An ongoing challenge

“Simple differences in ways of working can mean that even particularly promising projects fail.” This comment by Isabella Borchhardt, Manager of Ice Break (Rhône-Alpes), a business communications agency, referred to relations between French and German companies. The German Chamber of Commerce in France (AHK), which is well aware of the problem, works in a number of different ways to improve relations between managers in the two countries. “Companies often make minute preparations if they are dealing with counterparts in non-European countries, but they neglect communication when it comes to Germany. They think that exchanges are bound to be easy because they are neighbours and have been political and economic partners for a long time. Unfortunately, this is not true,” explains Jörn Bousselmi, the Chamber’s Director-General. “We provide comprehensive information on how to behave, the expressions and the habits to be adopted. In 2008, as many as 30 meetings were organized in Germany on this subject.” The programmes include information and learning sessions on negotiation designed to acquire the right reactions and behaviour. The Chamber also proposes seminars for business managers on intercultural issues ranging from differences in attitude to project management methods. Isabella Borchhardt believes that these programmes are vital because: “During meetings, French staff favour discussions and long exchanges of views. They see business meetings as an opportunity to exchange ideas, whereas their German counterparts plan things more, drawing up an order of business beforehand and always sticking to it during the meeting. Above all, they want to use the discussions to make concrete decisions. They are often exasperated by the famous negotiations à la française. In the end, potential agreements are sometimes challenged or even abandoned if there are too many misunderstandings.” Exchanges give rise to even more problems in sectors such as biotechnologies where partnerships between laboratories are often decided without there being a project to improve communications. “Once again, projects are purely and simply abandoned,” confirmed Isabella Borchhardt.The work of Chambers of Commerce has changed enormously in recent years. “Nowadays, they are far more aware of these obstacles, are less rigid and completely open to everyday problems,” she continued. None-theless, some further initiatives could still be very useful. As the consultant explained: “When Germans have to work with French counterparts, or vice versa, they arrive in a different world. We always insist on travelling to Germany with our French clients, so that they are confronted with how the transactions, decisions and negotiation processes take place in practice. It’s the best way of developing their abilities to adapt.” Today, the difficulty stems less from the quality of the services designed to correct these misunderstandings than from the diversity of the service providers. “In Lyon, there are 16 organizations providing companies help with this issue. Often, managers needing advice will contact two or three organizations at most.” Isabella Borchhardt regretted that: “If they don’t find a precise answer to their problem, they decide to manage on their own.”