Dti in Russia
GTI In Russia
1. What do you believe are the three key lessons he has learned and what remaining questions do you anticipate that he will include in the report?
− Three key lessons o Lesson 1~Granum learned about the instability and uncertainty in regulations and laws. That Russia differed a great deal from the United States when it came to the loosely defined property rights in Russia. This lead to the lack of knowledge on business ethics, individual job descriptions and responsibilities. Granum also learned that many companies were concerned about widespread request for bribes and payoffs. But to his knowledge he was also informed at the same time the different professional associations that Granum could contact. Granum also learned, from the Deputy Minister, the strategic vision of the preferred employment and labor system for Russia. Which was closely linked to the improved legal infrastructure. o Lesson 2~Granum learned from the analyses of the GLOBE indicators and rankings for Russia that there where some cross-cultural differences that could create serious obstacles for developing an organizational culture for the Russian subsidiary. That most Russian managers’ willingness to launch large-scale projects, decisiveness, and ability to make decisions and assume responsibility, ability to react quickly and operate in an unstable environment were conveyed through the comparison of the Russian and American Globe profiles. But with the recent changes, Granum feels that these are examples of positive corporate cultures. o Lesson 3~Granum learned that he needed to place a strong emphasis not only on selection but also on the training system. He found that this approach had paid off for other companies. So in order for him to be successful in Russia, it became obvious that GTI had to hire, train and motivate that right mix of local and international people. From a survey of multinationals in Russia, Granum realized that the staff turnover ratio for Russia was
1. What do you believe are the three key lessons he has learned and what remaining questions do you anticipate that he will include in the report?
− Three key lessons o Lesson 1~Granum learned about the instability and uncertainty in regulations and laws. That Russia differed a great deal from the United States when it came to the loosely defined property rights in Russia. This lead to the lack of knowledge on business ethics, individual job descriptions and responsibilities. Granum also learned that many companies were concerned about widespread request for bribes and payoffs. But to his knowledge he was also informed at the same time the different professional associations that Granum could contact. Granum also learned, from the Deputy Minister, the strategic vision of the preferred employment and labor system for Russia. Which was closely linked to the improved legal infrastructure. o Lesson 2~Granum learned from the analyses of the GLOBE indicators and rankings for Russia that there where some cross-cultural differences that could create serious obstacles for developing an organizational culture for the Russian subsidiary. That most Russian managers’ willingness to launch large-scale projects, decisiveness, and ability to make decisions and assume responsibility, ability to react quickly and operate in an unstable environment were conveyed through the comparison of the Russian and American Globe profiles. But with the recent changes, Granum feels that these are examples of positive corporate cultures. o Lesson 3~Granum learned that he needed to place a strong emphasis not only on selection but also on the training system. He found that this approach had paid off for other companies. So in order for him to be successful in Russia, it became obvious that GTI had to hire, train and motivate that right mix of local and international people. From a survey of multinationals in Russia, Granum realized that the staff turnover ratio for Russia was