It is now a matter of course for successful German companies to deal with the cultural differences between their own Western culture and the environment of the respective foreign market. This is particularly true when it comes to contact with India.
Intercultural Competence is not only taken very seriously, but is also seen as an essential prerequisite for one's own business success. For this reason, a large proportion of German companies also seek intercultural advice - beyond the economic side. Attending a specially designed seminar or training course is intended to prepare management and employees for the challenges in India and to prepare them for the customs of business life there Do's & Don'ts – raise awareness. Above all, such training is intended to protect the team later in India from the intercultural pitfalls and faux pas that lurk everywhere.
The majority of European managers today are extremely sensitive to this. Accordingly, they also act cautiously in India: Just don't make any mistakes! Don't communicate too directly! Just don’t provoke any conflicts with your Indian partner or managing director – and so on and so forth…
At this point, however, it must be said that the “perspective” of such measures is usually oriented from Europe to “faraway” India.
Intercultural competence is a foreign word in India
In stark contrast to Central Europe, almost no one in India deals with the topic of “intercultural communication”. The Indian side generally continues to behave in a “100% Indian” manner even in the international context and normally does not see the slightest reason to specifically prepare for a business partner in Europe.
Intercultural competence has unfortunately become the sole responsibility of Europeans in business with India. In practice, this leads to extremely unbalanced, even unexpectedly unhealthy communication behavior “in favor of Indian business partners”.
Well-intentioned is not always good...
Through one created in this way “Hyper-sensitization” German entrepreneurs often tend to avoid critical topics or at least only discuss them half-heartedly. However, the unpleasant topics come to light at some point - and by then, unfortunately, it is often too late to save anything. In this way, an originally tense situation can escalate into a veritable corporate crisis (see also: Why joint ventures really fail in India)
Intercultural communication with India on an equal footing, instead of hyper-awareness and conflict avoidance.
Due to an excess of trust – and excessive intercultural caution – “we” hardly get involved in day-to-day business and thus give the local management a “completely free hand”. In plain language, however, this means: The German side not only does not regularly monitor the business processes, but also literally gives away the control instruments. Sooner or later the Indian managing director has all the powers and the Indian board of directors only inadequately fulfills its supervisory duties. Now not only has the scepter been handed over, but a quasi-independent organization with “Indian DNA” and with “Indian” processes and structures is also emerging.
Unfortunately, Indian companies have a clear tendency towards a laissez-faire approach to corporate standards and regulations. Ultimately, the Indian company becomes independent and then very soon suffers from the typical Indian diseases such as negligence and a definitely intentionally high level of lack of transparency. (See article A joint venture in India is always an INDIAN company)
When intercultural preparation fails
It seems that now one “Too much” intercultural preparation German entrepreneurs have become over-sensitized and that the balance of power between German and Indian business partners has ultimately shifted to “our” disadvantage.
Possible reasons are that
- that the German side often fails to implement what it has learned theoretical (!) content to be transferred to entrepreneurial activity in practice: What do the Indian values mean for product development, marketing and sales, for example, Service, and Leadership and control of personnel?
- that is very common in India negative behaviors that we see as "politically incorrect" apply, are not discussed at all or only insufficiently, for example: striving for power, acting without solidarity out of self-interest, disrespecting certain groups, focusing on one's own short-term advantage, blaming others for one's own mistakes, a lack of ability to compromise and much more.
- that most intercultural training is carried out by Indians themselves, who often lack self-reflection and the necessary distance from their own culture.
The Indians can also accept the truth!
Unfortunately, in India you have to assume that you are the only one far and wide who deals with what is, to you, a different culture. You respect them, try to understand what is strange and adapt your behavior to your counterpart. Your Indian business partner, on the other hand, will only rarely consider this necessary.
Um in India really with like-minded people To be able to negotiate and assert your own values there, please take the following tips to heart. Then you are no longer just a passenger in your own Indian company, but an equal negotiating partner:
- Be sure to actively participate in Indian society.
- Find your individual balance of “freedom” and “tight leash” with your Indian management
- However, keep the decision-making authority exclusively and always with you (composition of the board, granting of powers, etc.)
- Address critical issues as soon as they arise. And don't delay anything!
- You don’t have to accept everything that is sold to you as “standard” in India. Don't let yourself be tempted to do anything that you wouldn't do in Germany.
- Set a positive example and do not deny your own ethical values.
- Demand from your counterpart what is really important to you.
- Be firm in the matter but soft in tone.
- Be prepared for the fact that you will probably need a lot of time to assert your demands and points of view. Anyone who slacks off here will lose!
Be sure to keep these points in mind regarding practical intercultural communication: only then will one Cooperation at eye level and balanced relationship be possible between German and Indian business partners.
If you have any questions about intercultural communication and competence for India, please contact us Department head Werner Heesen available at any time without obligation.
