Engaging With India - Messner - GloBusResearch

8/13/2019 Engaging With India - Messner - GloBusResearch

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Also by Wolfgang Messner

INTELLIGENT IT O FFSHORING TO INDIA Roadmaps for Emerging Business LandscapesPalgrave Macmillan, 2010

WORKING WITH INDIA !e "of#er Aspec#s of a "uccessful $ollabora#ion %i#! #!e

&ndian & ' BP( &ndus#ry"pringer, 200)

R IGHTSHORE !"uccessfully &ndus#riali*e "AP Pro+ec#s (ffs!ore co-editor -"pringer, 200.


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Engaging withIndia

How to Manage the Softer Aspects ofa Global Collaboration

Wolfgang Messner

GloBus Research

Insight Consulting Training


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$opyrig!# / 2011 loBus Researc! L#d ,London

All rig!#s reserved

or any reproduc#ion, copy or #ransmissionof #!is publica#ion please see3 prior %ri##enpermission by loBus Researc! L#d Email4info5globusresearc! com - Any person ororgani*a#ion %!o does any unau#!ori*ed ac#in rela#ion #o #!is publica#ion may be liable#o criminal prosecu#ion and civil claims fordamages

irs# publis!ed 2011 by loBus Researc!L#d

loBus Researc! L#d is regis#ered inEngland and Wales, company number67.680.

!e prin#ed and bound paperbac3 is avai9lable on %%% crea#espace com:;


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Contents

Preface vi

About the Author viii

$!ap#er 1 W!y does &ndia and i#s $ul#ure Ma##er #o >ou? )

$!ap#er 2 !e Basics @ (vercoming $ul#ural ifferences 1;

$!ap#er ; &ndia s Business $ul#ure 16

$!ap#er 8 &ndia s "ocie#y 28

$!ap#er 7 Business ynamics ;1

$!ap#er < Engaging %i#! &ndia ;8

$!ap#er 6 Business E#iCue##e 8;

Intercultural Training and Coaching 47

Contact Details 50


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Preface

EDpor#ing goods #o &ndia, %or3ing #oge#!er in globaldis#ribu#ed pro+ec#s, moving processes #o &ndia s BP(cen#res @ if you are li3e many professionals & mee#, youprobably #!in3 of engaging %i#! your colleagues in &ndia as a

necessary evil "ome#!ing you !ave #o do #o s#ay inbusiness in #oday s %orld mar3ed by globali*a#ion and cos#9cu##ing Fus# #!in3ing abou# pic3ing up #!e #elep!one oropening ano#!er of #!ese %eird emails from &ndia bringsyou ou# in a cold s%ea#

& 3no% because many of my colleagues and clien#s & !ave %or3ed %i#! in more #!an 17 years !ave #old me #!a# iseDac#ly !o% #!ey once fel# abou# engaging %i#! &ndia & used#o be #!e same !a# is, un#il & discovered %!a# & am abou##o s!are %i#! you4 #!a# people in differen# cul#ures !avedifferen# preferences #!a# impac# #!eir abili#ies #o besuccessful

& %ill s!o% you %!y cul#ure ma##ers #o you and !o% #o

overcome cul#ural differences & %ill also reveal %!ere #!edifferences in business and social cul#ure are & %ill uncover#!e dynamics of #!e indus#ry on #!e subcon#inen# And & %ill#ell you !o% #o successfully engage %i#! &ndia

!ese prac#ical #ec!niCues %ill !elp you become moresuccessful in your pro+ec# or in your coopera#ion %i#! yourbusiness par#ners or colleagues in &ndia !ey can be usedins#an#ly, bu# & don # recommend you #o implemen# #!em alla# once @ +us# c!oose #%o or #!ree #!a# s#ri3e you #!e mos#,


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adap# #!em #o your organi*a#ion, #o #!e %ay you and yourcolleagues in &ndia %or3, unders#and #!eir leverage, and #!enin#roduce a fe% more

"#ar# using #!e informa#ion #oday and reap #!e benefi#s ofdiversi#y for you and your organi*a#ion Las# bu# no# leas#,s#ar# en+oying #!e fun elemen# in in#ercul#ural collabora#ion

