How do we, as leaders, run operations in markets that we may not fully understand? How do we manage teams that are comprised of culturally diverse individuals whom we may be unable to easily relate to and understand?
These are questions that leaders in today’s globalized marketplace must remain cognizant of and strive to answer if they want to be successful.
Leaderscan take two approaches when attacking these challenges, one is to extensively use expatriates and send their western workers out to their field offices in other countries, and the other is to use bi-cultural intermediaries to help integrate cross-cultural teams. (Bryant, 2008).
The first is an extreme and oftentimes costly method of breaching cultural barriers, however it only makes operations easier for the leaders who do not have to physically relocate.
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