September 20, 2021
I am working with a client that heads up the APAC region of a global organisation. As the business in this region is expanding rapidly, the leader is aware that some work around cultural effectiveness is imperative to the organisation’s success.
Interestingly though, there seems to be significant push back from the head office and questioning of the investment in this type of work. The top leadership at HQ do not see the value that this type of work and knowledge brings although the regional leader is very attuned to it. It highlights a lack of listening at the top level and perhaps some inexperience operating in this region.
How would you shift this thinking?