& %is! you an incredibly successful engagemen# %i#!&ndiaG

ood luc3

r Wolfgang Messner


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About the Author

r Wolfgang Messner is irec#or andPrincipal $onsul#an# of loBus Researc!L#d H !e !as been associa#ed %i#! &ndia s

services indus#ry since 1))7 and spen# a#o#al of four years living and %or3ing on#!e subcon#inen#, as program manager in a cap#ive cen#re ofa universal ban3, as delivery direc#or of a mul#i9na#ionalservice provider, and as visi#ing professor a# #!e &ndian&ns#i#u#e of Managemen# Bangalore Ie !olds a P! inmar3e#ing from #!e Jniversi#y of Kassel, an M B A from

#!e Jniversi#y of Wales, and a Mas#er s egree ininforma#ics af#er s#udies a# #!e ec!nical Jniversi#y Munic!and #!e Jniversi#y of =e%cas#le upon yne


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Chapter 1

Why does India and its Culture Matterto You?

Many boo3s !ave been %ri##en abou# #!e a%a3ening of #!e&ndian #iger and many of #!em are pain#ing a pic#ure ofglobali*a#ion apocalypse =e% >or3 imes columnis#

!omas riedman s#ar#ed #!e world is flat syndro &n!is boo3, !e says !e %as on a #rip #o &ndia #o unders#and

%!y #!e &ndians %ere #a3ing our %or3, %!y #!ey !adbecome suc! an impor#an# pool for #!e ou#sourcing of

service and informa#ion #ec!nology %or3N oday, i# goes %i#!ou# saying #!a# #ec!nologies,

communica#ion media and s#andards do enable connec#ivi#yand collabora#ion across #!e %orld $er#ain services orproduc#s can be performed, developed, or manufac#ured a# aloca#ion differen# from %!ere #!ey are needed, delivered, orsold William F Amelio, $E( of Lenovo, called i#Worldso"r#in$ H i# #ransforms #!e nu#s and bol#s of en#iremul#ina#ional companies $ompanies #!a# used #o be


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American, Bri#is! or erman are boug!# up by #!e cas! ric!

I t h i n k I n d i a n s a r e

U n r e l i a b l e

, p o l i t e

a n d i n d i r e c t

P a s s i v e a n d d e p e n -

d e n t o n o t h e r s

N o t o p e n t o p r o b l e m s

I t h i n k W e s t e r n e r s a r e

A g g r e s s i v e

, c o l d a n d

b r u t a l l y d i r e c t

Q u

a l i t y -

o r i e n t e d

p e r f e c

t i o n i s t s

S e r i o u

s a n d w

i t h o u

t a

s e n s e o f h u

m o u

r

W e s t e r n e r

I n d i a n

W h e n w

o r k i n g a c r o s s b o r d e r s

,

c u

l t u r e s e e m s t o b e t h e m o s t

n e g l e c t e d s o u r c

e o f c h a l l e n g e ;

b u

t d i f f e r e n c e s a

r e r e a l a n d f e l t .


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American, Bri#is! or erman are boug!# up by #!e cas! ric!&ndia @ and #!eir produces con#inue #o be mar3e#ed as

American, Bri#is! or erman brandsH #!e %orld is c!angingbe!ind #!e scenes

"#ill, services offs!oring #o &ndia, eDpor#ing from #!esubcon#inen#, or selling #o i#s businesses and consumers, isno# a ri#e of passage !ere are !orror s#ories abou# failedoffs!oring endeavours, lac3 of Cuali#y, cul#ural clas!es, da#a

#!ef#s @ and companies moving a%ay from &ndia for #!ese very reasons !e Cuali#y is no# good, every#!ing #a3es somuc! longer, #!ere are !uge delays, and %e don # unders#and#!eir Englis! any!o%

