Technology Transfer Services Blog

In today’s global marketplace, understanding the dynamics of the culture in which you do business can make the difference between a successful business deal and one that goes up in flames. TTS’s recent acquisition of an ExxonMobil contract extension includes work in 12 vastly different countries, including Nigeria, Australia, Malaysia, Qatar and Germany.

Keri Clarke, an International Business graduate student at University of South Florida, has insight to offer on the essentials of good international business etiquette. Clarke, who has traveled and worked extensively throughout Europe, South America and Central America, knows that cultural awareness is of the utmost importance when creating and maintaining lasting relationships — whether personal or professional. “The first rule of thumb is to assume things are different until proven similar,” said Clarke. “It is important not to make assumptions, because they come from beliefs, which may not be the same beliefs as the culture you are in.” Interpersonal skills, Clarke suggests, are the most difficult to master in a cross-cultural setting, but are also critical in gaining respect and trust.

TTS Process Improvement Specialist Bryan Wallace knows the importance of cultural awareness firsthand. He recently returned from Africa, namely Gabon and Cameroon, where he worked with Africa Partnership Station, a program that aims to improve Africa’s maritime security and safety. Wallace faced a language barrier head-on as he conducted training and exercises on small engine repair for the African military. His first piece of advice: “Convey what you mean. Analogies and comparisons get lost, as well as humor. Think about what you say before you say it.”

 Clarke and Wallace have a few key tips for successfully bridging the cultural gap:

1. Be flexible and adaptive. It is crucial to be able to let go of cultural stereotypes.

2. Keep an open, receptive attitude. Those who exhibit good listening skills and a genuine eagerness to learn about others tend to be successful, even if they feel uncomfortable or shocked in an unfamiliar culture.

3. Be aware of the more underlying and personal characteristics of a culture. Often, people only think of culture in terms of art, food and drink, dress, rituals, etc. But some of the most important cultural perspectives are those which deal with time, communication, power, competitiveness, thinking, etc.

4. Research organizational structure. The hierarchy may be different from that to which you are accustomed. Be respectful and mindful of the rules and systems that are in place, Wallace says. Familiarize yourself with the chains of command.

5. Don’t hesitate to ask the locals for suggestions. Most people are proud of their culture and happy to share the best ways to experience it. When it comes to food, opt for local favorites instead of Americanized versions. Enjoy food the way the way the locals do.

Click here to search for information on business etiquette in specific countries or regions.

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Author: Kristen Burk, Editor

The dreaded maintenance department – a cost center most upper level management personnel would like to see disappear.  As a consultant in the manufacturing industry for the past 17 years, I am continually amazed at the lack of vision companies have when it comes to equipment maintenance and reliability.  Consider that when an assembly line goes down due to an equipment malfunction, it can cost upwards of $10,000 per minute in lost production. If your maintenance staff is not capable of fixing the problem in a timely manner, the downtime revenue losses can be staggering.
 
With the availability of such classes as auto shop, wood shop and metal shop diminishing from our nation’s schools, the concept of working with our hands has become foreign to a large percent of the population.  This is a big reason why the maintenance division has become the “mystery division.”  The notion that maintenance personnel carry around big hammers and crowbars still pervades the mindset of upper management, but the reality is that the maintenance staff has to understand complex processes controlled by high-end electronics.  If they are not fully trained, you can count on your unplanned downtime increasing.
 
Let’s compare your maintenance department to a hospital.  If you were in a car accident and got rushed to the emergency room, you would expect the doctor to be prepared to do whatever it takes to save your life. You would also expect that the doctor had been trained in all the techniques necessary to perform the job safely and effectively.  In a manufacturing facility, the maintenance personnel are the doctors. They have to be prepared to handle whatever emergency arises in a manner that is safe and efficient.
 
America’s skilled trades work force will be retiring in droves over the next five years. Are you prepared for such a dynamic shift?  Do you have a program in place to ensure your company’s “doctors” are going to be replaced by workers with the same qualifications?  If you’re not, the next time your line goes down and you see a maintenance person standing at the machine scratching his or her head, look at your watch and count the minutes.  Then ask yourself: how much did that just cost me?  

Author: Anthony Foskey, Chief Operating Officer