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Showing posts with label crosscultural. Show all posts
Showing posts with label crosscultural. Show all posts

Thursday, June 1, 2017

Cross-Cultural Management:
How to Build Trust on your Cross-Cultural Team
By Andy Molinsky and Ernest Gundling


One of the most essential characteristics for a high-functioning team — perhaps the single most important characteristic — is trust. Anyone who has worked on a team knows that team members must be able to trust each other to get the job done, and be committed and dedicated to the overall welfare of the group. In any group of individuals, trust is challenging to create and sustain, but in the case of a multicultural team it can be especially difficult for a variety of different reasons.

First of all, communication styles vary across cultures; so, too, does the extent to which people socialize or get down to business at the start of a meeting. There are differences in conventions around time, giving feedback, and disagreeing publicly. Multicultural teams are prone to friction due to perceptions of ethnocentrism, with minority team members feeling ignored or not taken seriously.

How can leaders of multicultural teams leverage the upside of diversity without falling prey to its inherent challenges? In our collective experience working with hundreds of individuals on cross-cultural teams around the globe, leaders of multicultural teams can use the following five tips to build trust between team members.

Structure the team for success.

The great organizational behavior scholar Richard Hackman used to argue that the best way to ensure a positive process in a team is to create initial conditions that set up the team for success. For a multicultural team, that means making sure the team has a clear and compelling direction, its members have access to the information and resources they need to successfully carry out the work, stakeholders in different geographies and functions are on board with the team’s agenda, and the team is staffed wisely — ideally with people who have the requisite technical skills as well as cultural intelligence and global dexterity. Given the built-in challenges these teams face to begin with, it’s essential to staff them with as many curious, flexible, thoughtful, and emotionally stable members as possible.

Understand the cross-cultural makeup of your team.

The leader of any cross-cultural team needs to understand the different cultures, language differences, and “fault lines” within the team, as well as the potential for misconception and miscommunication. For example, if the team comprises three Germans and three Koreans, you might guess that feedback will be a cultural tripwire. Many Germans are notoriously comfortable giving direct, unmitigated feedback, whereas the reverse is typically the case in Korea unless the dialogue is between senior and junior colleagues. Making note of these tensions can help you anticipate potential challenges and resolve them swiftly and effectively.

That said, leaders also must understand individual personalities. What if the three Korean members of the team all went to school in the U.S., lived and worked in Europe, and are anything but prototypical Korean in their cultural style? That would make for a very different set of predictions about group dynamics.

Set very clear norms and stick to them.

Multicultural team members are inevitably going to bring a wide variety of different work styles and personal preferences to the table. The team leader must establish team norms that everyone sticks to — no matter what their personal default might be. Rather than simply imposing your own preferred style, start by taking into account what will work best for the team as a whole, and consider incorporating practices from other cultures that could be useful. For instance, if you normally assign individual responsibilities but many team members have a preference for handling work in small project groups, you could assign complex tasks to small groups.

Make the norms clear, but be aware of who on the team might find it difficult to meet those expectations due to cultural backgrounds. You may need additional communication for those team members. For example, if you have established that team members must arrive at meetings by the designated time to ensure a prompt start (Western-style punctuality), you’ll need to reinforce that norm consistently across the group. The same goes for patterns of communication. Multicultural team members benefit from knowing what type of information they will receive when, and from having a regular rhythm for video conferences, teleconferences, email updates, and one-on-one discussions. This creates context and predictability that helps to compensate for those instances when team members are remote from one another. Of course, sometimes things change and adjustment is required, but in general, keeping a consistent, clear structure regarding work styles and expectations is a critical way to create a common-ground team culture.

Find ways to build personal bonds.

Both of us have found that one of the most powerful tools in easing potential conflict on a team is establishing personal connections. Naturally, different global cultures have different norms about relationship building. In some cultures, like the UK, it takes a long time for people to build a friendship; in other cultures, like Brazil, it seemingly happens overnight. Given this, you may not be able to encourage deep, personal relationships — but you can foster rapport and individual connections. Perhaps you discover that someone with a completely different background from you is also an amateur photographer, or you both have children who play the piano. You’d be surprised at the power of these personal bonds, especially on a multicultural team. Leaders must create conditions for these connections to form: Organize social events, pair quieter team members with vocal ones, or directly facilitate introductions between specific members who you think might have hidden commonalities. Chances are, the benefits will circle directly back to the team.