Bu# %!a# is #!e real reason? &f Wes#ern companies and#!eir managers #!in3 #!ey can %or3 in &ndia and %i#!&ndians %i#! #!e same processes and value sys#ems #!a# #!eyare successfully using a# !ome , #!en #!ey are no# onlygrossly mis#a3en, bu# #!is miss#ep can lead #o opera#ionalris3 &f 3no%n procedures do no# seem #o %or3 anymore, ifone does no# 3no% or does no# %an# #o accep# #!e necessi#yof !aving #o do some#!ing in an en#irely differen# %ay, i#

very Cuic3ly leads #o loo3ing do%n on#o ano#!er cul#ure Fus# a li##le la#er, frus#ra#ion se#s in and rela#ions !ardenMany deep sea#ed misconcep#ions and s#ereo#ypical imagesabou# #!e o#!er cul#ure, coupled %i#! unreasonableeDpec#a#ions, are coming #o lig!# !e superficial similar

%ays of %or3ing in &ndia as compared %i#! #!e Wes# li3eEnglis! as a common business language, Wes#ern officedress or %orld9class business par3s in &ndia- may lull you

in#o complacency, ma3ing you believe #!a# you can easilynaviga#e all o#!er differences Io%ever, a##i#udes, %or3e#!os and values of &ndians are a# firs# glance invisible #o


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you, +us# as your a##i#udes, %or3 e#!os and values are ini#ially!idden from your &ndian colleagues

Academic researc! on na#ional cul#ure and cul#uraldifferences s#ar#ed in #!e 1)70s, #!e firs# %orld%ide surveyabou# values of people in differen# coun#ries %as conduc#edin #!e 1).0s by #!e u#c! professor eer# Iofs#ede andfollo%ed by #!e L(BE s#udy of leaders!ip andorgani*a#ional be!aviour effec#iveness around 2000 !ese

analyses iden#ified #"lt"ral di nsions %!ic! !ave aneffec# on #!e func#ioning of socie#ies, groups, businesses,and individuals

W!en dealing %i#! &ndia, you %ill eDperience similari#iesand differences a# #!e same #ime My simple advice #o you isno# #o be blinded by similari#ies, never #o underes#ima#e #!edifferen#nessH ins#ead, you need #o accep#, unders#and andrespec# i#


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Chapter 2

The Basics Overcoming CulturalDifferences

eveloping compe#ence in in#ercul#ural communica#ion canbe !ard %or3 A# leas#, #!is is %!a# many boo3s and

in#ercul#uralis#s #ry #o #ell you Bu# #!ose involved in #!isprocess see i# muc! more as a series of #rials and errors, ac!ain of eDperiences during %!ic! insig!# is developed,assump#ions are dra%n and #es#ed

!e acCuisi#ion of in#ercul#ural s3ills follo%s #!ree broads#eps, %!ic! & call #!e%IA od l 4

%ons#io"sn ss >ou begin #o recogni*e #!a#everyone carries a par#icular men#al sof#%are becauseof #!e %ay one !as been broug!# upH you begin #odevelop an abili#y #o apprecia#e #!e mo#ives #!a# drive&ndians in #!eir be!aviour Read #!is boo3 %i#! anopen mind and #!is is #!e firs# s#ep in crea#ing #!is3ind of a%areness


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Infor ation >ou !ave learn# abou# #!epar#iculari#ies of #!e &ndian cul#ure, you 3no% abou##!e cul#ural dimensions %!ic! affec# business andsocial life, you unders#and #!e dynamics of #!eindus#ry @ and %!ere all of #!is is differen# from youro%n coun#ry or cul#ure & devo#e $!ap#er ; #o$!ap#er 7 of #!is boo3 #o !elping you ga#!er #!e mos#crucial informa#ion

Consciousness InformationAbility

Do

Investi-

gate

Analyse

CIA-Model

AID-Model


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A&ility >ou go a s#ep beyond collec#ing informa#ion sounds li3e a small s#ep, bu# i# is a big one indeed

>ou begin #o recogni*e and apply every#!ing you!ave learn# #!ereby eDperiencing a cer#ain sa#isfac#ionfrom ge##ing along %ell %i#! your &ndian colleaguesand being able #o resolve a good number of problems

@ or avoiding #!em al#oge#!er rig!# from #!ebeginning & %ill s!o% you %!a# you can do #o speed

up #!is process in $!ap#er ou 3no%, %e are facing a problem %i#! some small

par#s, bu# %e ll manage some!o% N$onversa#ions around #!ese #opics can also be a cry for

