Unique selling points

• A scientifically based diagnostic tool that works
• Covers more ground than any other model we have come across
• Quick turn around time
• Practical outputs
• Fully integrated on-line approach
• Local and global
• Integrated data collection approach, if so required
• Change tools based on down-to-earth change philosophy
• Value for money

A scientifically based diagnostic tool that works

The scientific work undertaken by Geert Hofstede ensures that the dimensions of Hofstede Model are autonomous. Why is this important? It guarantees that feasible combinations of scores can indeed be changed into reality. Most models are dreamed up, based on the experience of consultants. In such a case it is not known whether certain combinations in their model will be feasible or not. Nothing is more detrimental than management trying to realize the unrealizable. Thus, in our terminology, it is impossible to create a sub-culture in which people are very innovative and at the same time very disciplined, strict and cost conscious.

Covers more ground than any other model we have come across

Until now, i.e. during the last twenty years, all preoccupations managers had with whom we worked, whatever it was, could be covered by the Hofstede model, unless it had nothing to do with culture. Thus the Hofstede model doesn’t measure customer satisfaction among customers. It measures though the degree to which culture will enable or hinder customer focus. It is indeed a unique selling point that the model covers so much ground. If certain questions would not be covered by the model additional question should then be made. Making new questions is easy. Ensuring that these new questions will measure what they are supposed to measure requires real research. Moreover, without a data bank it is unclear what meaning to be given to respondents’ reactions as culture only exists by comparison.

Quick turn around time

Data collection and report writing has been all automated. The only thing in regard to data collection that is not automated is the assessment of optimal scores. Our experience has taught us that translation from mission, vision, strategy and objectives into optimal culture can be best realized during workshops. Optimal culture being defined as the culture which will enable realization of objectives in the best possible way But also in this case automated support is given. With the help of on-line questionnaires the environment in which the culture is embedded will be scanned. Based on this scan an assessment is given on the degree of leeway management has to define its optimal culture. Take for example the degree of customer focus. If, as in the case of the pharmaceutical industry, a lot of rules and regulations are imposed by government, cultures of pharmaceuticals cannot become too customer focused at least if operate accordingly.

Practical outputs

Sometimes clients complain in the beginning that our approach is so abstract. The Hofstede Model is not more abstract than e.g. the Big Five describing people’s personalities. Yet, we have to acknowledge that it is indeed an analytical tool describing work reality. In order to capture a big part of work reality in as little denominators (dimensions) as possible, it is fairly abstract. A more accurate explanation may be that the Model is still so unknown. Therefore the dimensions don’t necessarily ring a bell immediately. Nevertheless, during an assignment clients experience a change in our approach. After the analysis, the output helping the client to bridge discrepancies between acttal and optimal culture becomes more and more precise and tangible. This is so, because “culture” is only a tool to assist clients in realzing their objectives in the best way possible in the here and now. Thus, in the end our approach is very much hands-on. It is not any longer about culture but about what to do on the work floor to make things happen more successfully.

Fully integrated on-line approach

If your client wants to change its actual culture we can make change tools available which will be (partly) loaded by the results of the data collection process. We have not yet come across any other fully integrated change process. On the one hand we have experienced that change managers often emphasize the process, while forgetting the content of culture. On the other hand we have found that the process used is often unrelated to the content of the client’s culture they want to change. Content and process should go hand in hand.

Local and global

Too often managerial wisdom developed in one country is blindly adopted in other countries. However, management and cooperation always happens within a local context in which national and/or regional cultures play their role next to others factors shaping human behavior. As Hofstede did both research in the field of national cultures and organizational cutures we are in the unique situation to mediate between those two bodies of know-how. Thus, our quick scans can be used both in a local and in a global context without dimishing reliability.

Integrated data collection approach, if so required

It would be haughty to assume that the Hosfete model will cover everything there is to know. Life and also work life is too complex to justify such claims. Thus, it may well be possible that after reports have been generated certain aspects of a client’s culture remain opaque. This can happen case when contradicting information has been identified and/or if a client cannot explain unique findings. In that case you may want to suggest additional data collection e.g. by in-depth interviews. When knowing the model well additional qualitative data thus collected can be easily connected to the results of the quick scans. In this way, most puzzles have been solved.

Change tools based on down-to-earth change philosophy

On the one hand we find that people continuously adjust their behavior and on the other hand it appears often very difficult to change people´s behavior. The question therefore is, ”Why are we continuously adjusting our behavior”? We do so, when we find ourselves in different situations. It would not make sense to behave the same way towards our boss as towards the waiter or waitress in a restaurant. Thus, we adjust our behavior when it makes sense to us. In other words, the best way to change people's behavior, at least in the Western world, is not by "tell and sell" but by changing people's environment to such a degree that it would be stupid not to adjust our behavior. This we call indirect change. Our change tool: “ Levers of change” is based on this philosophy. The levers offered to your client are based on the discrepancies between the actual and optimal cuture your client wants to start working on. The only group for which this doesn't apply to the same degree is top management as it is very hard to change their own environment. In their case it can only be realized the hard way; i.e. by direct change. In other words they have to change all by themselves. Our change tool: “360 degrees feedback mirrored against the optimal culture”, called “360 degrees mirror”, is based on this philosophy as well as on our experience that top managers often find “thousand” excuses why they didn’t have time to look into their own behavior, if already willing to do so.

Value for money

It is our markting strategy to offer the best quality for the lowest price possible. In other words our own income generating capacity will only materialize in the long run, if many of you will make extensive use of our tools. It is our dream that our tools will be widely used throughout the world.