When conflict arises, address it immediately.

Conflict is inevitable in any team, let alone a multicultural one. If tension arises, address it quickly so that a small conflict doesn’t balloon into something impossible to manage. Leaders need to be capable of understanding multiple cultural perspectives and serving as a cultural bridge between parties in conflict situations. This may require an understanding of indirect as well as direct communication styles, and a readiness to have a frank group discussion or confidential side conversations, depending on the situation.

Trust is the glue that makes any team function at a high level, but it doesn’t happen magically, especially in the case of a team composed of culturally diverse members. With the motivation to make things work and the tips above, you should be in a great position to leverage the benefits of diversity while minimizing its challenges.

 Source: Harvard Business Review

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.·. Miguel Ángel MEDINA CASABELLA, MSM, MBA, MHSA .·.
Especialista Multicultural Global en Management Estratégico, Conducta Organizacional, Gestión del Cambio e Inversiones, graduado en Haas School of Business (University of California at Berkeley) y The Wharton School (University of Pennsylvania)
Consultor en Dirección General de Cultura y Educación de la Provincia de Buenos Aires
Miembro del Comité EEUU del Consejo Argentino para las Relaciones Internacionales
Representante de The George Washington University para LatAm desde 1996
Ex Director Académico y Profesor de Gestión del Cambio del HSML Program para LatAm en GWU School of Medicine & Health Sciences (Washington DC)
CEO, MANAGEMENT SOLUTIONS GROUP LatAm
EMail: mamc.latam@gmail.com
TE Oficina: ( 0054) 11 - 3532 - 0510
TE Móvil (Local): ( 011 ) 15 - 4420 - 5103
TE Móvil (Int´l): ( 0054) 911 - 4420 - 5103
Skype: medinacasabella


MANAGEMENT SOLUTIONS GROUP LatAm ©
(mamc.latam@gmail.com; +5411.3532.0510)
es una Consultora Interdisciplinaria cuya Misión es proveer
soluciones integrales, eficientes y operativas en todas las áreas vinculadas a:

Estrategias Multiculturales y Transculturales, Organizacionales y Competitivas,
Management Estratégico,
Gestión del Cambio,
Marketing Estratégico,
Inversiones,
Gestión Educativa,
Capacitación

de Latino América (LatAm), para los Sectores:

a) Industria y Servicios,
b) Universidades y Centros de Capacitación,
c) ONGs y Gobiernos.
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Tuesday, May 30, 2017

Cross-Cultural Management:
Adapting your Organizational Processes to a New Culture
by Andy Molinsky and Robin Moriarty


We all know that in a foreign culture, one of the most important skills to develop is the ability to translate, to learn to speak the new language — or at least master a few key phrases. You also need to learn to translate your behavior so you don’t end up making cultural faux pas. But one of the most critical (and also most underappreciated) aspect of translation, and the one that we both believe gets companies into the most trouble when operating globally, is the translation of corporate systems, processes, and procedures — in other words, the nuts and bolts of how corporations actually do business in today’s globalized world.

You’ve undoubtedly heard of individual people making mistakes with language or cultural rules and rituals when operating abroad, but you may not be as familiar with cultural gaffes at the organizational level, where companies fail, often mightily, to transfer the basics of their business practice into the new cultural logic of a foreign environment and end up suffering the consequences.

For example, in one case we’re familiar with, a Fortune 100 company implemented expat packages based on the number of people in the household, which meant a lower-ranking employee who was married with children would receive a larger housing allowance (and nicer home) than a higher-ranking employee who was not married or who did not have children. The logic was based on implicit assumptions about what is “fair” based on American culture for someone who is moving their family. But in hierarchical, high-power-distance markets like Asia — specifically Hong Kong, Taiwan, and Thailand — this policy created unintended conflicts among leaders and sent confusing signals to the rest of the organization regarding who was more powerful and higher-ranking within the organization.

In another case, a U.S.-led multinational attempting to align organizational structure, roles, job descriptions, and compensation packages across global markets mistakenly assumed a “one person, one role” mindset. In large markets, it’s common for one person to occupy one job function, but in smaller markets, an individual may have two or even three roles at a time, based on market needs and the amount of work required. Implementing a common structure across all markets meant adding new people and costs in some of the smaller markets, like Costa Rica and Guatemala, and requiring one person to report into multiple people at headquarters. This meant they spent more of their time and focus providing updates to multiple bosses, rather than delivering results locally. By failing to understand the financial realities of smaller markets, as well as what the business in those markets required in terms of structure, and incorporating these dynamics from the beginning of the conversation about converting to a global structure, the actions taken were not useful and did not yield positive results for the organization.