!elp As3ing for !elp is an especially embarrassing si#ua#ion

in cul#ures %!ere face saving is !ig! on #!e agenda, as one!as #o admi# of no# being capable of or no# !aving #!e #ime#o deliver some#!ing %!ic! %as promised earlier


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o le# #!eir bosses 3no% abou# a possibly be##er op#ion,&ndians use coded p!rases and rig!# a%ay do%nplay #!eiridea4 & don # 3no% if #!is %ould %or3 , & am +us# doingsome ou#9of9#!e boD #!in3ing , and & 3no% i# may soundcra*y bu# can %e consider Again, #!is !as some#!ing #odo %i#! face saving, you ma3e i# easier for #!e o#!er person#o ob+ec# your idea %i#!ou# !ur#ing you, because you didpre#end #o be unsure abou# i# rig!# from #!e beginning

Managing &ndian eams

&n many Wes#ern cul#ures, employees eDpec# a managemen#frame%or3 #o guide #!em in #!eir %or3 &n &ndia, !o%ever,employees reCuire and demand a de#ailed +ob descrip#ion

!e impor#ance of #!e +ob is underlined by eDplaining andassigning #!e #as3 more #!an onceH %i#!ou# repe#i#ion #!e#as3 %ill be #rea#ed as unimpor#an# and probably no# #a3enup a# all

Bu# even #!en, #!e manager s!ould no# assume #!a# #!e#as3 %ill ac#ually be broug!# #o a successful comple#ion&ns#ead, cons#an# moni#oring and freCuen# feedbac3 isreCuired !is does no# necessarily !ave #o be a formalrevie% mee#ing bu# could !appen in #!e s!ape of a s!or#c!a#, an email, or a #elep!one call

A good &ndian manager con#rols by as3ing Cues#ions !is is no# only a good %ay of ge##ing a grip of #!e pro+ec#s#a#us bu# also for eDc!anging ideas Po%erful Cues#ions

ma3e &ndians #!in3 proac#ively, follo% a line of #!oug!#, andone also ge#s a muc! be##er buy9in4


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W!a# informa#ion inpu#- do you need #o comple#e#!e pro+ec# on #ime?N

W!ic! al#erna#ives do you !ave?N Io% can & suppor# you?N W!a# !as been ac!ieved in #!e pro+ec# so far?N Io% does #!is approac! ensure Cuali#y?NPo%erful Cues#ions reCuire #!e &ndian #o formula#e an

ans%er o#!er #!an yes or no rom #!e Cuali#y of #!e ans%er

one can #!en ma3e ou# if #!e con#en# of #!e communica#ion!as been unders#ood

!e &ndian #endency no# #o as3 for clarifica#ions ma3escommunica#ion eD#remely complica#ed pu#s #!eresponsibili#y on #!e Wes#erners #o implici#ly collec#feedbac3 on one s o%n %ords, do self9moni#oring, anddecide upon #!e necessi#y #o rep!rase &n face9#o9facemee#ings, #!e bes# clue is #o loo3 a# #!e faces of #!e &ndiancoun#erpar#s, and a confused or pu**led loo3 %ill be a goodindica#ion #!a# #!e message did no# land and one !as #orep!rase or eDplain

is all #!e more difficul# in #elep!one conversa#ionsH!ere #!e burden falls en#irely on #!e Wes#erners #o moni#or#!eir o%n conversa#ion EDamples of suc! po%erfulCues#ions are4

W!a# are #!e neD# s#eps you %ill #a3e?N W!a# inpu# do you need from me?N W!a# obs#acles do you foresee?N

Ano#!er advice is #o as3 &ndians freCuen#ly forclarifica#ions and re9p!rasing %!en you do no# unders#and

#!em @ #!ereby implici#ly encouraging #!em #o do #!e same %i#! you


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Running Mee#ings and $onference $alls

A mee#ing in &ndia is abou# es#ablis!ing a#o on $ro"nd of unders#anding from %!ic! ac#ivi#ies can #!ereaf#er bes#ar#ed !is is in s#ar3 con#ras# #o some Wes#ern cul#ures,especially in $en#ral Europe, %!ere a mee#ing is #o presen##!e resul# of previous ac#ivi#ies and agree on #!e findings and#!e neD# s#eps Iave you no#iced #!a# &ndians of#en come #o

mee#ings %i#! a blan3 s!ee# of paper @ %!ereas you !aveyour agenda and presen#a#ion slides ready?

