talking across countries is harder than it looks. You’re in a global role now. You’re working with teams in Germany, Japan, the US, Brazil… But something’s off. I should know. I have managed teams in 25+ countries and have moved struggling to managing to not noticing it. You speak the same language, but not the same way. And you start wondering: “Did they get what I meant?” “Did I sound rude?” “Why was that email taken the wrong way?” You are not alone. Happens to all of us. Why we struggle in global organisations: We assume “English” means “understood”. It doesn’t Directness vs diplomacy varies wildly by culture What’s normal in your country may sound weird or cold in another We don’t know when to talk, when to listen, or when to pause. Why it matters: If you can’t connect, you can’t influence Confusion costs time, energy, and trust Your visibility depends on how well you show up globally Great work gets ignored if people don’t “get” you So what can you do? Use simple, neutral language. Skip the jargon Ask: “Does this make sense?”. Not “Any questions?” Speak a little slower, especially on calls Watch reactions, not just replies Build informal rapport. Culture flows better when relationships do Learn one small cultural insight per country you work with You’re not just leading across functions now. You’re leading across cultures. And your growth depends on how well you adapt. Not just how loud you speak. Now, be that manager. 🧱 by 🧱 What will you add to these suggestions?

Culture isn’t what’s written on the walls. It’s what lives — and breathes — in the halls. In every boardroom discussion and client conversation today, one truth keeps rising to the surface: Strategy may set the direction. But culture determines the velocity. Culture shapes how people think, act, lead — especially when no one is watching. It defines what’s possible, permissible, and valued. In a world that is more volatile and demanding than ever, culture has quietly emerged as the most powerful, invisible advantage — the difference between momentum and mediocrity. Over the past few months, we’ve engaged with clients, teams, and industry leaders to ask: What really sustains success over time? The answer kept coming back to one word: Culture. The India Culture Sensing Report 2025 by Deloitte captures this with real, compelling data — built on over 170,000 employee reviews across 75 organisations. It not only shows where Indian industries stand today but also where leadership must lean in to create lasting impact. Some signals stood out sharply: Growth & Learning is a clear strength: 92% of organisations are actively investing in employee development. But real gaps persist — only 23% excel on Agility & Innovation, and just 16% on Performance & Results — pointing to urgent needs to strengthen adaptability and meritocracy. And the financial case is undeniable: Organisations with strong, positive cultures are: 1.7× more likely to experience growing Free Cash Flow 1.6× more likely to improve Net Profit Margins 1.2× more likely to deliver stronger Total Shareholder Returns compared to those with declining culture scores. This makes culture not just a 'people agenda' — but a strategic lever for long-term value creation. For us, this work is deeply personal. Culture is not an initiative — it is the everyday experience of our people. And as leaders, we are shaping the places where people spend a third of their lives. That comes with profound responsibility — and even greater opportunity. The organisations that get culture right will not just endure — they will lead. If you're curious about the patterns emerging across industries, and what they could mean for shaping the future of work, you can explore the full findings here: https://lnkd.in/gCP9hQ-4 Sathish Gopalaiah Nitin Razdan Japneet Kaur Sachdeva Saurabh Dwivedi Debasish Mishra Anand Shankar