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Sample slides
“Towards a successful expatriation in India”
Paris, March 2013
Benoît Teppe ([email protected])
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© InAlliance Consulting, a NeoFocus Group company – All rights reserved
Sample slides
Agenda
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1. Introduction, objectives of the session
1. About you… xx
2. About me xx
3. Our objectives xx
2. Cross-perceptions1. How do you perceive India, the Indians ? xx
2. How do they perceive your country / you ? xx
3. National context xx
1. History xx
2. Religions xx
3. Geopolitical positioning, national security xx
4. Institutions xxINTELLECTUAL PROPERTY RIGHTS & DISCLAIMERThis document is the exclusive property of InAlliance Consulting. It is intended solely to its primary recipient and may not be communicated, disseminated, reproduced, or copied in whole or in partwithout the prior consent of InAlliance Consulting.Concepts, tools, information represented herein are the result of the expertise of InAlliance Consulting. While this document has been produced with due professional care using data collected with ourbest attention, the recipient recognises that this document does not constitute recommendations, advice, or other suggestions to implement any of the ideas presented. In particular, financial, fiscal andlegal information contained herein shall be verified by the recipient before attempting any implementation.This document shall not be complete without the accompanying verbal explanations by InAlliance Consulting.
© InAlliance Consulting, a NeoFocus Group company – All rights reserved
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Each period of India’s rich history has left a lasting impact on the country’s present businessenvironment
Executive training sample slides - 20130301 9
Hindus Valleycivilization
- 3000 - 1500 - 500 - 260 320 455 1100 1500 1757 1947
Aryaninvasions
Persian andGreek
invasions
MauryaDynasty
GuptaDynasty
Haninvasions
Musliminvasions
MoghulDynasty
BritishEmpire
Republic ofIndia
Descendents of Gengis Khan
Golden Age: peace, arts, literature, etc.
Alexander the Great takes India in -327 from Persian Kings (Cyrus, followed by Darius)
Urbanism, administration, language, craftwork, etc.
Push indigenous Dravidians to the South, bring the Swastika, the caste system
Fill the void left by Alexander the Great, create the first Indian Empire -> lions & pillar symbols
Partition into multiple kingdoms
Turks: Mahmud of Ghazni, Muhammad Ghori, etc.
Main periods in India’s history
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Closer to us, a new era was open by the 1991 reforms
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Heavy reduction ofstate interventionism
(end of the « LicenceRaj »)
Cultural changein Indian society
(entrepreneurship, IT,globalisation, etc.)
High growth
-> companies grow fast,become more profitable,
market caps leapforward
Fall of the Berlin Wall
Liberal reforms
© InAlliance Consulting, a NeoFocus Group company – All rights reserved
Sample slides
Agenda
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1. Introduction, objectives of the session
1. About you… xx
2. About me xx
3. Our objectives xx
2. Cross-perceptions1. How do you perceive India, the Indians ? xx
2. How do they perceive your country / you ? xx
3. National context xx
1. History xx
2. Religions xx
3. Geopolitical positioning, national security xx
4. Institutions xx
© InAlliance Consulting, a NeoFocus Group company – All rights reserved
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Contemporary India’s religious landscape results both from indigenous and importedreligions
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Hinduism80,5%
Islam13,4%
Christianism2,3%
Sikhism1,9%
Other1,9%
- ? - 800 - 500 50 1100700300 1500 1750 2012
Hinduism
Buddhism
Jainism
Sikhism
Copt / orthodox christianism
Judaism
Zoroastrianism
Catholicism
Protestantism
Introduction chronology of India’s main religions
Sources : National Census 2001, recherche documentaire, analyse InAlliance
Peaceful introduction(e.g. trade relations)
Introduced throughinvasions
Islam
© InAlliance Consulting, a NeoFocus Group company – All rights reserved
Sample slides
Agenda
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1. Introduction, objectives of the session
1. About you… xx
2. About me xx
3. Our objectives xx
2. Cross-perceptions1. How do you perceive India, the Indians ? xx
2. How do they perceive your country / you ? xx
3. National context xx
1. History xx
2. Religions xx
3. Geopolitical positioning, national security xx
4. Institutions xx
© InAlliance Consulting, a NeoFocus Group company – All rights reserved
Sample slides
Despite the end of the Cold War and India having become a leading economy, it remainsstrategically non-aligned and highly connected to emerging markets
Executive training sample slides - 20130301 14Sources : Organisations internationales citées, recherches documentaires, analyse InAlliance