A Wes#ern business mee#ing usually s#ar#s %i#!in a fe%minu#es af#er par#icipan#s !ave in#roduced #!emselves,people dive rig!# in#o #!e mos# impor#an# poin# on #!eagenda A #ypical mee#ing in &ndia commences any%!erebe#%een fif#een #o #!ir#y minu#es la#e People arrive la#e anddon # bo#!er #o say "orry, & m la#e !is does no# implyimpoli#enessH ins#ead, #!e value of punc#uali#y is simply no#presen# in &ndia (ne can never be #oo la#e for anappoin#men#

uring #!e s#ar#9up p!ase, &ndians li3e #o #al3 abou#personal ma##ers, cric3e# or discuss %!e#!er one prefers #ea

over coffee !is is #o build rela#ions!ips and #o gauge #!emood of #!e o#!er person&ndians love #o #al3 and discuss, all a# #!e same #ime, and

a# grea# leng#!s on # in#errup# and #ry #o s!or#en #!ings @le# your &ndian coun#erpar#s finis! #!eir leng#!y speec!es,lis#en pa#ien#ly W!en i# comes #o your #urn, as3 ifevery#!ing !as been said, and only #!en commence

presen#ing your vie%poin#acial eDpressions and body language are bo#! very

prevalen# in discussions in &ndia Par#icularly "ou#!9&ndians


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!ave a perpleDing !abi#, %!en lis#ening #o you, of s!a3ing#!e !ead in a manger #!a# appear #o be saying no !is&ndian %iggle can !ave a varie#y of meanings given #!econ#eD# of #!e conversa#ion4 >es , & m lis#ening , ma3essense %!a# you are saying , & agree , "ounds good , orsimply Please move on

Managing &nnova#ionMany Wes#ern companies appear #o be ra#!er un!appyabou# #!e 3ind of innova#ion #!ey receive from #!eir &ndianpar#ners (ne vendor manager pu# i# li3e #!is4 (ur offs!oreservice provider is as mee3 as a lamb @ #!ey do %!a#ever %e#ell #!em #o do Bu# %e don # see any improvemen#s, anyini#ia#ives or any ideas !ree years in#o #!e con#rac#,every#!ing is done #!e same %ay and #a3es as long as i# didini#ially N

&n &ndia, #a3ing ini#ia#ive en#ails iden#ifying #!e area ofimprovemen# and informing your manager abou# i#H bu# i#does no# go as far as #a3ing ac#ions on your o%n !is isof#en overloo3ed by Wes#erners and i# resul#s in #!epre+udice #!a# &ndians do no# #a3e ini#ia#ive and o%ners!ipIo%ever, i# +us# reCuires #!is li##le confirma#ion fromsomeone up #!e !ierarc!y ladder and &ndians %ill pu# #!eir#!oug!#s Cuic3ly in#o prac#ice

!e c!ances for ini#ia#ive and innova#ion in &ndia scompanies are !ig! %!en corpora#e processes and cul#ure

are broug!# #oge#!er !ere is no Cues#ion abou# &ndiancrea#ivi#y in ge##ing #!ings organised a# #!e individual andlo%9end level !e colloCuial Iindi %ord+"$aad is abou#


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#!e magic of improvisa#ion, #!e crea#ive ingenui#y on #!ec!eap, #!e fiD9i# approac!, %!en #!ings don # go as eDpec#edin an environmen# lac3ing resources W!ile &ndians en+oy #ocelebra#e #!emselves in s!o%ing !o% innova#ive #!ey are inge##ing #!ings done, i# may no# be as s#raig!#for%ard #oincorpora#e #!e +ugaad9#ype improvisa#ion in#o anorganisa#ional innova#ion frame%or3 Fugaad %or3s in cases

