My experience working in global companies in which effective cross-cultural functioning was critical, involved devotion of considerable time and energies to ensuring that cultural training needs were identified and accommodated as necessary.

This commitment to bridging cultural gaps represents a perceptible shift in attitudes amongst British company global thinking. This is a shift from prevalent subconscious (and sometimes not so subconscious) driver, which existed in previous years. Thinking typically held that way in which West did business was norm to which to strive and that non-western citizens should assimilate into our own particular mode of cultural thinking as opposed to vice versa.

Little effort was truly made to understand cultural differences between countries. This thinking was gradually moulded and changed by realities of failure of such thinking – including ineffective team functioning, lack of productivity and general dissatisfaction amongst cross culturally functioning staff. It also become apparent that financial costs of failed cross-cultural initiatives could be readily assessed and had a tangible impact on financial bottom line.

It is also interesting to note that view that cultural awareness is unnecessary within other western groups has also changed.