Infrastructure, industrial and financial projects:
member of the Asian Development Bank (67member states) :
Military, strategic cooperation: USA, GB, France, Russia, Israel
Science & technology research programmes:
Member of the SAARC (South Asian Association forRegional Cooperation)
Economic cooperation:
observer status at the ASEAN (Association ofSouth-East Asian Nations)
Political cooperation, international lobbying:
Founding member of the Non-Aligned Movement(118 nations)
© InAlliance Consulting, a NeoFocus Group company – All rights reserved
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India’s rich and complex history, as well as its geographical position at a cultural andcommercial crossroad, connects it considerably to its neighbours…
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British India (1860)
Republic of India (1947)
Bangladesh and the Indianstate of West Bengal wereformed by dividing BritishIndia’s Bengal
Parts of today’s Myanmarshare their language andculture with neighbouringIndian states
The Tamul population of SriLanka shares its languageand culture with India’s TamilNadu
The majority of Kashmere’spopulation is muslim andshares many traditions withneighbouring Pakistan
Punjab was split betweenIndia and Pakistan in 1947
The South-Western coastsupplies a large contingentof migrant workers to theGulf countries
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… for better and for worse
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Aksai Chin, Shaksam Valley:claimed by China and India forthe past 40 yearsJammu & Kashmere and the
Siachen glacier are claimedby both India and Pakistansince 1947
Kashmere : islamistmilitantism andindependence claims inborder areas and further
Eastern and North-EasternStates: Maoist guerilla
Bangladesh & Myanmarborders: organised illegalimmigration, illegal trade
South-Western coast, borderwith Sri Lanka : illegal trade
Main threats to India’s national security
Internal threat
External threat
© InAlliance Consulting, a NeoFocus Group company – All rights reserved
Sample slides
Agenda
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1. Introduction, objectives of the session
1. About you… xx
2. About me xx
3. Our objectives xx
2. Cross-perceptions1. How do you perceive India, the Indians ? xx
2. How do they perceive your country / you ? xx
3. National context xx
1. History xx
2. Religions xx
3. Geopolitical positioning, national security xx
4. Institutions xx
© InAlliance Consulting, a NeoFocus Group company – All rights reserved
Sample slides
Legislative and executive powers are shared between the Union and each of the States, andthe Union also directly controls some of each state’s executive power
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LokSabha
RajyaSabha
Federal Parliament 238counsellors
President ofIndia
12counsellors
545 Members of Parliament, 5 year term
Electoralcollege
Prime Minister
(+ government)
Governor
Union X 28 States,6 Union Territories(1),NCR(1)
LegislativeAssembly
Legislative power
Executive powerMembers of the LegislativeAssembly, 5 year term
Sources : Juriscope, recherche documentaire, analyse InAlliance (1) Union Territories and the NCR do not have their own legislative assembly
1 Governor per State, nominated by theUnion
« Chief Minister »
(+ government)
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Except for family matters, Indian Law shows substantial European and American influence
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- 1000 12th c.0 18th c. 1947
Hindu traditions
Local customs
Quran, Bible, Torah, etc.
Family Law
Hindu Law
Muslim Law
Christian Law
Administrative Law
Constitution
Labour Laws
Penal Code
Contract ActEnglish common law
American Law
French Law
….
British Law
OMPI
WTO
UNHRC
Contemporary IndianLaw
Sources : Barreau de New Dellhi, recherche documentaire, analyse InAlliance
Genesis of Indian Law
© InAlliance Consulting, a NeoFocus Group company – All rights reserved
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Agenda
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5. Value system and its consequences
1. … xx
2. … xx
3. Play with tools: Geert Hofstede’s 5 cultural dimensions xx
4. … xx
5. … xx
6. Communication1. … xx
2. … xx
7. Traps and challenges of expatriation xx
1. … xx
2. … xx
3. … xx
© InAlliance Consulting, a NeoFocus Group company – All rights reserved
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Cultural differentiation can be measured according to 5 dimensions
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From 1967 to 1973, G. Hofstedeinterviews several thousand IBMemployees located in 70 countries.
Geert Hofstede’s work and methodology
During the following 20 years, he fine-tunes andvalidates his concept on several other large-scalepopulation samples: students, foreign office civilservants, flight attendants, etc…
Statistical and analytical data available today covers 74countries, including several Asian nations, the USAand most European countries.
