文化融合是实现跨国企业在中国高效运转的关键

跨国公司在中国面临着哪些新趋势？

What new trends are MNCs facing in China?

中国的崛起正在改变全球商业格局。

The rising power of China is changing the international business landscape.

‘中国新一代的企业领导者’——从追随者向独立影响者的转变。

'NextGen Chinese leaders' - from follower to independent influencer.

‘所有人都关注中国’以及‘跨文化桥梁’角色所面临的压力，但总部对‘中国与众不同’的论调表示厌烦。

'All eyes on China' and the pressure of 'the bridge' role but HQ tired of 'China is different'.

中欧团队之间的信任水平仍然较低。

Trust levels in Sino-European teams can still remain rather low.

在谈及这一话题时，ICUnet大客户经理李桑伊说道：“想要在中国市场取得成功的国际公司需要将企业战略与企业文化保持一致，并且两者都应与市场保持一致。同时，中国公司要‘走出去’，或者与在中国开展业务的外资企业合作，需要确保它们的企业文化与公司的目标保持一致。否则失败的风险会很大。”

Speaking on this topic, ICUnet Senior Account Manager Sangyi Li says, "International companies wanting to succeed in China need toalign strategy with company culture, and both of them to the market. And Chinese companies going abroad, or working with Western companies here in China need to ensure that their company culture is aligned to goals. Otherwise there is substantial risk of failure."

如何让企业在中国实现更高的组织效率？

How to achieve greater organizational efficiency in china?

ICUnet坚信加强跨文化的理解以及培养跨文化意识，了解不同文化之间的差异性和相似性是建立信任的基础，而建立信任是在全球取得成功的最佳途径。

At ICUnet, we firmly believe thatinterculturalunderstanding and awareness of differences and similarities between various cultures is the foundation of trust, and that building trust is the cheapest route to success.

例如，ICUnet与一家德中合资企业签订合同，当时该公司因企业文化不同而面临着各式各样的挑战。出现的问题从股东政策、不同的愿景和痛点，到战略规划的差异，不一而足。此外，企业文化存在着巨大差异，以共识驱动的企业文化和遵循自上而下领导方式的企业文化相互碰撞，然而德国的合作伙伴发现中国的国企（SOE）文化很难理解。

As an example, ICUnet was contracted by a German-Chinese Joint Venture facing challenges due to differing company cultures. Problems ranged from shareholder policies, different visions and pain points, and differences in strategic planning. Furthermore company culture differed in consensus-driven versus top-down leadership, while the German partner found SOE culture hard to decode.

ICUnet的资深顾问团队全身心地投入对该合资企业文化的研究工作，从而了解客户所面临挑战的本质以及如何克服这些挑战让合资企业更高效地运作。ICUnet团队为该客户定制的解决方案包括了针对高层管理者创立文化审查制度和合并后的文化融合、浸入式课程，以及设计和主持领导力讨论的会议流程。

The ICUnet consultant team immersed themselves in the company cultures to understand the true nature of the challenges and how to overcome them so the JV could operate more efficiently. The team constructed culture audits and post-merger cultural alignment, immersion programs for top management, as well as leadership meeting facilitation.

我们的方案不仅仅只针对外籍高层管理者。ICUnet也为中方领导者组织了发展项目和提供了文化调解服务。此外，该项目还涉及到整合组织文化，以及跨部门领导力和激励机制。同时，通过整合，使该合资企业拥有了一致的价值观、愿景和使命。

The solution delivered didn't just involve top management. ICUnet also organized development programs for Chinese leaders, and cultural mediation. Furthermore the project entailed alignment of organizational cultures, and of cross-departmental leadership and motivation behavior. And alignment of common values, vision and mission.

最终，这个企业文化发展项目（CDP）非常成功，通过该项目的开展，该合资企业的运营更加高效，企业文化也趋于一致，并且运营中的合作也更顺畅，最终为企业带来了丰厚的投资回报。

TheICUnet company Culture Development Program was a success, leading to the JV getting Return on Investment by operating much more efficiently, gaining more aligned company culture, and better cooperation in operations.

除了成功交付项目之外，ICUnet团队听到许多员工解释他们如何感激拥有探讨合资企业文化，积极沟通并提出改进领域的机会。对他们而言，这恰是将企业文化放在台面上进行讨论的价值所在。有时，高管们认为企业文化过于抽象，担心员工是否能真正地参与其中。根据ICUnet的经验，这只关乎建立一种系统性和建设性的对话方式。你会惊叹于员工们是多么地重视企业文化，而且他们的这种积极的参与，对于建设重中之重的雇主品牌又有多大的影响力。

Apart from a successful project delivery, the ICUnet team also got the opportunity to hear numerous employees explain how they appreciated the chance to explore the JV company culture, communicate positives, and bring up areas for improvement. To them, this was the value of bringing company culture to the table. Sometimes executives think company culture is too abstract, worrying whether employees will get onboard. In ICUnet's experience, it's all about creating a dialog in a systematic and constructive way. You will be surprised how much employees value this, and how much this may contribute to the all-important employer branding.