Thoughts on Korean Business by Don Southerton

Outside my day-to-day support of Korean facing business and clients, I am drawn to ponder on issues and drill deep. I other words research, investigation and then providing commentary on the direction of Korean business from trends inside Korea to Korea-facing international operations.   An example of this process, several years ago I coined the term K-lobalization (Globalization with a K for Korea ) as I saw the trend when Korean firms boldly promote their own unique management style and corporate culture internationally and across many markets. A recent manifestation is organization-wide, corporate-directed mandates.... from core value, vision, and management training directives to most recently how they should brand or even target specific consumers in local markets. Usually these programs are expected to be unchallenged and accepted without question by overseas teams—at times not in the best interest of the local operation.   This said, a new ...

I was recently interviewed by Fortune.com—I often contribute to the media.   They were looking into the success of Korean car brands Kia Motors and Hyundai Motor in the wake of the latest J.D. Power’s Initial Quality Survey (IQS).   To the surprise of many, Kia ranked #2 just below premium brand Porsche and Hyundai ranked 5 th , both well above longtime and formerly top ranking Japanese brands.   With much of my work over the past decade supporting Korean global business, especially Hyundai and Kia, and more so, the Korean carmaker has long been a topic of my research, study, writings and media commentary….   My answer on why the Korean brands have achieved such success is simple. Quality has been an almost singular career message by the carmaker’s chairman, Chung Mong Koo. To share some insights…. I quote from my book Hyundai Way: Hyundai Speed . By 1999, Chung Mong Koo had assumed control of HMC in addition to his leadership role at Hyundai Precision...

I truly enjoy sharing the nuances of Korean business culture—whether through my books, Vodcasts like this one, in media interview and articles, or coaching those new to the Korea facing workplace. Long part of my core business has been On-boarding.   In fact, this week I have a number of engagements scheduled in Southern California with some planned for San Francisco in the next future. On-boarding or, organizational socialization is where new employees, from C-level staff to entry-level hires, acquire necessary knowledge, skills, and behaviors to be effective in their job.   In most cases for my work this means those employed by Korean companies, but it also includes those partners that provide services to Korean global firms   A common false assumption taken by some is those new to the company or project “will get” the cultural nuances without considerable support.   Nothing can be more mistaken.   I find the Struggles for non-Koreans can...

I was on a conference call last week when asked how best to describe my work—and do I provide consulting for CEO and C-level management—her organization’s international development committee made up of a number of CEOs. My short answer was that a client and long friend, then a CMO for a major company best described my practice to others as Everything Korea… I also like having been introduced as “ a high power consultant” or Don is “the guru, the guy CEOs want to have their voice heard with, “ the later shared on Seoul’s eFM tbs Koreascape.   Pondering over the weekend on the question from the conference call much of what I do is provide context and a strategy to decision-makers involved in Korean facing business projects that range into the hundreds of million of Dollars.   In particular, I provide counsel and solutions based on my years working with Korean business—a good part in the international expansion into new markets and the challenges that surface and...