Given the critical importance of these translation efforts — and the propensity for organizations to get it wrong — what can companies do to increase the odds of success?

Make your leaders aware of cultural differences.

You’d think that in today’s global economy everyone would be attuned to cultural differences — but as we’ve seen in the examples above, this is not necessarily the case when it comes to underlying processes, procedures, and systems. Just as the way for saying hello or good-bye, or exchanging business cards at a meeting differs by cultural context, so too can these critical underlying processes and procedures. Decision makers at the top of the organization must be aware of these core, underlying cultural differences as the most critical, initial step for building cultural competence and agility at the enterprise level.

Do a cultural inventory.

As a company, whenever you undertake any significant, new initiative in a foreign setting, whether it’s developing an HR system, investing in a new technology platform, or scaling up operations that involves hiring new workers, make sure you filter what you’re doing through the logic of the new cultural system. Have cultural translators, people in your organization familiar with both cultures, work to identify which systems, processes, and procedures can be universally applied, and which need “tweaking,” or even more complete reimagining. Some elements may be changeable and some will not be negotiable at all — for example laws around hiring and firing and working after hours, attitudes around conflict of interest in procurement, and accounting practices — but it’s critical to recognize and take this into account when doing your cultural inventory.

Use cultural translation as an opportunity to engage and motivate local workers.

When, as a company, you inevitably do need to make adjustments in your processes and procedures on a global stage, set frameworks and ground rules and let the locals work within those. By introducing flexibility and choice (within a range), you can simultaneously globalize your business and at the same time engage and motivate local partners. A good example of this comes from a Fortune 100 company based in the US we’re familiar with, which realized that their policy of recognizing — and singling out — individuals for outstanding achievement and recognition didn’t work well in collectivist, group-oriented societies, where it was far more comfortable to recognize an entire group. Without the flexibility to alter recognition policies, organizations can inadvertently demotivate employees and groups without ever understanding why.

In the end, what’s most critical to recognize is that global success is the sum total of local results around the globe. And to achieve these local results, it’s essential to be flexible, thoughtful, and creative, especially around adapting organizational systems and processes.

 Source: Harvard Business Review

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.·. Miguel Ángel MEDINA CASABELLA, MSM, MBA, MHSA .·.
Especialista Multicultural Global en Management Estratégico, Conducta Organizacional, Gestión del Cambio e Inversiones, graduado en Haas School of Business (University of California at Berkeley) y The Wharton School (University of Pennsylvania)
Consultor en Dirección General de Cultura y Educación de la Provincia de Buenos Aires
Miembro del Comité EEUU del Consejo Argentino para las Relaciones Internacionales
Representante de The George Washington University para LatAm desde 1996
Ex Director Académico y Profesor de Gestión del Cambio del HSML Program para LatAm en GWU School of Medicine & Health Sciences (Washington DC)
CEO, MANAGEMENT SOLUTIONS GROUP LatAm
EMail: mamc.latam@gmail.com
TE Oficina: ( 0054) 11 - 3532 - 0510
TE Móvil (Local): ( 011 ) 15 - 4420 - 5103
TE Móvil (Int´l): ( 0054) 911 - 4420 - 5103
Skype: medinacasabella


MANAGEMENT SOLUTIONS GROUP LatAm ©
(mamc.latam@gmail.com; +5411.3532.0510)
es una Consultora Interdisciplinaria cuya Misión es proveer
soluciones integrales, eficientes y operativas en todas las áreas vinculadas a:

Estrategias Multiculturales y Transculturales, Organizacionales y Competitivas,
Management Estratégico,
Gestión del Cambio,
Marketing Estratégico,
Inversiones,
Gestión Educativa,
Capacitación

de Latino América (LatAm), para los Sectores:

a) Industria y Servicios,
b) Universidades y Centros de Capacitación,
c) ONGs y Gobiernos.
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Tuesday, May 23, 2017

Cross-Cultural Management:
The Attributes of an Effective Global Leader
by Sylvia Ann Hewlett


Since early 2015, when he began working with Sodexo’s executive committee as the global services firm’s chief transformation officer, Sunil Nayak has undergone his own leadership transformation. The new role required the former CEO of Sodexo India On-Site Services to work with a team of 15 executives from different nationalities and cultures, demanding a shift to a more inclusive leadership style. “In today’s world, success for any leader is about being a good influencer,” says Nayak, who has since been promoted to CEO of Sodexo’s Corporate Services Asia-Pacific. “If you impose your method, if you’re not sensitive or aware of the other person’s method, either you won’t come to a decision or you won’t get buy-in.”

