Culture vs. Disruption

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Audience

Official Government Representatives

Challenge

More than 70% of all nations and societies are tightly bound to traditions, try to avoid change and often even ignore evolution. Over the past 5,000 years societies began to drifted apart and even among fast evolving societies, leadership changed. Those who moved in the foreground 500 years ago may no longer be leasers but still in the top 10%. Others fell back to a level where it seems rather difficult to catch up. In any case, all this is part of nature, and so is the ability to decide moving forward – any time.

Advisory

* Individual advice for gov. officers
* Exploring consequences
* Exploring country specific opportunities
* Developing bridges between culture and disruptive technologies
* Identifying existing advantages
* Focusing on togetherness not conflict
* Collaboration with universities
* Creating an internal brain trust
* More possible initiatives

Research & Conclusion

In many countries all over the world we see old traditions clash with modern society’s requirements. But is it really a conflict? In our observation it is mostly an excuse for not being up to par with the competition. It’s just too easy to hide behind perceived cultural requirements and conventional traditions. Rarely a culture is enforcing its society to stand still and discontinue evolution. Competitiveness for instance is usually part of every culture, seen in their sports, and its competitions and so it is in their business. And even creativity is very well reflected in a culture’s art.

PROTECTING POWER
One obstacle we observed when meeting with many cultures, discussing the challenges of their entrepreneurs, is not really related to culture but enforced behavior. In many older societies their population is kept obedient. But this is not necessarily a cultural aspect. It is a tool of protecting power and authority at any price – including the price of progress and prosperity.

FAILING TO WIN
Probably the biggest challenge we discovered in many conservative nations are related to their ability to sell or the lack thereof. We are not talking about hard core selling. Instead, creating attractive business models, ways to service and support customers and compelling ways to market their products. Standing up and being continuously in the market or not, is a major difference between leading and following nations. When otherwise technological well-developed nations fail to successfully compete against their international peers, it is usually due to their inability to develop a brand and the respect of the market. Investing massively in business models and global brand awareness is needed in order to win Building a continuous stream of communication with target markets is a necessity to successfully compete in global markets – in particular as other nations enter with even lower labor cost.

NECESSITY
We see a strong necessity to morph the evolutionary development of technology into culture and traditions not vice versa. Evolution is a natural and cultural tradition and always has been. Finding ways to make further development an integral part of traditional values is even for tradition itself important to survive.

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