Successful projects in a differing culture?
Often you’ll manage, more often it could become much better.
Certainly you will recognize it, working with stakeholders abroad. What should you expect from them? How is culture part of the deal that is made? What risks are to be identified and how do we minimize them?
Stillare provides assessments and boardroomcoaching and prepares stakeholder dialogues and human factor in negotiations. To assess correctly the way your partners safeguard their interests is of great value in partnership, negotiation and when conflict evolves.
Sometimes you are working with local agents or managers. They are part of the system and culture. They can help you to understand the local customs but they do not oversee the risks and the alternatives that can be designed.
Why a ‘NO’ to an excellent deal?
Not everything seems to be what it appears to be. Sometimes you don’t know how to solve the riddle: why is your negotiation partner refusing “an offer they shouldn’t refuse”?
Stillare helps you out. By making sense of the world view, the business view and the communication that is taking place.
In quick assessments we collect information and combine with our own intelligence. Quick. Accurate. Often surprising. Because decisions are not always based on logical and rational reasoning.
Institutional capacity building as risk reducer
Collaboration with ministries, local authorities or other organizations that you are depending on often don’t satisfy the standards that you are looking for. Your pace, quality of your work and the results are influenced by this. We see capacity building as a risk reducing investment. We work with them on quality management and the human factor in policies and technical frameworks and support.
Good relationships with stakeholders
What does the population think of you coming into their environment and influencing their interests? Are you a threat? Are you a challenge? Are you an opportunity?
Social License to Operate
The Social License to Operate (SLO) is the degree of acceptance that your company encounters in the guest country in which your corporation is acting.
De term ‘community’ in this respect is the combination of all of the stakeholders. It consists of civilians, tribes, clans, institutions, ethnic and religious groups, entrepreneurs, and non-governmental organizations. The stakeholders can have conflicting interests. Diversity is standard. A good relationship to key persons is important to understand dynamics.
False expectations and misunderstandings can arise in no time and have impact on the reputation and performance of the company. A continuous communication and contact therefore are important. The intense interaction between company and stakeholders in ‘community building’ or ‘capacity building’ are important ways to create trust and understanding.
The acquisition and preservation of the Social License to Operate (SLO) can therefore not be planned. The maintenance of the relationship with the stakeholders is an ongoing process.
Stakeholders can award the Social License to Operate to the company and its people but without proper communication and an open eye for their interests they can undermine your results and goals. Individual members of the community will make a judgement coming from their world view, religion, perception of their own social and economic perspective and anticipating on how the rest of the community feels about your role and position.
Within the company employees do not see the value of the Social License to operate. It is important for everybody to understand that the stakeholders can be friends but also enemies. A good relationship with the friends will help to keep a good reputation, a situation with differing enemies can damage your company.
If any tension or conflict has emerged it is valueable to have put the social dynamics in a picture. This way you can find the way to turn the tides. Stillare assists you to see through the situation and determine the right approach.