Bridging the Culture Gap with IBC e-Learning Solutions
A division of Royal Dutch Shell, with employees from all over the world, needed to interact with key Indian vendors. The company wanted to provide both employees and vendors with cross-cultural training to facilitate smooth communication and productivity. Rather than conduct face-to-face trainings worldwide, the company asked India Business Consulting to design content for a user-friendly, online solution. Since hearing about the effectiveness of this
e-Learning program, other managers at Shell have implemented the program in their divisions.
Improving U.S.-India Productivity
Outsourcing financial transaction processing to India can be an expensive undertaking. Miscommunications and missed deadlines on this type of project can bring operations to a standstill, and the costs can be substantial. When a well-known Silicon Valley company faced such a dilemma, they turned to India Business Consulting for a solution. IBC's analysis of the company's American/Indian team structure and work styles uncovered the issues responsible for the dysfunction. Through the use of IBC's one-on-one coaching and team building training, the project was brought back on track and completed on time.
Cross-Cultural Insights Catalyze Turnaround
A U.S. high tech company was considering closure of its office in India due to high turnover, employee disengagement issues, and the inability of the Indian team to deliver on time. Meetings with the leadership team revealed that local cultural values had not been taken into consideration when corporate practices were established for the Indian employees. The solution? IBC worked with key leaders to formulate and implement strategies to address each issue in ways that fit the Indian culture. This more culturally-sensitive approach resulted in a turnaround of the situation and stabilized the India operations.
Meeting the Challenge of Change with a U.S.-India Workforce
A Fortune 500 company decided to move their procurement operations from the U.S. to India. This meant that 35 long-term employees were not only losing their jobs, they were also being asked to train their Indian replacements. Discussions with the leadership team revealed that the American employees were very angry at the changes and were not willing to train their Indian counterparts.
Indian Business Consulting developed a two-part strategy to remedy this situation. The first priority was to address the long-term employees' needs. The next phase was to guide both teams through cultural awareness and integration trainings. These strategies enabled the teams to successfully make the transition and achieve their corporate objectives.