Building cross-cultural relationships is a business task – so you should take a business-like approach to designing it the process.
- Step 1 – a professional must initiate high-level contact with the other side.
- Step 2 – one or both participants must propose and negotiate the AGENDA, which is just a list of variables, statement of process and a timetable.
- Step 3- build the network/communication structure.
Step 1 – This sounds like it could be a job for … you.
If you’re reading this, maybe you are in sales, or business development, or banking, or sourcing, or site-selection/real estate. This business deal was your idea or maybe it was your bosses, but you got on a plane (or met someone else’s plan) and did your awkward cross culture handshake. And you were charming, and impressive and you got the relationship started with flying colors.
Step 2 – This is the second meeting.
It might be a phone call. At this point, you like them, they like you, everyone likes everyone. So, you make a list of things you want from them. You should also start putting together a list of things you’re willing to trade with them for. Ideally, you want to find new variables that are cheap for you to offer but will be perceived as very valuable for the counterparty to receive. In your case, that might be sharing know-how or technology, training, sharing processes, helping them with quality programs. You are also going to be on the lookout for things you can ask for that would be simple and cheap for them to offer – but a problem to try to take to do yourself. For instance, office space & support staffing, business registrations, tax ids, mailing address, HR, and of course, spare capacity. Be as collaborative as you can, because the more you share now the better your business structure will be later.
Step 3: Bowtie or Butterfly network patterns?
It’s common for US companies to have a specialist – a business development manager, a sales manager, a sourcing manager – who can start the relationship-building process. It’s also common for US managers to jealously guard their international connections because this can be very powerful leverage within the home office. If you are the only one who knows who your top people should be speaking with, then you are going to be included in every high-level conversation. But while this might be great for you, the organization usually suffers from this type of arrangement.
Bowties or Butterflies occur when a small number of well-placed managers control access to entire departments or even organizations. It’s not considered a very stable structure – but they are very common at the beginning (or at the very end) of a partnership. Stable long-term bowtie structures are common between Asia and the US, largely due to language barriers and time-zone differences. Many Chinese subsidiaries used a “country head” officer who acted as the main point of contact between the China operation and HQ in the US.
Wherever possible, experienced Multinational Corporations go for some version of a Diamond Pattern or Diamond Bridge between two offices. Organizational Design and HR practices combine to encourage multiple points of contact throughout the organization. Instead of a delicate butterfly shape, the diamond is intentionally cross connected.
Which is best for your JV or partnership?
The Western side benefits from transparency and institutional openness – especially on the overseas side of the deal. Your best move is to publish the most recent contact – including relevant messaging platforms. (You may use Twitter as a communications tool – it’s banned in China. They prefer WeChat, but it’s not considered business appropriate in the US.) Unfortunately, there’s still no app for zeroing out the time zone difference, but appropriate tech can make it much easier to at least know who is involved in your projects. One of the old-school nightmares international managers used to fear was when the other side just didn’t pick up the phone. All you had was Operations Alan’s contact info, and he’s not returning calls. And its midnight on Friday there, so I guess we won’t know anything until Monday at the earliest…
You are going to combat this by having regular, open sharing of contact info between colleagues at every level. Gossip and casual conversations will forge relationships and alliances. Backchannels will develop. Communications will become more stable.
Final Word:
If you have a choice in the matter, you want your network to have a diamond pattern. It’s strong, simple, reliable, and allows for maximum connectivity. There are reasons for bowtie patterns, and you (or someone) may want to control access between two organizations or entities. Those reasons may get kind of shady – which is another reason for diamond-shaped patterns. But you don’t always get the choice. If you are working in a bowtie partnership, it’s a riskier proposition. Be aware of that going in.