T he maturity model

1. Thematurity model Iben Jensen, Professor (mso), Department of Learning

2. Whybother with definitions? • 25 years with the concept of culture? Why? • Culture is one of the most powerfulconcepts in contemporarysociology (‘constructing the other’) • Knowledge on culturedeterminesstrategies in international cooperation • Common senseknowledge on culture and national differences (discourses) influencepolitical as well as financial decisions

3. Discussion at the tables (30 min) • Countingprocess (1-2-3-4-5) • Usea couple of minutes to read the maturity model (hand-out) • Usethe nextfiveminutesindividually to assess(for each of the two dimensions) the level of maturity of the organizationyouwork for now (or have worked for).

4. Tablediscussion, continued • Take a turnaround the table and discuss: • How and why have youassessedyourorganization as you did? Give examples. • Discuss: Whatwould it take for yourorganization to become more mature? • Reflecton the maturitymodel: • Did the model makesense as a tool? • Are someimportant elements lacking? • Wasany part of the model irrelevant?

5. Level 1 • The organization does not enter foreign markets. • The organization has a positive attitude towards international markets, but prefers the national market. • Other markets are perceived as unfamiliar and very different. • The organization does not collect data about international end users.

6. Level up? • Interest/motivation for othermarkets • Other markets are perceived as unfamiliar and very different. • Theoretically this attitude rely on a common sense /descriptive perception of other cultures and a low degree of intercultural competence • No data about the other reinforces this attitude

8. Level 2 • The organization enters international markets, which are perceived as similar (e.g. Scandinavian markets). • National cultural differences are seen as important, but the organization assumes similarities betweenneighboringcultures. • The organization collects data about end users in markets that are considered similar or where the language barrier is low (e.g. Scandinavian markets and English speaking countries).

9. A level up ? • Assumingsimilaritiesbetweenneighborcountries is theoreticallycalledparallel-cultures. • Misunderstandingsarecommon as differences occur at micro-level and aremisinterpreted • Jokes aboutneighborcountriesshouldbeavoided (theybecomedull)

10. Level 3 • The organization enters selected international markets. • Countries are seen as separate national entities with unique cultures. Other countries are often comparedto the home country. • The organization collects data about end users in a few selected strategic markets.

11. Culturalawareness • This is the level for experiences and stereotypes • It is important to reflect on single experiences as such – do not generalizetoo fast • Be aware of self-idealisation; constructingyourself as rational and the other as irrational and determined by theirculture • Look out for similarities in practices and explore social differences

12. Interculturalcommunication Culturalself-awareness Culturalself-awareness Cultural presupposition Cultural presupposition Fixed points Positions of experiences Positions of experiences Iben Jensen

13. Cultural presupposition • All understanding relies on preunderstanding or prejudices: It is prejudiced to think, that you have no prejudices against other people. • A simplistic understanding of ‘the other’ which is foremost seen in cultural meetings • Be aware how ‘They’ are described • ”Not only Danes but also Germans seem to be rather shy.” • ”The Koreans are more intellectually skilled than Danes” Iben Jensen

14. Cultural self-awareness • In cultural meetings we have a tendency to describe ourselves as we want to be. • Cultural self-awareness is a simplistic ideal understanding of one’s own culture. • Take note of which words are used by ‘us’ • ”Denmark has a very flat structure; an easy way to discussion with top managers. (We like that). Abroad, it is generally more hierarchical” • (from staff meeting) Iben Jensen

15. Positions of experiences • Is the position from where you get your experiences

16. Fix-points • Topics which within seconds create great stir • Coherence between own identity and fix-points Iben Jensen

17. Level 4 • The organization enters all relevant markets. • Culture is seen as complex. Users from a country are seen as diverse groups of people having different practices. Users are also seen as having similarities in practices across countries. • Employeesareawarethattheirowncultureinfluencestheirview on othercultures and practices. • The organization collects data about end users in all strategic markets.

18. Level Up • Going from theoreticalinsight to international practice • It is mutuallearningbetween the organisations and the marketstheyrelate to … • Developingstrategies for common new practices …

19. Culture as practice • From the perspective of Practicetheoryculturecanbeseen as series of practices. • In globalisedsocieties more and more practiceswillbecommonacrosscountries … • A conceptualizing of global personas.

20. Level 5 = IDEAL • The organization enters all relevant markets. • Culture is seen as complex and the organization has developed strategies for handling national differences/practices and cross-cultural similarities. • Employees have awareness on howtheir own cultureinfluencestheirview on othercultures and practices. • The organization collects data about end users in all relevant markets.