United States – Page 2 – understand-culture

Auf Augenhöhe

Augenhöhe. Literally at eye level. Equals. On equal footing.

It is said that Germans will work without stopping until they have completed the task. A prerequisite for such effort is that the parties involved are partners at eye level, are equals, the opposite of a master-slave type of relationship. Germans, as employees and as companies, want to work more as consultants, as experts, than as mere service providers or as servants.

Germans are self-confident about their abilities and skills. Even when the relationship in terms of the contract, the law or societal expectations cannot possibly be one of equals, they expect, and often demand, a business relationship auf Augenhöhe, at eye level, to be treated like colleagues.

To collaborate at eye level is not just a matter of good form. It is a serious demand especially from small- to medium-sized companies, the famed German Mittelstand. Many German companies advertise their willingness and ability to work together with business parters auf Augenhöhe, signaling their desire to be open, transparent and honest.

Companies which promise collaboration at eye level are stating that they treat all partners, regardless of size or prestige, as equal partners. Respect is critical, not the size of the contract or the nature of the partnership. This includes informing the other partner immediately when things go wrong. One‘s expertise is put to good service for the other partner. Neither side looks to gain advantage.

Germans strive for a high level of openness and honesty from the very beginning of a business relationship. As a well-known German company once stated: Zusammenarbeit auf Augenhöhe sichert Qualität. Colloboration at eye level guarantees quality.

Amazon thinks long-term

As an American Jeff Bezos is untypical in his long-term and customer-centric approach to business. The success of Amazon speaks for itself.

Faster Horses

Henry Ford, the founder of the Ford Motor Company, had a reputation for ignoring customers’ requests. Two of his more famous quotes are:

“If I had asked people what they wanted, they would have said ‘faster horses’” and “Any customer can have a car painted any color that he wants as long as it is black.”

Collaboration

Collaboration in the American business context is defined first und foremostly by the customer. They not only define what they want, but also to a significant extent how they want it. Examples

Collaboration

German Approach

In Germany two parties enter into a dialogue about matching a customer’s problem with a supplier’s solution. Once the what has been agreed upon, there is limited customer input about the how. Examples

American Approach

Collaboration in the American business context is defined first und foremostly by the customer. They not only define what they want, but also to a significant extent how they want it. Examples

American View

Americans prefer a high level of collaboration during the entire business relationship. The initial stage of cooperation will seldom involve the depth and duration as in the German business context.

But, once the execution phase begins the American customer expects to be involved not only in the what, but also in the how.

German View

Germans prefer a very high level of dialogue with the supplier in the initial stage of the cooperation. Once there is agreement on the what and how, though, the supplier is given the mandate (transfer of responsibility) to execute.

The collaboration continues, but primarily based on communicating about and dealing with any unexpected changes in parameters. If the execution goes as planned, there is little necessity for collaboration.

Advice to Germans

When American customers speak of a good collaborative relationship with a supplier they mean foremostly rapid reaction and flexibility of the supplier to the input of the customer concerning not only the what, but also the how, of the task.

The American customer wants to be involved in all phases of the execution, not just in the startup. This might surprise you, perhaps even be a distraction. It can seem like micromanagement.

Therefore, choose the right moment early in the working relationship to address this point. It’s sensitive, but important.

American customers want to remain informed, at times only generally, at other times in a very detailed way. The reserve the right to go down to the tactical level in order to address certain issues.

Advice to Americans

When German customers speak about collaboration between them and a supplier they mean primarily the initial phase of request definition and planning.

The input of your German customer will stress the what of the business relationship and not the how. In other words, they want to be highly involved in the early stage, but less so in the various phases of the execution.

This will surprise you. This style of collaboration will appear more like customer absence. Early in the business relationship discuss your role and the role of your German customer during the execution phase. Be prepared to communicate less frequently with the customer.

She has decided to put your services to work. She assumes that you are the expert, that you have established processes to deliver your solutions. She sees no reason to get involved in the details of execution. That is your job. Do not expect the customer to hand-hold you. She will not expect you to hand-hold her.