Thoughts on Korean Business by Don Southerton

This is… another one of my two-part commentaries. A recent Korean Group HQ trend is to address a gap. We now find that within Korea-based Groups where although firmly established internationally a new initiative is to set standards across all their subsidiaries.  There are many initiatives, but as an example in this commentary, we’ll look at Corporate Culture, although the process is similar for other wide-ranging mandates. Outside Korea, few westerners can discern nuances into the day-to-day Corporate Culture of Korea-based companies. In most cases, local teams working in an overseas operation see their company Culture through a localized lens. In other words, although they may be a subsidiary of the mother organization, a unique local operation’s culture exists, which has evolved over time. In the best cases, this Culture’s direction is well orchestrated by the local team and reinforces their operations. While in others it has just developed freely over time with...

This week I’d like to share three reports. All focus on Korea business. All easily accessed…read or download ….From the Korea-facing Global Business Toolbox: Strategies and Tactics This report shares my recent thoughts on top strategies and tactics for tackling Korean facing global business. Note global is emphasized, since working outside Korea within local subsidiary operations is my primary focus and specialty. https://www.scribd.com/doc/302653498/From-the-Korea-facing-Global-Business-Toolbox-Strategies-and-Tactics A Global Approach: For Korea Management Teams This Case Study provides a roadmap and best practices to their Korean management and overseas divisions. This includes new Korean brands eager to launch their products and services outside Korea.  The study is also applicable to those established Korean brands already in overseas markets who could benefit from benchmarking “what works” and “what doesn’t.”    https://www.scribd.com/doc/286823722/A...

With the introduction of Genesis Motors Company in premium luxury car segment as well as the Hyundai Motor’s IONIQ, part of an expanded model lineup of hybrid and electric vehicles, many in the industry see these as bold moves by the Hyundai Motor Group and it leadership. Actually, it is but the latest chapter in a story and a legacy reaching back decades .   Don Southerton, April 2016 In 1991,  the Seoul Hyatt Hotel was the site of the launch of a new mid-sized SUV, the Hyundai Galloper.  A pet project of future Hyundai Motor Group Chairman  Chung Mong Koo at the time no one felt the Galloper could dislodge the Ssangyong Korando, the popular and dominant SUV in the Korean market. That said, it would take only a year for the Galloper to surpass the Korando.  To many this would be but the start of what would become the Galloper  shinhwa --myth and legend. Stepping back in the story , following family expectations and after graduating from c...

A recent Korean workplace survey discovered that more than nine out of 10 Korean workers have not been entirely honest, especially with their bosses. The survey asked where and when they avoid the telling the truth in day-to-day work and the most frequent answer was "in front of the boss." More so, the study uncovered this meant saying “Yes” to their boss’ requests, even when they were unreasonable. Asked how they felt after, 46.15 percent surveyed said, "The situation left me no other choices." Digging deeper... Being less than truthful does have repercussions for those working in Korean companies, both in Korea and for their overseas operation. In many cases, working level teams have deep insights into the challenges and reality of the business. In a transparent work environment answering truthfully is an expectation as well as sharing the good or bad.  Saying “Yes” when they know it can impact operations forces many Korean to make a decision the...