High Future Conference
- about exploring the future and its new concepts and challenges
- probably the only day of the year when you have the chance to meet the most influential HR people in Romania in one place, in the friendliest environment
- the day you meet people who's stories inspire you to make changes in mentality, who motivate you to make your right decisions and people who will teach you to create the right environment around you so that all of these changes can be successfully implemented.
As today’s business world becomes ever-more global and virtual, executives and managers are expected to work harmoniously together with counterparts from a broad array of cultures and backgrounds, often without leaving their desks. But when you throw people together who come from starkly different backgrounds and cultures, the result can be interesting, even sometimes funny, but can also lead to misunderstanding and confusion.
In this talk, Professor Erin Meyer offers a highly practical and timely perspective on one of today’s most pressing business issues: how do different cultures influence the way to do business when working globally? Even those who are culturally informed, travel extensively, and have lived abroad often have few strategies for dealing with the cross-cultural complexity that affects their team's day-to-day effectiveness.
Meyer provides a new way forward with vital insights for working effectively and sensitively with one's counterparts in the new global marketplace.
You will learn:
To improve your own ability to communicate, build trust, and negotiate deals with those from a wide variety of cultural backgrounds.
To analyze the positioning of one culture relative to another on a series of behavioral scales, so that you can decode how culture is influencing your international collaboration.
This year we have prepared two Master Class Sessions that will be held in parallel, between 14.30 - 18.00. Should you like to register for one of the Master Class, please contact us at email@example.com.
Master Class 1: How to transform your organization into a liberated company
Imagine you are watching a boat of eight rowers training for a big race in the middle of a lake. You hear the whistle blow, and puzzled by what you’re seeing, you ask the coach: “It doesn’t seem that the boat is moving”. To what the coach replies: “It’s because I haven’t explained you what’s going on in the boat. You can’t see it from here, but the first rower is really rowing hard. The five behind are splashing the oars so that the first chap thinks they are working hard. And the last two, well, they are rowing hard… but in the opposite direction. So you say the boat is not moving? Well, that’s what we call a good day, because usually it goes backwards.”
Indeed, most of the companies want to become champions and yet very few succeed. This mystery drove four years of research that brought my co-author Brian Carney and me close to thirty very different companies which we called “liberated”. A liberated company is one in which employees are free and responsible to take actions that they – not their bosses, not procedures, decide are the best for the company. Of course, they aren’t former prisons, but the two key ingredients of performance, employee initiative and potential, which are stifled in a traditional command-and-control company, are freed up in liberated companies.\
In this session we will discuss how to build a liberated company which unleashes these employee initiative and potential.
Since there is no model for the liberated company, every company and every operational unit of larger corporations and administrations must build their own unique liberated mode of functioning by articulating this philosophy in their own cultural and human context.
Hence, Michelin started their liberation several years ago in six plants in six different countries and each plant does it their own way. The transformation is carried by the head of each plant, often helped by the local HR director. We dubbed this company’s head a liberating leader. Plant directors in Michelin or Airbus, CEOs of small-medium sized companies as Harley-Davidson, or start-ups as IDEO or W.L. Gore.
In this session we will discuss their lessons:
- #1 You can’t transform your organization if you haven’t transformed yourself
- #2 You need an explicit mandate from your “stockholders” to launch a corporate liberation
- #3 You don’t talk, you act to create a trust environment by focusing on the irritants
- #4 You co-invent a unique liberated organizational mode together with your company’s employees
- #5 You become the guardian of company’s vision and values
Isaac Getz is a Professor in Idea, Involvement, and Innovation Management at the top-ranked ESCP Europe Business School (Paris, London, Berlin, Madrid, Torino, Warsaw). You can find the complete description here.
In this session Erin Meyer provides a field-tested model for decoding how cultural differences impact international business. She combines a smart analytical framework with practical, actionable advice for succeeding in a global world.
In this presentation Prof. Meyer will focus specifically on:
- How to lead teams and make decisions across cultures
- How to influence international counterparts
- How to build and nourish relationships with people from around the world.
Dr. Getz studied over 300 companies in 30 countries and published research on diverse topics related to innovation, leadership, corporate transformation, employee engagement, and freedom and responsibility culture.