Nayak is describing a set of competencies that employees must master if they are to become leaders on the global stage. As organizations grow and become more global, it’s crucial that they develop these skills in their local talent so that they can work effectively across cultures. Based on Center for Talent Innovation (CTI) research, we’ve identified four competencies that rising talent needs to master to become global leaders.

Project Credibility

According to a recent CTI study, global leaders must master a pivot to project credibility, demonstrating authority in a form familiar to senior executives in the West (the vertical pivot) while prioritizing emotional intelligence with stakeholders in local global markets (the horizontal pivot). CTI’s 11-market study (of Brazil, China, Hong Kong, India, Japan, Russia, Singapore, South Africa, Turkey, the U.S., and the UK) finds that 62% of senior leaders in the U.S. and the UK say that demonstrating authority projects credibility but only 47% of respondents in Asia think it does. Emotional intelligence (versus demonstrating authority) is more important in the growth-hub markets: 57% of respondents in Brazil, China, Hong Kong, India, Japan, Russia, Singapore, South Africa, and Turkey say that demonstrating emotional intelligence wins the trust and respect of teams in local markets.

Leaders who pivot well horizontally, earning the trust and respect of their team, are 21% more likely to be satisfied with their career progression than team leaders who haven’t. That trend holds with leaders who pivot well vertically and have won the attention and support of senior leaders: They’re 15% more likely to be satisfied with their advancement.

Be Inclusive

As Nayak discovered, driving value by unleashing ideas, spurring collaboration, and solving problems across distance and difference requires shifting management methods from command-and-control to behaving inclusively. The way to do this is by asking questions and listening carefully, giving actionable feedback, facilitating constructive arguments, taking advice and implementing feedback, maintaining regular contact with team members, and sharing credit for team success. Global team members with inclusive leaders are four times as likely as global team members with noninclusive leaders to say their teams embrace the input of members whose background or experience differs from their own.

Additionally, inclusive leaders are more likely to encourage risk taking and disruptive thinking: Their team members are three times as likely to say they’re not afraid to fail and four-and-a-half times as likely to report that nobody on their team is afraid to challenge the status quo. This has critical implications for companies whose growth in new markets is predicated on breakthrough products and services, as a growing body of research (including our own) suggests that leaders who don’t merely tolerate failure but avidly celebrate it unlock game-changing innovation.

Communicate Effectively (Even Virtually)

Global leaders need to know how to communicate — not just with their teams but with global headquarters as well. “Communication skills need to be refined to a higher level of sophistication,” observes Paul Abbot, EVP for American Express’s Global Commercial Payments business. “If you don’t set the tone right from the top, nothing will ever happen.”

Across all markets, leaders need to speak well, deliver a compelling message, and command a room. What differs from market to market, though, is how leaders demonstrate those skills. In many markets, men are expected to deliver a compelling message by stating their conclusions directly, while women are expected to guide listeners to their conclusion. In Hong Kong, China, India, and Singapore, men are expected to command a room in a forceful manner, but in Japan, Brazil, and Russia, women are expected to command a room by facilitating others’ dialogue.

Win Sponsorship

Navigating global complexities can be nearly impossible for rising leaders without the support and guidance of a sponsor, a senior-level advocate who will support their protégé’s authority and empower them to make decisions. They also make protégés visible to leaders regionally and at headquarters.

To attract sponsorship at the highest levels, emerging leaders need to be sponsors themselves. Seeding high-potential talent, selecting top performers for development and stretch assignments, and securing a future for them at the company beyond their own borders signals to those at headquarters that you are thinking and acting like a global leader. Indeed, no one is better positioned to sponsor emerging talent than someone who has succeeded in vaulting those same barriers.

These four competencies are the basis for global leadership. As multinational corporations expand into different markets, they must take steps to ensure their rising local talent learns these skills. Formal training programs can teach high-potential leaders the competencies they need to think globally and manage cross-culturally. For example, American Express created its Accelerated Leadership Development program, in 2011. Over the course of the six-month program, 25 participants from American Express offices around the world tackle real-time business challenges to hone their strategic skill set, practice cross-functional collaboration, and learn what it takes to be a transformational leader in today’s ever-changing environment.

