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national culture
National Culture, what Prof. Geert Hofstede* refers to as "software of the mind/mental programming," is a critical variable that guides peoples' actions and reactions. Cultural misunderstandings can be counterproductive to individual development, organizational effectiveness and profits, as well as international relations.

Understanding one's own national culture and the impact of this on the actions of others is essential for effective global business interactions. The Culture in the Workplace Questionnaire™ will provide you with insights about yourself and provide you a better understanding of how your cultural preferences, as well as the cultural preferences of others, impact working relationships. It will also provide you with a framework for understanding diverse approaches to effective workplace interactions such as problem-solving, working in teams and managing projects that will drive business results.
*Professor Geert Hofstede conducted one of the most comprehensive studies of how values in the workplace are influenced by culture. Through the publication of his scholarly book, Culture’s Consequences (1980, new edition 2001, Geert Hofstede (1928) became the founder of comparative intercultural research. His most popular book, Cultures and Organizations: Software of the Mind (1991, newest edition 2010, co-authored with Gert Jan Hofstede and Michael Minkov), has so far been translated into 20 languages.
The Culture in the Workplace Questionnaire™ based on Prof. Geert Hofstede’s global research provides a comparison between an individual’s profile and other country averages in order to understand their cultural orientation.

The dimensions, as described and interpreted in the Culture in the Workplace Questionnaire™, are:
Responses to Culture in the Workplace Questionnaire™ help to illuminate attitudes and values and provide a springboard to understanding and enabling discussions on cultural differences and similarities between the individual and other national cultures. The insights are then built upon to create more effective and productive cross-cultural working relationships and teams.
features & Benefits
  • Carrying out their global assignments effectively
  • Working effectively in global and virtual teams
  • Leading employees globally
  • Building high performing global teams that deliver business results
  • Enhancing global relationships
  • Managing supervisors or subordinates from countries other than their own
  • Developing guidelines and policies for people working in different countries
The Culture in the Workplace Questionnaire™ is a particularly effective instrument to assist individuals and organisations in:
The Culture in the Workplace Questionnaire™ (CWQ), based on the research of Prof. Geert Hofstede, produces individual national culture profiles. The questionnaire is comprised of 60 questions and takes about 15 - 20 minutes to complete online. The responses to the questionnaire produce a cultural display of preferences along six cultural dimensions: Individualism, Power Distance, Certainty, Achievement, Time Orientation and Indulgence. Automated expert analysis helps respondents understand how to improve business results through cross-cultural understanding. Respondents receive a multi-dimensional report containing their results. The questionnaire results and information compare each individual's results with country averages.
  • Helps you understand how those with different values and behaviors will interpret your actions 
  • Helps you determine how to express your values through actions that will be effective in culturally diverse workplaces. 

Knowing your own preferences:
Knowing about cultural preferences helps your organization:
  • Develop a common vocabulary for employees of an organization as they work internationally.

    For example, imagine a German manager who understands her own preference saying to her Canadian subordinate:

    "Perhaps you have less of a need to document all of the details than I do, which is why you haven't been providing me with monthly updates of your work. Perhaps we can compromise a bit on this by . . . ."

    Her subordinate might respond:

    "My preference is to get on with my work rather than report on it, but you certainly have a legitimate need for this information. I'll provide a monthly update. Let me know if it is as detailed as required."

    This is a creative discussion when it could well have gone otherwise.

  • Depersonalize potentially difficult discussions about differences to help effectively resolve business interactions.
  • Direct ROI – multi-million dollar deal successfully closed.
  • Direct Cost savings – $1M saved in relocation assignments not ended early (estimated $250,000 x 4 team members)
  • Direct Cost savings – saved recruitment replacement costs
  • Indirect Cost savings – no loss of client relationship
  • Indirect Cost savings – reduced time to closure of sales
  • Direct Cost savings – $2.25M saved in relocation assignments not ended early (estimated $250,000 x 9 team members)
  • Indirect Cost savings – The effectiveness of entire India operation is at risk
  • Indirect Cost savings – Higher productivity through effective joint team work
  • Target on second assignment - increase sales by 500%
Cross cultural coaching for dysfunctional multi-cultural team in Mobile Security industry (German, Swede, South Korean, US American, and Asian Indian led by Brit) during critical Silicon Valley sales process. 
Knowing about cultural preferences helps you:
  • Recognize behaviors that indicate a preference for one orientation of a dimension or the other
  • Respond to the individual person rather than a stereotype of someone from that country.
Italian candy manufacturer with operations in India requests cross-cultural consulting for relocated Italian executives (9) and their very senior Indian managers (10) who are unable to work together effectively. 
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