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RT @HarvardBiz: Leadership lessons from Indian companies: good preview of an very good article http://bit.ly/bpzusc

The question is: can the rest of us learn from their practices? As Peter Cappelli astutely observes, the lessons are not new, and even though many are based on circumstances found unique to the Indian business environment, there are nevertheless inherent lessons.

Especially: measuring and tracking training and development and creating a real sense of social mission, whereby employees can feel that their work has impact can have clear influence on the culture and success of any company.

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An atypically shallow article in NYTimes re: intercultural communication http://ow.ly/1hNgB.

I was quite disappointed in the article. It touched very lightly on the general status quo without really defining either the problem or the underlying causes. Then leapt immediately to the solutions.

And closing with the most likely apocryphal “When the British company redid the proposal with a positive spin, they got the deal the next day” only reinforces the shallowness of the article’s tone. It implied easy, simple solutions while ignoring the complexities of intercultural decision processes.

An ING Bank commissioned report gives a good, solid overview of major differences, including standard measures such as power distance, individualism, masculine/feminine and uncertainty avoidance: http://ow.ly/1fszh

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