%!ere immedia#e and Cuic3 fiDes are as3ed for4 i# s nice

%!en #!ey %or3, bu# if no#, one %ould no# be %orse off !is is no# #!e %ay Wes#ern organisa#ions #ypically %or3&ndia s indus#ry is usually be##er a# developing solu#ions andeDperimen#ing %i#! al#erna#ives #!roug! a bo##om9up rou#era#!er #!an doing innova#ive original researc! isimpor#an# for Wes#ern companies #o nur#ure and promo#e#!is pa#! of innova#ion, and no# #o loo3 do%n on i# as lessglamorous compared #o #op9do%n disrup#ive innova#ion

Providing eedbac3

&ndia is a land of emo#ionsH posi#ive feedbac3 is almos#au#oma#ic and embodied in #!e cul#ure of #elling o#!erpeople %!a# #!ey %an# #o !ear !e %ors# case for any&ndian #eam is a !ig!ly Cualified erman engineer %!osimply s!rugs !is s!oulders on comple#ion of a #oug!deadline and s#ar#s #al3ing abou# #!e neD# pro+ec# p!ase

elig!# can be and is eDpec#ed #o be s!o%n openly, successis #o be celebra#ed

=ega#ive feedbac3 is #or#ure, and !ence &ndians !ardlyever say any#!ing nega#ive bu# simply refrain from saying


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any#!ing posi#ive &n o#!er %ords, nega#ive feedbac3 in &ndiais essen#ially #!e absence of posi#ive feedbac3

!e mos# commonly used &ndian #ec!niCues #o avoidnega#ive commen#s on a #opic are4

=o# saying any#!ing a# all or raising a small par# of i# "ugges#ing al#erna#ives or s#ar#ing a ne% discussion

#!read W!en eDac#ly did you send i# #o me?N and #!ereby

deferring #!e reply


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Chapter 7

Business Etiquette

Business and social e#iCue##e is differen# in &ndia from #!e Wes#ern %orld W!ile 3no%ing and respec#ing #!e dos anddon #s is impor#an#, i# is no# as impor#an# as in many o#!er

Asian cul#ures &ndians are very forgiving %!en foreignersdo no# 3no% #!e un%ri##en rules Bu# being perfec# in &ndiane#iCue##e is no %ay a subs#i#u#e for unders#anding #!e deeper

values #!a# drive &ndian be!aviourG !e belo% is an alp!abe#ical lis# of some e#iCue##e #ips

%!ic! are %or#! remembering

Addressing your coun#erpar#&n &ndia one #ends #o use #!e firs# name %i#! colleagues onpeer level, las# names are used %i#! superiors &n some moreprogressive indus#ries #!is is c!anging and usually everybodyis on a firs#9name basis

&n "ou#! &ndia, people #end #o !ave only one name,some#imes pre9 or pos#fiDed by one le##er, e g "

en3a#aramaia! A complica#ed las# name li3e


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en3a#aramaia! %ould #!en ge# abbrevia#ed #o en3a#, en3a#a, or Ramaia! and be used as a firs# name Even in#!e progressive & and BP( indus#ry, superiors aresome#imes addressed as Madam or "ir !e colloCuial =or#!&ndian "ir+i is also used #o address superiorsH i# is ascribed#o a person %!o is en#erprising, resourceful and respec#ed

Affec#ion

Men and %omen avoid p!ysical con#ac# in public placesH3issing, !ugging, and !olding !ands are inappropria#e Bu#men may %al3 !and in !and and #!is does no# !ave a seDualover#one

ress code A sui# and #ie is al%ays a safe op#ion for men, bu# no#

reCuired in &ndiaH dar3 #rousers and a lig!# coloured formallong9arm s!ir# are normally sufficien# "!or#s are fro%nedupon even ou#side offices Women s!ould cover #!eirs!oulders and 3neesH a dress, long #rousers, or a long s3ir#

%ill do #!e +ob

Ea#ing

Before and af#er food &ndians %as! #!eir !andsH res#auran#sprovide a separa#e %as!9basin ou#side #!e res#room areaMany &ndians are vege#arians, beef is no# ea#en by Iindus,and Muslims avoid por3 radi#ionally, &ndians ea# %i#! #!eirfingers, #!oug! in up9mar3e# res#auran#s #!e Wes#ern s#yle ofea#ing %i#! cu#lery is predominan# &ndian bread naan, ro#i,c!apa#i e#c - is no# ea#en %i#! for3 and 3nife bu# %i#! #!efingers !e lef# !and is considered as unclean and lef#undernea#! #!e #able or in fron# of #!e pla#eH i# %ill never


