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. Examples
Process as Power
If processes govern the inner workings of a company, whoever has the say about those processes determines how the work is done. Germans strive to have the say about processes. Examples
Deductive vs. Inductive
German Approach
Deductive thinking is by inference. The conclusion about particulars follows necessarily from general or universal premises. German processes are arrived at more deductively, based on standards and norms. Examples
American Approach
Inductive thinking is inference. It is a generalized conclusion based on particular instances. American processes and procedures are arrived at more inductively, based on experience. Examples
American View
German processes are developed in a vacuum, are theoretical, too far removed from everyday business. Deduced from principles (standards and norms) they have a one-size-fits-all character, not taking into account the particulars of our market, of our customers.
German View
Americans don‘t gain sufficient distance from the details of their work to recognize certain patterns. The basis is not there for process optimization, an analysis of what is and is not working. Abstraction is required.
Advice to Germans
Explain your standards and norms, and how you arrived at them, your data and methodology. Most importantly, engage in a dialogue with your American colleagues about when the processes can be adapted to the „situation on the ground.“ Strive to understand the impact of processes on their reality.
Advice to Americans
Don‘t sit just back and criticize German processes. Step into their „process laboratory.“ Gain distance from what you do. Get abstract. Search out the deeper-lying principles governing how you do the work. Engage in the discussion of when to deduce from the principle, when to induce from the particular.
Discipline vs. Deviation
German Approach
Processes are most effective when they maintain a balance between discipline and deviation. Germans prefer generally formulated processes allowing for interpretation based on the “situation on the ground.” Examples
American Approach
Americans seek that fine line between process discipline and flexibility. However, the moment a process step makes unnecessary demands, “no value-add”, Americans will deviate. Examples
American View
When and why Germans adhere strictly to a process versus when they deviate, appears arbitrary, remains a mystery to Americans, is a source of irritation. And although many Germans processes are formulated in only very general, often theoretical language, they expect strict discipline.
German View
When and why Americans adhere strictly to a process versus when they deviate, appears arbitrary, remains a mystery to Germans, is a source of irritation. Because they construct complicated and interconnected parallel processes, it is critical to be informed early about deviations.
Advice to Germans
Sit down together. Address those processes which are key to your success. Identify their key gates or checkpoints. Discuss, understand, then if possible decide when specific process steps must be followed strictly versus when they can be interpreted.
Also, agree on how you will inform yourselves of these choices. Life is fluid. The business world is fluid. Your internal processes need to be fluid. Be prepared to meet on a regular basis so that you remain fluid in your cooperation.
Advice to Americans
Sit down together. Address those processes which are key to your success. Identify their key gates or checkpoints. Discuss, understand, then if possible decide when specific process steps must be followed strictly versus when they can be interpreted.
Also, agree on how you will inform yourselves of these choices. Life is fluid. The business world is fluid. Your internal processes need to be fluid. Be prepared to meet on a regular basis so that you remain fluid in your cooperation.
Guaranty vs. Tool
German Approach
For Germans the product, and the processes which lead to that product, are two sides of the same coin. A work result – a product or service – is only as good as the processes which led to it. Good processes guaranty good results. Examples
American Approach
For Americans processes are tools, a means to an end. Processes enable people to organize their work and their interaction. Processes cannot and should not replace human judgment. Examples
American View
Germans attempt to analyze and solve all problems via processes, thus misunderstanding their limits. Many aspects of a complex business are difficult to objectify, made abstract, forced into the structure of a process.
Constant focus on incremental modification of internal processes often does more harm than good. Its added value is questionable, at best.
German View
American processes are often no more than a series of to-do lists, like cooking recipes, no more than tools, a helper‘s helper. Their potential is misunderstood and misused.
Advice to Germans
Naturally the question of „how we work“ is very important. But don‘t overstress it. Together with your American colleagues identify those aspects of your work which are best understood and managed via processes.
Other areas, due to their complexity and deeply human nature (leadership, customer interaction, innovative thinking), will only be frustrated, limited, hemmed in by forcing a process on them.
Advice to Americans
Join your German colleagues in the discussion recommended above. Explain to them when you rely on processes and when they are of only limited value. Describe how Americans use processes as a tool to achieve results. Make apparent the very practical and pragmatic role of checklists.
Process as Power
German Approach
If processes govern the inner workings of a company, whoever has the say about those processes determines how the work is done. Germans strive to have the say about processes. Examples
American Approach
Because Americans are less inclined to view processes and procedures as governing the inner workings of a company, having the say is seldeom the forum where battles over power and influence take place. Examples
American View
The more that success is based on the relationship with the customer, the less important are the disiplines develoment and manufacturing.
Germans don‘t understand the primacy of market orientation. Americans, therefore, are less concerned about Germans having the say in that area.
German View
The more that success is based on the product itself, the less important are the disciplines sales and marketing. Americans don‘t understand the primacy of product. Germans, therefore, are less concerned about Americans having the say in that area.
Advice to Germans
You Germans and Americans are colleagues. Get out of the power and influence game. If processes are crucial to success, convince your American colleagues to remain involved. Don‘t make the mistake of creating processes without total transparency and involvement of your U.S. colleagues.
Otherwise you‘ll produce German processes which don‘t work in the U.S. Your American colleagues will not implement them and make convincing arguments to upper management why. You‘ll lose that battle. It‘ll be painful.
Advice to Americans
Whether you think it important or not, get engaged in the internal debate about processes. To prevent it from devolving into a power struggle, demand full representation, full transparency and full accountability.
While involved, avoid being drawn into skirmishes. Focus, and keep your German colleagues focused, exclusively on those processes which improve performance and the bottom-line.
At the same time, get your German colleagues involved in your strategic thinking about how you go to market. Give up some of that power.
Success Factor
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. Examples
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. Examples
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.