German Approach
If surveyed Germans would rank internal processes, how the work is done, just after people as the most critical success factor. However, often it seems that people serve processes more than processes serve people. Patterns
American Approach
If surveyed few Americans would mention processes as critical to success. Instead they would state factors such as customer orientation, innovation, rapid reaction time, and pricing. Results are more relevant than how they were achieved. Patterns
American View
German internal analysis of processes quickly leads to a form of navel-gazing. The longer and more intense the analysis the faster and further the company distances itself from the external world: customers, competitors, the market.
German View
Americans appear disinterested or unaware of the central importance of processes. Especially in times of crisis, when their German colleagues focus on structure and processes, their American colleagues seem to not engage in the internal discussion and analysis.
Advice to Germans
Analysis of how the work is done is important. But be sure to focus on its causal connection to the results for your external customers. Engage your American colleagues by starting with the market and your customers, then working back into your organization and its internal processes.
Advice to Americans
Be patient. Listen carefully. When Germans talk processes, they‘re talking output, and the business bottom-line. They are one and the same.
At their core Germans are European craftsmen. Success is based on craftsmanship. It‘s all about how the work is done. Get engaged in the discussion about processes. Add your pragmatic American business thinking.