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#ouc! your food or your mou#!, ins#ead i# can be used #opass dis!es =ever #ouc! common pla#es or u#ensils %i#!your rig!# !and @ #!ere may be saliva on i# %!ic! isconsidered un!ygienic

if#s&f invi#ed #o an &ndian !ome, a boD of c!ocola#es or &ndians%ee#s is an appropria#e gif# =ever #a3e alco!ol #o an &ndian

!ome unless you 3no% #!a# #!e !os# is open #o a drin3 a#!ome if#s are usually no# opened in #!e presence of #!epresen#er

ood !and !e rig!# !and is considered #o be #!e good !and, i emoney and presen#s s!ould generally be given %i#! #!e rig!#

!and and received %i#! #!e rig!# !and as %ell

ree#ings !e #radi#ional gree#ing in &ndia is #!e namas#e ges#ure in %!ic! #!e palms are +oined #oge#!er a# c!es# levels and aslig!# nod is offered oday, #!is is only offered a# #!erecep#ion of five9s#ar !o#els bu# !ardly seen in #!e &indus#ry &ns#ead, a long and sof# !ands!a3e is very common

%i#! men &ndian %omen are #o be gree#ed %i#! a slig!# nodunless #!e %oman offers !er !and for a s!or# !ands!a3e

Personal lifePersonal Cues#ions abou# being married or abou# !avingc!ildren can be as3ed

&ndians do no# !ave #!e !abi# of saying please and#!an3s for small #!ingsH i# is assumed #!a# small favors are


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simply done %i#!ou# ac3no%ledging #!em EDample4 "al#Gins#ead of Would you pass me #!e sal#, please? does no#sound rude a# all Also, one %ould no# ac3no%ledge #!epassing of sal# on #!e #able %i#! a #!an3 you @ from an&ndian poin# of vie% #!is sounds no# only eDaggera#ed bu#also ridiculous and slig!#ly insul#ing W!o are you #!a# you!ave #o #!an3 me for suc! a small favour? idn # you #!in3 &

%ould do #!is for you?-

"!oes"!oes are never %orn inside a #emple and usually #a3en offbefore en#ering a !ome &f one sees #!e !os# %al3ing aroundin !is !ome barefoo#, i# is a sign of good be!aviour #o #a3eoff #!e s!oes even if one is encouraged #o leave #!em on

ipping"ome res#auran#s levy a service c!arge clearly mar3ed on #!ebillH and #!en a separa#e #ip is volun#ary and no# reCuired

o no# eDaggera#e on #ips, 7Q of #!e bill value s!ould be#!e upper limi# &=R 20 is a good9enoug! amoun# for aluggage boy in #!e !o#el, and &=R 100 #o 200 an adeCua#e#ip for #!e driver for an en#ire day Please see #!e #ip inrela#ion #o #!e lo%- salary levels and do no# spoileDpec#a#ionsG &f in doub# and if you are %i#! an &ndiancolleague, don # !esi#a#e #o as3


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Intercultural Training and Coaching

Jnless all your cross9cul#ural ac#ivi#ies %i#! &ndia runsmoo#!ly and unless you !ave %or3ed eD#ensively in global#eams and %i#! &ndian coun#erpar#s before, you o%e i# #oyourself, #o your company, and las# bu# no# leas# #o your

&ndian colleagues as %ell, #o ge# even be##er acCuain#ed %i#!in#ercul#ural communica#ion and %i#! #!e dynamics of #!e&ndian economy

Bu# global business is compleD and #!e %orldunfor#una#ely !as no# ye# figured ou# !o% #o develop global#alen# Mos# companies do no# offer compre!ensivein#ercul#ural #raining, nei#!er for #!eir eDpa#ria#es, business#ravellers, nor for #!eir vir#ual assignees %!o %or3 #oge#!er