Sodexo created its Global Agility program, which includes a series of initiatives and training modules that are designed to promote cross-cultural competence and connect business units and leaders in its 32,700 sites worldwide. These sessions help leaders identify the cultures in which they would function best and understand how to shift their approach to connect meaningfully with others when operating in less-familiar environments. Other modules focus on leading virtual global teams, building trust across cultures, and giving feedback and providing recognition — all critical skills for building high-performing global teams.

As organizations increasingly recognize that diversity is the key to innovation and market growth, it’s more important than ever to develop local talent and nurture the skills to enable them to succeed on the global stage.

Source: Harvard Business Review

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TALLERES DE CAPACITACIÓN IN COMPANY, "A MEDIDA" 
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Consultas al mail: mamc.latam@gmail.com
ó al TE: +5411.3532.0510


.·. Miguel Ángel MEDINA CASABELLA, MSM, MBA, MHSA .·.
Especialista Multicultural Global en Management Estratégico, Conducta Organizacional, Gestión del Cambio e Inversiones, graduado en Haas School of Business (University of California at Berkeley) y The Wharton School (University of Pennsylvania)
Consultor en Dirección General de Cultura y Educación de la Provincia de Buenos Aires
Miembro del Comité EEUU del Consejo Argentino para las Relaciones Internacionales
Representante de The George Washington University para LatAm desde 1996
Ex Director Académico y Profesor de Gestión del Cambio del HSML Program para LatAm en GWU School of Medicine & Health Sciences (Washington DC)
CEO, MANAGEMENT SOLUTIONS GROUP LatAm
EMail: mamc.latam@gmail.com
TE Oficina: ( 0054) 11 - 3532 - 0510
TE Móvil (Local): ( 011 ) 15 - 4420 - 5103
TE Móvil (Int´l): ( 0054) 911 - 4420 - 5103
Skype: medinacasabella


MANAGEMENT SOLUTIONS GROUP LatAm ©
(mamc.latam@gmail.com; +5411.3532.0510)
es una Consultora Interdisciplinaria cuya Misión es proveer
soluciones integrales, eficientes y operativas en todas las áreas vinculadas a:

Estrategias Multiculturales y Transculturales, Organizacionales y Competitivas,
Management Estratégico,
Gestión del Cambio,
Marketing Estratégico,
Inversiones,
Gestión Educativa,
Capacitación

de Latino América (LatAm), para los Sectores:

a) Industria y Servicios,
b) Universidades y Centros de Capacitación,
c) ONGs y Gobiernos.
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Thursday, April 27, 2017

Diversity: 5 Tips on Leading Cross-Cultural Teams
by Erin Meyer


Diversity in the workplace offers tremendous advantages.

Studies have shown that socially diverse groups tend to be more innovative than those made up of people from a uniform background.

With today’s increasingly global marketplace, the diversity of a team extends well beyond what background any given individual hails from. More and more often, a team manager in New York may be required to interface with and manage workers across the country or even across an ocean or two. Or perhaps the company is hiring talent from all over the globe and bringing them into one office. In all of these scenarios, leaders of cross-cultural teams need a nuanced mindset.

“While leaders have always had to understand personality differences and manage how people interact with one another, as globalisation transforms the way we work, we now need the ability to decode cultural differences in order to work effectively with clients, suppliers and colleagues around the world,” writes Erin Meyer, Senior Affiliate Professor of Organisational Behaviour at INSEAD.

Here are five tips to enrich cross-cultural working relationships:

  • Be Flexible

 In Meyer’s book, The Culture Map, she identifies scheduling and decision-making as two key workplace values that vary greatly across cultures. Different cultures prioritize either flexibility or a linear time construct on the road to execution.

To better serve a cross-cultural team, it is best to assess how flexible the various cultures on the team might be to timing schedules. She offers the example of China versus Japan in this context. In China, there is often a race to the finish line once a decision is made. In Japan, offices are more likely to make a plan and stick to it. Understanding this key difference can help avoid team frustrations.

