Thoughts on Korean Business by Don Southerton

https://youtu.be/1XXkAhXbpUc In this episode I’d like to share  “Ten Insights into Korean business.”  This is something I often incorporate into one on one coaching and mentoring sessions.  It was also developed in collaboration with a senior Korea manager specifically to explain to his team’s Westerners on the company—the Westerners lacking first hand knowledge in the mother company and seeing the Company only in their local operations. In particular, there was a gap between how things were executed in Korea and had evolved locally-- to a model less efficient and with time-consuming procedures. To begin,   Trust There is a very strong trust within teams and in the company. This is often because of a legacy in achieving many bold accomplishments—often seemingly impossible tasks. Family Traditional family norms permeate the work culture (Elder brother as boss, senior managers, etc.) and the related concept that co-workers are seen as family. Cha...

https://youtu.be/YjvC-Ik2oTk 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 Struggl...

Link to Vodcast  https://youtu.be/jCSoN3-RxXY 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 an...

Korean global business can come with some serious challenges, especially if dis-connects between teams are left unchecked. With mentoring, coaching and a strategy, it’s possible to reduce these ills, and greatly improve morale and operations.  So what are some of the common issues?  I have listed 4 that surface often, and frankly I deal with and provide solutions. 1. A common perception is that the allegiance of Korean expatriates assigned to a local subsidiary is to the Korean HQ over local matters. This in turn drives their actions to the detriment of the local operations.   2. Another overarching issue is Trust, especially with the sharing of information. Many feel it is one-way (Korea requesting data and reports) but little feedback from Korea. It can even be perceived that little or poor communication exists even between HQ departments, or with their sister affiliates and suppliers. 3. Koreans assigned to local operations need to be more receptive to cha...