Kai Hammerich - Fish Cant See Water: How National Culture Can Make or Break Your Corporate Strategy
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Using extensive case studies of successful global corporations, this book explores the impact of national culture on the corporate strategy and its execution, and through this ultimately business successor failure. It does not argue that different cultures lead to different business results, but that all cultures impact organizations in ways both positive and negative, depending on the business cycle, the particular business, and the particular strategies being pursued. Depending on all of these factors, cultural dynamics can either enable or derail performance. But recognizing those cultural factors is difficult for business leaders; like everyone else, they too can be blind to the culture of which they are a part.
The book offers managers and leaders eight recommendations for recognizing those cultural factors that negatively impact performance, as well as those that can be harnessed to encourage superior performance. With real case studies from companies in Asia, Europe, and the United States, this book offers a truly global approach to organizational culture.
- Offers a fresh approach to the effects of national culture on organizational culture that is applicable to any country in any region
- Based on case studies of such companies as Toyota, Samsung, General Motors, Nokia, Walmart, Kone and British Leyland
- It describes the origins and nature of the most common corporate crisis and how culture impacts the response to such a crisis
- Ideal for managers, business leaders, and board members, as well as business school students
A welcome response to the flat-Earth fad that argues were all alike, this book offers a nuanced and practical view of cultural differentiators and how they can enable or derail business performance.
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Table of Contents
International organizations often boast of their experience and ability to deal and cope with sometimes very different national administrative cultures e.g. how to get civil servants from Sicily and Scandinavia to work together smoothly and effectively. Richard Lewis's books should be standard reading in the European Union's institutions, as they have been for years in the World Bank. Different cultural backgrounds enrich and enhance creativity in pooling intellectual resources but only if the members of the team understand and take into account the underlying cultural differences. I will gladly recommend this new book to my colleagues in Brussels. Richard's penetrative cultural insights combine with Kai Hammerich's in-depth understanding of corporate leadership to produce a valuable tool for executives in this era of globalization.
Eero Vuohula, former official of EFTA and Director at the European Commission's Directorate of External Affairs
Organizational culture is too often an afterthought for businesses. Whilst many organizations believe they are global, they do not recognize how their heritage has defined their current culture. This book provides a well thought out methodology and pragmatic insights in organizational culture, to enable business outcomes. This is really important for leaders working in an international environment and Human Resources professionals who see culture as the glue for organizational effectiveness.
Hugo Bague, Group Executive Organisational Resources, Rio Tinto
In essence the value of this book is in the successful linking of theory and reality: while insightful on several levels, it is factual, illustrative, and . utterly practical for various audiences . Fish Can't See Water is not just an interesting read, but, most importantly, a useful guide for navigating the intricacies of the current, ever-changing (yet surprisingly the same), business world.
Dr Iouri Bairatchnyi, Former Director, Cross Cultural Programmes, World Bank, Washington DC
This edition first published 2013
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Library of Congress Cataloging-in-Publication Data
Hammerich, Kai, 1960
Fish cant see water : how national culture can make or break your corporate strategy / Kai Hammerich and Richard D. Lewis.
pages cm
Includes bibliographical references and index.
ISBN 978-1-118-60856-2 (cloth)
Corporate cultureCross-cultural studies. Organizational behaviorCross-cultural studies. National characteristics. Strategic planning. I. Lewis, Richard D. II. Title.
HD58.7.H343 2013
658.4'012dc23 2013013592
A catalogue record for this book is available from the British Library.
ISBN 978-1-118-60856-2 (hardback) ISBN 978-1-118-60853-1 (ebk)
ISBN 978-1-118-60854-8 (ebk) ISBN 978-1-118-60855-5 (ebk)
Cover design: Dan Jubb. Front cover image: iStockPhoto/bora ucak.
Back cover image: iStockPhoto/Mirosaw Kijewski.
Preface
It is no longer a secret that the biggest obstacle to successful globalization is the inability of most companies to understand the world view and aspirations of partners and competitors. Their culture is opaque, seems irrational. So does ours to them. But we are normal, surely? Looking at their behaviour, we perceive abnormalities. But the reverse seems true, too. Surely we can see ourselves? Clearly. Or can we? Can fish see water? Can we see our own cultural environment?
Where national traits are concerned, we are all experts and victims. Culture hides much more than it reveals and, strangely enough, what it hides, it hides most effectively from its own participants.
The two authors of this book come from very different backgrounds, consequently see things in a diverse manner. In writing this book, the authors learned a lot from each other. We have tried to share our flashes of enlightenment with you, our readers.
For more information, news and updates, blogs and articles and educational support materials including classroom presentations, cases, instructor notes etc please visit www.fishcantseewater.com .
RDL KH
Acknowledgements
No work on cross-culture escapes the influence of Ed Schein and Geert Hofstede, and we would like to acknowledge their pioneering of central concepts which figure prominently in this book.
Numerous multicultural people have helped inspire us in the creation of the central ideas in our book, including: the Asian brand expert Martin Roll, Lars Terney of Nordic Capital, Mikkel B. Rasmussen of ReD Associates, Jrgen Vig Knudstorp of Lego, Tue Mantoni of B&O, Jim Hagemann Snabe of SAP, Juha krs and Stephen Elop of Nokia, Vagn Srensen of FLSmidth, Niels B. Christansen of Danfoss, Barbara Annis of Barbara Annis & Associates and Dean Stamoulis of Russell Reynolds Associates, Karsten Feilberg, Kim Berknov, Jens Schultzer, Christian Mariager, John Youngblood and Bill Hoover.
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