Managing Across Cultures
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Dr Peter Massingham
School of Management and Marketing
University of Wollongong
Email: peter-massingham@uow.edu.au
Ph: O2 42 213 642
Fax:02 42272785
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o o o o o o o a o o o o o o o o Managing Across Cultures in a Big Four Con
Abstract
This case examines how abig four consulting firm reviewed t
ofitsAsianpractices.Itexploreshowthereviewwasconduct how the outcomes were coilrmunicated. It reveals the challenges faced by Western managers in telling Eastern managers they need to improve their performance. The case is about cross cultural management and organisational structure and control. It offers a fascinating insight into the Board Room of one of the world's leading eonsulting firms.
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o o o o o o Introduction
Alfonso Farquar was sitting in a Mexican restaurant in Delhi, India. It was 12.30 pm on February 26,1998. He noticed that the Pakistani waiter was dressed in an
American Cowboy suit. He called him over to the table and ordered a German beer. It was to be the first of manybeers as he ggntemplatgd what went wrong. How could this have happened? He had worked his whole career for this moment, developed and polished skills that had made him one of the best in his field. Two days ago he was at f;'' the top of a mountain, and now he felt crushed by an qyglqgcne. What did he do wrong? In Australia
- the start of the Project
Mr Richard Lovemore who was a senior partner at one of the big four consulting firms in Sydney, Australia (we will refer to this company as the Firm).
, Mr Lovemore recruited Farquar because he
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lo lo lo o o o o o o o o a o o o o o o o o o o o o o
t
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o o o
io o o lo o o O
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lo lo o o Managing Across Cultures in a Big Four Consulting Firm
Dr Peter Massingham
School of Management and Marketing
University of Wollongong
Email: peter-massingham@uow.edu.au
Ph: O2 42 213 642
Fax:02 42272785
o o o
o'
o o o o o o o o o o o o o o o o o a o o o o o o o
I
o o o o o o o a o o o o o o o o Managing Across Cultures in a Big Four Con
Abstract
This case examines how abig four consulting firm reviewed t
ofitsAsianpractices.Itexploreshowthereviewwasconduct how the outcomes were coilrmunicated. It reveals the challenges faced by Western managers in telling Eastern managers they need to improve their performance. The case is about cross cultural management and organisational structure and control. It offers a fascinating insight into the Board Room of one of the world's leading eonsulting firms.
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o o o o Oo::.:J;; r, o o',r",',ii O'j'
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o o o o o o Introduction
Alfonso Farquar was sitting in a Mexican restaurant in Delhi, India. It was 12.30 pm on February 26,1998. He noticed that the Pakistani waiter was dressed in an
American Cowboy suit. He called him over to the table and ordered a German beer. It was to be the first of manybeers as he ggntemplatgd what went wrong. How could this have happened? He had worked his whole career for this moment, developed and polished skills that had made him one of the best in his field. Two days ago he was at f;'' the top of a mountain, and now he felt crushed by an qyglqgcne. What did he do wrong? In Australia
- the start of the Project
Mr Richard Lovemore who was a senior partner at one of the big four consulting firms in Sydney, Australia (we will refer to this company as the Firm).
, Mr Lovemore recruited Farquar because he