In this age of globalization, KPIs, and PowerPoint presentations, we tend to believe that internationalization erases cultural differences. However, each country keeps its own language, communication style, time management, hierarchy, and negotiation methods. In monochronic societies, such as Germany, time is perceived in a linear maneer. It is divided up and rationalized. Meetings start exactly on time, projects follow a precise sequential schedule, and commitments are kept to the day. Conversely, in polychronic countries such as Italy or Brazil, time is viewed with flexibility and fluidity. Multitasking is valued. Deadlines are renegotiated without difficulty. Failing to adapt to this cultural relationship with time means running the risk of coming across as an unreliable latecomer in Germany or a rigid amateur in Italy. Similarly, direct criticism from a Dutch employee to their manager is valued, considered constructive, and a sign of mutual trust. But it will probably be perceived as insolent and lacking in diplomacy by a French manager. Understanding others is therefore a strategic lever for the success of projects.

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Curious about differences and keen to avoid making mistakes, Shiftware will study local specificities

before any assignment abroad. It will draw on:

• local expatriate networks and chambers of commerce,

• intercultural coaching.

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During the first few days of an assignment, the consultant will observe how communication flows, trust is built, and disagreements are expressed, and will strive to adapt. However, they will also maintain the authenticity of their culture of origin, because (as French biologist Pierre Joliot said) “progress comes from cultural diversity and the affirmation of personalities.” Cultural diversity can be a driver of creativity, change, and improvement within a project team.