Due Diligence checklists often omit any verbal communication with employees, past employees, references, etc... and instead usually focus on what can be put on paper. Indeed, that which can be put on paper and analyzed statistically is of utmost importance. However, from an executive position it is also favorable to gain further insight into a company through verbal communication and cross referencing statistical findings with direct communication. Furthermore, most that have conducted due diligence internationally often find that attaining a full standard of North American due diligence requirements overseas can often be unattainable when forming international partnerships, mergers and acquisitions, etc... Simply stated, material findings should also be tested and verified.
Direct native language communication also greatly enhances the efficacy of verbal and written communication with international partners, competitors, and other parties. Clients of the Hemington Group have confirmed that the results of communication are greatly enhanced when the international party is allowed the comfort of speaking their native tongue. Even though some communications may go through an initial growing phase due to the international party's surprise and realization that their internal communication may no longer be hidden, the deep cultural respect implied eventually captures the international party's attention to great effect.
In our experience even the simplest native language phone calls to clarify an issue can change the entire course of an international project. Thus, The Hemington Group recommends that all of its clients and other businesses with an international scope actively and consistently pursue their blindside during any international project.
There is no doubt that there is a strong bond between classical military strategy and modern business strategy. Countless books on how to apply the, "Art of War" by Sun Zi (孫子兵法) to the modern business world have been written. However, many of these books fail to communicate crucial factors that can greatly effect a modern executives ability to successfully apply the principles, tactics, and strategies presented into bettering their business operations.
There are hundreds if not thousands of other classical Chinese military strategy books that exist. Many of those that predate the "Art of War" by Sun Zi have been translated by Translator and Author Ralph Sawyer. Therefore, it would be a diligent endeavor for those that are interested to read up on other insights into classical strategy to compare and contrast them with "The Art of War" by Sun Zi. With enough research, especially in later published commentaries on the, "Art of War", and the works that predate the "Art of War", it soon becomes clear that in order to implement even the shallowest level of knowledge disseminated in these classical works, one must have a firm grasp on the distinction between strategy and tactics.
When many modern authors and executives speak of strategic execution and implementation, often times, they are actually practicing tactical execution and implementation. This is not merely a semantic discrepancy, one who believes that they are implementing a strategy, however, are in fact only implementing a tactical approach prove through their implementation that they do not have a broad enough mind to truly think and act strategically. In turn, their implementation struggles, fails, and/or creates a weakened state of affairs.
Strategy is defined as broad scope plan that is constructed to achieve one or more large scale objectives under uncertain conditions.
A tactic is defined as a conceptual action that is implemented as one or more specific tasks.
Tactics enable the achievement of a strategy and are generally task specific. Strategy is not an action or task but the core of an initiative, it is the vision that is built for a long term sustainable objective. This is a fundamental teaching of the "Art of War" and of other classical and modern strategic works. Strategies account for anticipated and un-anticipated variables and reactions. Strategies are dynamic and multi-faceted. Strategy relies upon tactics as support. However, strategy will NEVER be one or two simple actions to get past a problem. Many modern works on strategy DO NOT account for this. Time and time again, authors and executives will claim that they are applying strategic principles from "The Art of War" in the modern business world, but upon deeper inspection they almost always reveal their shallow understanding of the far reaching and multilayered scope of even the most basic levels of strategy.
Directly communicating a clients interests to the decision maker of the internationally partnered company is of utmost importance, especially when working cross culturally in a multi lingual environment. Here at The Hemington Group we draw our experience from our foundational involvement with doing business in China. Typically, companies operating in the Peoples Republic of China (PRC) have a bottleneck structure, whereby key decisions that deal with foreign partnership are almost always solely made by the Director of the company. The Director of a Chinese company functions similarly to a President, or a CEO of a North American company. Many foreign companies follow this same trend. Thus, we uncover the core principal that, if you are not communicating directly with the Director, President, CEO or equivalent executive decision maker of an internationally partnered company, then you are either a small scale operation or your objectives are not being achieved.
Adam Kryder has extensive experience operating business in foreign markets. He specializes in bridging cultural and communication gaps to help businesses more effectively and efficiently conduct business in international markets.