This article contains reflections at the intersection of several disciplines under Management & Organization that include leadership, organizational evolution, governance systems and sustainability. The background literature broadly follows from studies in the fields of Swedish management / leadership [1, 2], human nature [3, 6] and organizational evolution [4, 5]. An unlikely comparison of societal organizational characteristics is drawn between these two highly different social systems, the Hadza and the Swedes. The ideas are in contemplation towards a search for a congruent management of social structures that bridge the levels of socio-economic and political realities.
Continue reading “The Hadza and the Swedes: leadership, social governance and sustainability; an unlikely comparison”
Reflections on a visit to Shanghai 2013
After Shanghai.
Text & Photo © JE Nilsson, CM Cordeiro 2014
It was in November 2013 when we paid a study visit to Shanghai, China. But it was only on the eve of the Lunar New Year 2014 that all colleagues had a chance to gather in an early spring kick-off session to share and compare some reflections, insights and lessons learnt from that visit.
The afternoon was spent in a lecture hall, numbering altogether about thirty persons, somewhat amused that this might be the first time ever that we met as a group. Located in the same administrative building, at most a few floors apart from each other and some even sharing the same corridor, it took a joint visit to Shanghai in order for us all to get together face to face.
As a point in case, it was interesting to note that this group in itself demonstrated the workings of a self-organizing system, forming project-based teams of which this almost non-elected leader would smoothly arrange the important meetings, and the events would seamlessly evolve into optimal activities.
While it could be argued that the workings of an academic specialist group cannot be all too comparable to how private corporations are managed, still this method of self-organization differed from the vertical hierarchy system often prevalent in Asia.
This difference in how we organized ourselves had some concrete repercussions when meeting with other research teams in China on several counts, some of which were based on formalities such as rank and hierarchy – who would the Chinese look at as ‘leader’ of the Swedish team? What practical resources and expertise could we provide if we were to begin collaborative work? And lastly, what immediate ideas and data could we share, and if so, when – preferably in the next month – could we begin?
The responsive views on the Chinese side were positive, though it brought home another poignant difference, that what is often called the ‘Swedish management style’ works with a long process of contemplation and maturing of ideas until some consensus is reached. Of the Chinese, it could be said that they would work towards a longterm relationship building and then be ready to act in a different style of (academic) management.
Schrödinger’s Cat.
One of the lasting impressions from the day’s reflections was the way in which we could observe our various individual-in-group behaviour and our preferred management styles in practice, while discussing a variety of issues of mutual interest.
China-Euro Vehicle Technology (CEVT) R&D centre – the platform to cars couture
Quayside, Lindholmen Science Park, Gothenburg.
Lindholmen Science Park is a part of the Norra Älvstranden region, located between the two bridges, Älvsborgsbron (Älvborgs Bridge) in the west and Götaälvbron (Göta River Bridge) in the east. The area has been important since the Viking Age and before, where the Göta river outlet acted as a trade center, uniting the prosperous inland regions and the sea.
Text & Photo © JE Nilsson, CM Cordeiro 2014
Situated in the collaborative environment for knowledge intensive companies at the Lindholmen Science Park in Gothenburg, the China-Euro Vehicle Technology (CEVT) R&D centre was established on 20 February 2013 as a joint Volvo Cars and Geely platform for advancing the partnership in product development and strategy between the two companies, owned by Geely Holding. Today it has about 200 resident engineers that will be increased according to plans, to 400. They are to focus on the innovations of the basic modular architecture platform for the next generation of leading C-segment cars, that includes hatchback, sedan and estate models.
The 22nd of January is just a few months short of ten years, when on 3 September 2004, the naming ceremony of the Swedish East Indiaman Götheborg was performed by Her Majesty Queen Silvia, at the Opera House at Lilla Bommen, just on the opposite side of the Göta river. The purpose of the Gotheborg III project was very long term, aimed at building upon old good relations bringing the two countries of Sweden and China once again closer to each other. It was an idea that took hold and to some extent might have contributed to the events leading up to this centre being located here and now.
What is currently in process between Volvo Cars and the Geely organization is groundbreaking in many ways. It is industrial and knowledge management history in the making. This has naturally attracted the attention of the Centre for International Business Studies (CIBS), headed by Professor Alvstam at the School of Business, Economics and and Law at the University of Gothenburg, where I am affiliate, that has followed China’s entry into the global automobile industry with great interest.
