Cultural awareness plays role in business

By G.B. Whitfield

JAKARTA (JP): It is generally agreed that it takes more for a company to be successful overseas than a quality product and high manufacturing standards. There is a human factor that must be considered. Everyone is a product of his or her cultural environment and such "cultural baggage" is one thing that cannot be lost on an intercontinental flight. Culture influences our actions and effects the way that we look at things.

It is said that the view across cultures is clouded, marked by indistinct borders, general misconception and mutual frustration. I certainly agree with that while watching newly arrived executives adjusting to life in Indonesia. I see them attempt to do their jobs as usual, and develop working relationships in their new positions. As we are all a product of our own culture, many executives simply use the same management and negotiation techniques here that they would use back home -- often with unfortunate results.

Living in a foreign culture can be exciting, but also frustrating and confusing. Whether buying a train ticket at Gambir or using a pay phone in Union Station, unless you understand how the system is supposed to work, it may not work for you. After a time in a foreign culture, a person begins to understand the unspoken assumptions and expectations. Eventually, he or she becomes more comfortable with various situations. Learning business customs, expectations in an office setting and what things cannot be changed -- but merely understood -- is a good sign that an executive has made the adjustment to the new culture. The problem is time.

The "old China hand" has been replaced by a new generation of executives looking for business opportunities outside their home countries. The lengthy learning and cultural adaptation process that may have been acceptable 20 or 30 years ago is not tolerated today. Modern business is moving fast and cannot accept lengthy acclimatization periods or failed overseas postings by executives.

Culture is very strong. We are immersed in it and it controls our actions and behavior. The modern executive who leads his company into a new market in a country where he does not understand the cultural ground rules is in for a lot of trouble and for problems that could have possibly been avoided.

We live in an information age. An age where the flow of information can make or break a company. In a recent market survey of foreign professionals working in Indonesia, a majority of the respondents indicated that they required more information on general business and cultural conditions here and were actively looking for that information. They felt that such cross-cultural knowledge would increase their efficiency and effectiveness during their posting. One of the conclusions drawn from this survey was that an understanding of the expectations and standards of foreign colleagues is necessary to effect smooth cross-cultural working relationships, and a successful assignment.

The process of cultural assimilation and the development of effective cross-cultural working relationships requires effort and knowledge on the behalf of all parties. However, for the successful executive in an ever-growing global market, this is no longer a luxury. It is now a necessity.

G.B. Whitfield is a technical advisor for Executive Orientation Services of Jakarta, which provides orientation programs for foreign professionals and Indonesian executives.