Are you prepared for Internationalisation?
Author: Rupert Hillier
Publication: British Chamber of Commerce Yearbook 2003-2004
There was a time when business was simple. We could communicate in our own language, keep up with the pace of technological and organizational change, and manage a meeting or presentation with a handful of basic communication skills.
But business is changing. Globalization, high-speed communications, European unification, multinational mergers, and a host of other factors have made business a more complex and demanding affair.
In order to meet these new demands, we must adapt or evolve, investing in ourselves to ensure that we and our teams have the understanding, skills and practical experience to perform effectively at an international level. In short, we must internationalise.
There are various dimensions to the process of internationalization: financial, technical, legal and commercial, to name but a few. Each represents considerable challenges, but it is in the task of internationalizing the workforce that the most formidable challenges are to be found.
People are inherently resistant to change. We all carry a deep-rooted evolutionary instinct to minimize risk. As change represents the unknown, and the unknown represents risk, it is only natural that this is something we avoid. Introducing change requires careful planning and a well-coordinated direction of both time and resources.
Training and development for international business can be conducted on various fronts. For example, many of us must now be able to:
- communicate formally and informally with foreign
colleagues or clients
- present products, projects and ideas to broad
international audiences
- be effective members of culturally-diverse and
cross-functional teams
- confidently handle telephone, email, fax and letters
in a foreign language
The ability to communicate confidently in English is, of course, a critical part of an effective international performance. As Business Week recently reported, workers who speak English typically command salaries 25% to 35% higher than those who do not.
But the issue of internationalisation transcends language. As Albert Mehrabian illustrated in his landmark study on interpersonal communication, words represent only 7% of how an individual's performance is judged. The remaining 93% is based on appearance, tone of voice, and body language. In a traditional working environment, these communication skills can be difficult to master. In a multi-cultural, plurilingual, international environment, you'd be forgiven for thinking that they were impossible.
But they are not impossible. Numerous research studies have proven that with the right frameworks and techniques, you can ensure an effective performance in the most complex of international environments. The trick is setting aside the time to develop these skills and finding an appropriately qualified training provider.
"It's their problem, not ours!". All too often, this is the attitude that can be projected by native English speakers when they are confronted with non-native English speakers. This must change. The bulk of international business is now conducted by individuals who speak English as a second or third language. For these people, doing business with other non-native English speakers is usually more straightforward than it is with native English speakers. Native English speakers must recognize this trend and develop the skills necessary to converse more clearly. They must learn a new language - "International English".
The pressures of internationalization are changing. Traditionally, multi-national companies have run relatively autonomous regionalized departments, so day-to-day work habits have remained local. Today, there are growing numbers of multi-national matrix organizations, cross-functional project teams, and shared service centers (Citibank, Agilent and Bayer all being examples in Barcelona), so multi-cultural and plurilingual work environments are becoming increasingly commonplace.
Internationalization has long been the realm of the multi-national, but an increasing number of local companies are now looking beyond their borders for new growth opportunities or finding themselves targeted in unexpected mergers and acquisitions. Whether viewed as either an opportunity or a threat, internationalization is a reality we will all have to face sooner or later. The key is making sure we are adequately prepared.
*** In 2003, the Chamber will be running a series of 1-day workshops that focus on the process of internationalization and the skills necessary to ensure you and your team can perform effectively at an international level.
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