  • Give Everyone a Voice

 It might be easy to get everyone talking when the whole team is present and accounted for in a single conference room. This becomes more of a challenge when attempting to gain consensus around the globe through calls or video conferences. As a result, it’s up to the team leader to make sure that every voice is heard. If there are team members stationed across separate locations, be sure to send the agenda well in advance and actively solicit that remote team for their thoughts, updates or opinions.
  • Train Everyone in the Corporate Norms

 “The amount of respect we show to authority is deeply rooted in the culture we are raised in,” Meyer writes. “We begin, as young children, to learn how much deference should be shown to an older sibling, a parent, a teacher – and later, in business, these same ideas impact how we view the ideal relationship with our boss or subordinates.”

If active debate is a part of the company’s process in team meetings, the staff should be trained and equipped to partake in these efforts. When cultural norms in some locations or among certain nationalities discourage this type of discussion, managers should take extra care to explain the importance of this process.

  • Encourage Small Talk

 Office water cooler banter is a lot harder when an ocean separates a team’s water coolers. Down time and social events contribute enormously to team bonding but are virtually impossible to coordinate across distant office locations. But this fact does not give managers a free pass to let these casual interactions go.

When a mix of cultures is trying to come together in a single office, mangers should make every effort to create opportunities for casual interactions. Happy hours, lunch-and-learn events and even birthday parties for employees can help to bond the team.

  • Stop and Listen

 Too often, a team leader will rely on faulty assumptions: the London desk wastes many hours in the morning waiting for the New York team to wake up, the Singapore team doesn’t take direction well, the Paris team is never at the desk when called. These types of biases internal to a corporation can erode trust and prevent effective collaboration. Instead, a manager should pause before acting and attempt to gain a better understanding of why certain locations operate differently. He or she may have no concept of the local cultures, considerations and needs that impact other offices. It would be wise to ask questions and learn as much as possible before attempting to force changes.

“You need to develop the flexibility to manage up and down the cultural scale,” Meyer explains. “Often this means going back to square one. It means watching what makes local leaders successful. It means explaining your style frequently. It may even mean learning to laugh at yourself. But ultimately it means learning to lead in different ways in order to motivate and mobilise groups who follow in different ways from the folks back home.”

Bottom Line

Managing cross-cultural teams is going to be an increasingly important skill in the global marketplace. Developing sensitivity to local customs and priorities can help managers to better unite their teams no matter how many miles are between them. Once effectively managed, cross-cultural teams can bring unparalleled innovation and unique perspectives to new problems and can be far more effective than any one team with a homogenous group of employees.
Source: INSEAD

Haciendo click en cada uno de los links siguientes, Contenidos de nuestros 
TALLERES DE CAPACITACIÓN IN COMPANY, "A MEDIDA" 
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Consultas al mail: mamc.latam@gmail.com
ó al TE: +5411.3532.0510


.·. Miguel Ángel MEDINA CASABELLA, MSM, MBA, MHSA .·.
Especialista Multicultural Global en Management Estratégico, Conducta Organizacional, Gestión del Cambio e Inversiones, graduado en Haas School of Business (University of California at Berkeley) y The Wharton School (University of Pennsylvania)
Consultor en Dirección General de Cultura y Educación de la Provincia de Buenos Aires
Miembro del Comité EEUU del Consejo Argentino para las Relaciones Internacionales
Representante de The George Washington University para LatAm desde 1996
Ex Director Académico y Profesor de Gestión del Cambio del HSML Program para LatAm en GWU School of Medicine & Health Sciences (Washington DC)
CEO, MANAGEMENT SOLUTIONS GROUP LatAm
EMail: mamc.latam@gmail.com
TE Oficina: ( 0054) 11 - 3532 - 0510
TE Móvil (Local): ( 011 ) 15 - 4420 - 5103
TE Móvil (Int´l): ( 0054) 911 - 4420 - 5103
Skype: medinacasabella


MANAGEMENT SOLUTIONS GROUP LatAm ©
(mamc.latam@gmail.com; +5411.3532.0510)
es una Consultora Interdisciplinaria cuya Misión es proveer
soluciones integrales, eficientes y operativas en todas las áreas vinculadas a:

Estrategias Multiculturales y Transculturales, Organizacionales y Competitivas,
Management Estratégico,
Gestión del Cambio,
Marketing Estratégico,
Inversiones,
Gestión Educativa,
Capacitación

de Latino América (LatAm), para los Sectores:

a) Industria y Servicios,
b) Universidades y Centros de Capacitación,
c) ONGs y Gobiernos.
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