%i#! o#!er cul#ures on a day #o day basis from #!eir des3 in#!eir !ome coun#ries !e usual cross9cul#ural be!avioural#raining is only useful for eDpa#ria#es #o !elp #!em manage#!eir daily life, bu# meaningless #o #!e daily c!allenges of

vir#ual assignees Bu# i# le#s #!e IR depar#men# off #!e !oo3

(nce given a #raining, you are eDpec#ed #o be able #o doyour +ob

Int r#"lt"ral trainin$s &y Glo,"s R s ar#) providerelevan# informa#ion and !elp #o recalibra#e opinionsH #!eyare also mo#iva#ional and en#er#aining #!ereby crea#ing adeep learning eDperience for #!e a##endan#s Every piece ofinforma#ion and #ec!niCue is prac#ical and proven @ i# isal%ays some#!ing & !ave eDperienced myself in many yearsof engaging %i#! &ndia and %!ic! & !ave fine9#uned based


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on rigorous bac3ground researc! &n s!or#, i# is some#!ing %!ic! !as !elped me #o become successful as %ell %!en & %as living and %or3ing in &ndia, %!en & %as leading globallydis#ribu#ed #eams, and %!en & %as nego#ia#ing on be!alf ofmy clien#s >ou %ill ge# a lo# of more bac3groundinforma#ion #!an #!is boo3 can offer you, pic3 up manymore ideas #o improve your in#ercul#ural communica#ions3ills, and eDperience #!e remar3able po%er of miDed bags

in ac#ion& usually recommend a #raining dura#ion of one or #%o

days Any#!ing s!or#er #!an a day usually does no# allo%enoug! #ime #o fully immerse in#o #!e o#!er cul#ureHany#!ing longer #!an #%o days is sub+ec# #o #!e la% ofdiminis!ing u#ili#y and can bes# be replaced by individualcoac!ing

!e coopera#ive consul#a#ive int r#"lt"ral #oa#)in$ approac! of loBus Researc! can suppor# you as a businesseDecu#ive in finding your o%n ans%ers #o c!allenges youface W!ile people are na#urally %!ole, resourceful, crea#ive,and #!us very muc! capable of solving problem individually,i# of#en !elps #o discuss c!allenges in in#ercul#uralcollabora#ion %i#! a coac! from a similar bac3ground %!ocan closely rela#e and carefully pi#c! in %i#! eDperience9based ideas

&n#erna#ional business eDecu#ives can be encouraged #omodify specific be!aviours so #!a# #!ey are appropria#e #o#!e cul#ure in %!ic! #!ey find #!emselves or %i#! %!ic! #!ey!ave #o in#erac# in globally dis#ribu#ed #eams Wi#! #!e

&n#ercul#ural $ommunica#ion and $ollabora#ion Appraisal I%%A , Prof r =orber# "c!Sfer and & !ave developed acompre!ensive in#ercul#ural model =orber# "c!Sfer is


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Professor for organi*a#ional psyc!ology a# #!e Jniversi#y ofLud%igsburg, ermany and !as eD#ensive eDperience %i#!#!e assessmen# and diagnosis of 3ey Cualifica#ions forbusiness eDecu#ives a3ing an inven#ory of in#ercul#uralsensi#ivi#y and #!e #arge#ing of be!aviours #!a# mig!# need #obe modified is 3ey con#en# of in#ercul#ural communica#ioncoac!ing by loBus Researc!

& !ave #o finis! #!is boo3 %i#! a#a' at As you movefor%ard on #!e $&A9Model see $!ap#er 2-, your mo#iva#ion#o engage %i#! &ndia, your 3no%ledge and s3ills increase, sodo your impressions on your &ndian colleagues @ #o a poin#,

%!ere i# reverses and compe#ence impressions decrease &nessence, in#ercul#ural advise, %!en carried #o eD#remes, #ends#o lose i#s value &n my #rainings and coac!ing & %a#c! ou##!a# you become in#ercul#urally fluen# bu# remain #rue #oyourself


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Contact Details

loBus Researc! L#d is a global businessmanagemen# consul#ancy !elpingcompanies address s#ra#egic and

opera#ional c!allenges in #!e areas or services offs!oring,

in#ercul#ural collabora#ion, and corpora#e inves#men#decisions

loBus Researc! L#d %%% globusresearc! com

r Wolfgang Messner %olfgang messner5globusresearc! com

GloBus Research

Insight Consulting Training

Engaging With India - Messner - GloBusResearch

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