Geert Hofstede’s 5 « cultural dimensions »
Powerdistance
Individualism
AssertivenessUncertaintyavoidance
Long termorientation
Culturaldifferentiation
Source : Geert Hofstede, desk research, NeoFocus analysis
Cultural dimensions: Geert Hofstede, psychologist (Netherlands, born in 1928) Concept
Introduction Communication Cultural differentiation
© InAlliance Consulting, a NeoFocus Group company – All rights reserved
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US, Indian and French cultures can be mapped according to Hofstede’s concept, giving avisual evidence of their greatest points of convergence and / or divergence
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USA, India, France: several contrasts…
Source : Geert Hofstede, desk research, NeoFocus analysis
… but no unsurpassable compared to other « cultural couples »
0
20
40
60
80
100Power Distance
Individualism
MasculinityUncertainty Avoidance
Long Term Orientation
USA
China
NOTE : Long Term Orientation for France has so far not been measured and is approximated here based on similar cultures
Cultural profile mapping based on G. Hofstede’s concept
PowerDistance Individualism Assertiveness Uncertainty
AvoidanceLong TermOrientation
USA 40 91 62 46 29India 77 48 56 40 61France 68 71 43 86 39
0102030405060708090
100Power Distance
Individualism
AssertivenessUncertaintyAvoidance
Long TermOrientation
France
India
USA
Introduction Communication Cultural differentiation
© InAlliance Consulting, a NeoFocus Group company – All rights reserved
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American culture accepts much flatter hierarchical structures and draws substantially lessartificial barriers between hierarchical levels than French or Indian culture
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0 10 20 10030 40 50 60 70 80 90
Concept
Success factors ?
• …
• …
• …
“Power Distance”: comparative positioning and characteristics
Source : Geert Hofstede, desk research, NeoFocus analysis
Introduction Communication Cultural differentiation
Hierarchical structuresFlat Vertical
Decisional centresMultiple, substantial delegation Centralised, little delegtion
Individual autonomyHigh Low
Demonstration of respectNot required Necessary
Compensation structureLow disparities High disparities
Physical demarcationNon-existent Visible
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Indian society is characterised by deep and strong interpersonal links: if necessary, harmonyprevails over plain talk
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0 10 20 10030 40 50 60 70 80 90
Concept
Success factors ?
• …
• …
• …
“Individualism”: comparative positioning and characteristics
Source : Geert Hofstede, desk research, NeoFocus analysis
Introduction Communication Cultural differentiation
RecognitionPublic recognition ofachievements Individual fulfilment, material rewards
TruthLess important than harmony Paramount
PrivacyNo object Fundamental right
Decisional prioritiesGroup interest Individual interest
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The three cultures score relatively similarly on assertiveness
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0 10 20 10030 40 50 60 70 80 90
Concept
Success factors ?
• …
• …
• …
“Assertiveness”: comparative positioning and characteristics
Source : Geert Hofstede, desk research, NeoFocus analysis
Introduction Communication Cultural differentiation
Gender behaviourial differentiationLow High
Role assignationWeak Strong
Respect for females’ successNaturally equal to males’ Subject to discussion
KSF for female successNon specific Mimic male behaviour
CompetitivenessWeak (sympathy) Strong (combativity)
© InAlliance Consulting, a NeoFocus Group company – All rights reserved
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French culture is particularly risk-adverse compared to US or Indian culture, causingattraction towards rigid procedures
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0 10 20 10030 40 50 60 70 80 90
Concept
Success factors ?
• …
• …
• …
“Uncertainty Avoidance”: comparative positioning and characteristics
Source : Geert Hofstede, desk research, NeoFocus analysis
Introduction Communication Cultural differentiation
Professional attitudeInformal Very formal
Importance given to detailsSecondary: strategy is more important Vital
Perception of differencesNecessary to evolution Destabilising, subversive
Perception of changeUnavoidable Threatening
Perception of rules and proceduresFutile, useless Vital to safety / security
Perception of riskInherent to life Must be avoided at all costs
© InAlliance Consulting, a NeoFocus Group company – All rights reserved
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Indian society values age and formal qualifications much more than French or Americancultures do
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0 10 20 10030 40 50 60 70 80 90
Concept
Success factors ?
• …
• …
• …
“Long Term Orientation”: comparative positioning and characteristics
Source : Geert Hofstede, desk research, NeoFocus analysis
Introduction Communication Cultural differentiation
Basis of societyIndividuals with equal rights Clan, family
CreativityFree Constrained by social rules
Parental authorityLimited Strong
Knowledge acquisitionSelf-acquisition Formal education
Respect for ageLess important than skills More important than skills
© InAlliance Consulting, a NeoFocus Group company – All rights reserved
Sample slides
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InAlliance Consulting, Indian market entry specialists
33, avenue Philippe Auguste75011 ParisFrance
Tel : +33 1 44 64 10 35Fax : +33 1 44 64 10 36
Your contact:Benoît Teppe, [email protected]
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