{"id":660,"date":"2020-05-13T14:52:03","date_gmt":"2020-05-13T12:52:03","guid":{"rendered":"http:\/\/globalbusinessacademy.hosting-cluster.nl\/?p=660"},"modified":"2021-06-23T16:33:14","modified_gmt":"2021-06-23T14:33:14","slug":"the-case-of-culture-mis-identity","status":"publish","type":"post","link":"https:\/\/globalbusiness.academy\/india\/2020\/05\/13\/the-case-of-culture-mis-identity\/","title":{"rendered":"RPA (Part 3): The Case of Culture Mis-identity"},"content":{"rendered":"\n\t\tLink to SSON network<\/span>\n\t<\/a>\n\n

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In this article, The Case of Culture Mis-identity, cultural differences are under the spotlight. In this case, they turned an RPA implementation that should have lasted 6 weeks into 13 months. Find out about warning signs that things are going wrong.<\/i><\/span><\/p>\n

\u201cHello hello\u2026Holmes can you hear me\u2026?\u201d Watson shouted into empty space until, finally, the connection worked.<\/span><\/p>\n

\u201cHolmes, one of these days we have to investigate why this webex never works smoothly,\u201d Watson sighed.<\/span><\/p>\n

\u201cI will add it to my long to do list, Watson, but first I want to hear about your 13 months RPA case,\u201d said Holmes by way of greeting.<\/span><\/p>\n

\u201cYes, finally we get to my part and I get to teach you Holmes!\u201d responded a very excited Watson.<\/span><\/p>\n

\u201cSo, first the facts: The RPA savings were agreed upon. The parties agreed that decisions such as IP and server location would be decided during the implementation phase. Many senior leaders on the client side attended all the conference calls so that questions could be answered and decisions could be made there and then. So, from a client perspective, they felt they were doing the right thing.<\/span><\/p>\n

\u201cEverything seemed OK. The calls weren\u2019t very structured but the vendor didn\u2019t highlight any problems so all seemed fine. But then, just before the due date, the deadline was pushed out by a month,\u201d continued Watson.
\n\u201cThat can happen, but it happened again and again and again.\u201d In all, the first RPA implementation took 13 months.<\/span><\/p>\n

\u201cWatson\u201d, interrupted Holmes, \u201cif I remember correctly, your client was already paying a lower price based on the RPA savings \u2013 even though it had not been implemented yet.\u201d<\/span><\/p>\n

Watson nodded her head. \u201cThat\u2019s correct Holmes.\u201d<\/span><\/p>\n

\u201cThis must have cost the vendor a lot of money. I guess your client didn\u2019t care too much about the delays?\u201d<\/span><\/p>\n

Watson nodded again. \u201cYou\u2019re right Holmes, but after the umpteenth conference call with many senior leaders and no progression, this was becoming a costly exercise for the client, too, not to mention frustrating.\u201d
\n\u201cSo your client got the project,\u201d said Holmes.<\/span><\/p>\n

\u201cThat\u2019s right Holmes, great memory,\u201d Watson responded. \u201cMy client took over and analyzed a number of problems.<\/span><\/p>\n

\u201cFirst of all, the project manager on the vendor\u2019s side was Indian, and very young. There was no agenda, no clear structure, no proper project management. She wasn\u2019t leading the project.\u201d Watson took a sip of her coffee and continued.<\/span><\/p>\n

\u201cSo those are the facts, but what few people realize are their implications. In India, hierarchy is very strong. Generally, when someone is higher in hierarchy, you follow their guidance. You don\u2019t tell them what to do, give much pushback, or voice disagreement. In this case, many senior leaders from the client side were involved. Very likely, she was overwhelmed. Possibly, she was inexperienced about RPA, making her even more uncertain in speaking up and managing the project,\u201d Watson explained.<\/span><\/p>\n

\u201cAnd your client didn\u2019t recognize or anticipate this?\u201d added Holmes.
\n\u201cSpot on Holmes, accurately assessed as always,\u201d responded Watson. \u201cSecondly, all communication was by conference call. Conference calls are great, but they work differently when engaging with Indian professionals. Actually, Holmes, let me rephrase that: not only India, most Asian countries. Not all questions are asked on conference calls. Not all problems are raised. Not all negative feedback is given,\u201d explained Watson. \u201cSo, western colleagues think everything is going fine, but sometimes it\u2019s not.\u201d<\/span><\/p>\n

\u201cWatson, this is very different from how many western professionals operate and communicate. I bet many find that frustrating!\u201d said Holmes.<\/span><\/p>\n

\u201cYes, Holmes, you\u2019re absolutely right. When you don\u2019t know if things are happening or you hear about problems at the last moment, frustration kicks in and professional trust is lost. But this is unnecessary. When you work with colleagues from other countries like India, it\u2019s important to understand how they work and communicate and how to work together effectively. Once you know this, it\u2019s not so difficult.\u201d<\/span><\/p>\n

Holmes looked at the ceiling, deep in thought, so Watson clarified: \u201cYou need to recognize the signs when things are going wrong. For example, when you can recognize the Indian \u2018no\u2019 in a \u2018yes\u2019, know how to get feedback about problems, and know the signs on conference calls and SCRUM meetings that things are going wrong, a lot of issues can be prevented. In this case, the RPA implementation could have been much faster.<\/span><\/p>\n

\u201cSo when working with internal or vendor teams in India, knowing when to anticipate potential problems, recognize them as and when they are happening, and know how to resolve them, is the final success factor in the RPA journey,\u201d said Holmes.<\/span><\/p>\n

\u201cSpot on Holmes,\u201d said Watson.<\/span><\/p>\n

\u201cWe make a good team Watson,\u201d said Holmes as he put his thumbs up to the camera. \u201cI loved our conversation, let\u2019s have more soon. Enjoy your day in Amsterdam!\u201d<\/span><\/p>\n

\u201cGreat talking to you Holmes, enjoy your day in Bangalore!\u201d.<\/span><\/p>\n

The free Dr Watson – aka Ilse Kerling – summary:<\/span><\/p>\n