Strategies for Success in India

• Intensive management is viewed, for the most part, as good management. As a manager, provide explicit instructions and guidance to your teams.
• Clarify anything with a written checklist and open-ended questions.
• Ask for input since many may be reluctant to provide unsolicited feedback. Be conscious to save face when asking challenging questions in front of a group.
• Ask for regular feedback and frequently follow up on tasks in order to maintain schedules and meet deadlines.
• Avoid asking questions that can be answered by a “yes” or “no”.
• Ask questions in several ways to ensure that the way the question was phrased did not impact the response
• Prepare several “what-if” scenarios to help drive change.

Key Business Values in India

• Respect for elders and authorities
• Trust is very important, and is developed through building strong relationships over time
• Preference to work collaboratively
• Family obligations may take precedence over work
• Preference to not give or receive bad news
• Avoidance of giving overt negative response
• Relationship-building activities may take precedence over meeting schedules and deadlines
• Reluctance to take undirected initiative

- from RW3′s CultureWizard® Pocket Guides, also available on CultureWizard Mobile

RW-3.com

Read an article by Charlene Solomon and Sean Dubberke of RW3 CultureWizard, titled “Awakening Giant: India’s Burgeoning Workforce”, which is featured in this month’s Mobility magazine. Below is a synopsis from the editors.

As multinational organizations increasingly make strategic use of educated Indian talent, at the same time they are aiding in the development of many of India’s industries. Dubberke and Solomon write that to truly appreciate the country’s global importance, and to understand the scope of India’s activities in the marketplace, one must first be able to successfully engage and collaborate across cultures.

RW3 CultureWizard

According to the New York Times, outsourcing legal services to India has grown in the past few years, and is poised to expand at an even faster rate in coming years.

Cash-conscious Wall Street banks, mining giants, insurance firms and industrial conglomerates are hiring lawyers in India for document review, due diligence, contract management and more.

Legal outsourcing firms are also hiring experienced lawyers from Western countries to handle more complicated projects, something many lawyers would not consider in prior years based on a general aversion to outsourcing legal work and relocation to India. The article highlights the challenges of moving to India and working with Indians:

Moving to a legal outsourcing firm, especially in India, is not for everyone. About 5 percent of Western transplants cannot handle it and move back home, managers estimate.

Some find it hard to adapt to India. Other times, the job itself does not suit them — after spending years working nearly independently as a litigator, for example, it can be hard to transition to managing and inspiring a team of young foreign lawyers.

Cultural preparation is supremely important to living and working in a new culture. While many people are inherently suited to assignments in countries around the world, the vast majority of people won’t be equipped with the skills to succeed without sufficient intercultural training. How will this new trend impact internal needs for cultural training? The article predicts legal outsourcing will climb to over $1 billion in revenue by 2014. What are organizations doing to support global initiatives like this? What are the challenges of virtual, global teams that span time zone differences of 10 hours or more and cultural, linguistic and religious barriers?

Sean

RW3 CultureWizard