It was thus an evolutionary progression of things that we today found ourselves visiting the CEVT R&D centre at Lindholmen. Continue reading “China-Euro Vehicle Technology (CEVT) R&D centre – the platform to cars couture”
Swedish management and Gothenburg: a Nordic journey of discovery
The Swedish East Indiaman Gotheborg III Ship.
The city of Gothenburg has been home of the Swedish East India Company since the 1700s till today.
Photo: Ulrik Hasemann for SOIC.
Text © JE Nilsson, CM Cordeiro 2014
Abstracts from a presentation for Carthage College, Kenosha Wisconsin, USA. 20 Jan. 2014.
Centre for International Business Studies (CIBS)
School of Business, Economics and Law
University of Gothenburg, Sweden.
1. Introduction
This presentation is entitled “Swedish management and Gothenburg: a Nordic journey of discovery”, where I will share some insights into Sweden and Swedish management characteristics. Here, you will need to take the word “Nordic” as a broadly defined term because even within the Nordic countries grouping, Sweden pretty much has a niche of its own.
World Values Survey, Inglehart-Welzel map.
Ref: Ronald Inglehart and Christian Welzel, Modernization, Cultural Change and Democracy New York: Cambridge University Press, 2005: page 63.
2. Sweden – the most secular country on the globe
Sweden for example, ranks as the world’s most secular country with a Gallup poll of 88% indicating they are non-religious. At the same time, it is also a country that seems to allow greatest self-expression and individual autonomy.
The reason for the country’s high secularism could be explained by its history. Continue reading “Swedish management and Gothenburg: a Nordic journey of discovery”
With ears to the ground
The fika break is a Swedish near holy opportunity to stay tuned in on what is really going on.
Text & Photo © CM Cordeiro 2013
It was 2004.
We were sitting in the canteen of the main administrative building. The canteen was located on the higher floors, with high ceilings and large windows that overlooked three other buildings with chimneys billowing smoke.
At the table where we sat, the aroma of a hot cup of Zoéga coffee wafted through the air.
Coming back to Sweden
The story at hand was how reintegration into the Swedish organisation – coming back to Sweden to work, after having been abroad for a few years – constitutes just as much of a culture and organisation shock for many, as those who go to foreign countries to work.
Little attention paid to reintegration
While most organisations take care of practicalities, even giving their top managers / employees cultural orientation to the new culture they would soon be experiencing as part of their overseas posting to a foreign subsidiary, the aspect of re-acculturation when coming back to Sweden thereafter, is little paid attention to. Most would take for granted that employees would delight in coming back to Sweden and just being relieved doing so, reintegrating right back to where they were.
- – It’s difficult to be back in Sweden for me. I started in Germany, that was during the late 1980s, then from Germany, I was moved to Poland, and then from Poland, I was moved to Latin America. From Latin America they decided it was Japan and now I am back here in Sweden. I have been working for this company for more than twenty years now. And my wife didn’t want to come back to Sweden. She really liked Latin America. Japan, not so much but she would have preferred staying in Japan than coming back here. I come back here, you think my colleagues would be happy to see me? No, you are like an outcast. In fact, some even tell you, it is not good that you have been abroad working, because you forget the Swedish culture and what it’s like to work here. You are in your own world, and frankly, I feel useless. The company should have a re-orientation programme for people like me, to reintroduce ourselves to the home company.
– You feel, useless? But, you have directorship, or at least, that is your job title.
– Yes that is my job title but what you do and what you feel, that is different from the title given to you in the company. The title could be because I have been here for very many years, so in a way, they are obliged to give me this position. Or course, it is also merited, I have a lot of experience. But you can say, I feel a little lost at the moment.
Continue reading “With ears to the ground”
When in doubt, begin with a custard then go left.
The advantage of being in sniper position and camouflaging is the ability to produce blueberry muffins as one of three food wishes, from limited quantities of frozen blueberries.
Text & Photo © JE Nilsson, CM Cordeiro 2013
We were standing loosely, in a group, outside the main office buildings, in idle summer chatter which mostly covered what transpired during the most recent seminar that some of us had just stepped out of. It was lunch time and those present were waiting for a few more colleagues that formed the daily lunchtåg or lunch train, before proceeding to said destination for lunch. Except in Swedish group organization tradition, those present are never really sure who is going to turn up for the lunch train, and there is most often no said destination for lunch. Decisions are made in a much more mysterious manner – you just needed ‘to know’ these kinds of things. This happens too in more formal meetings, where issues other than what is on the agenda are discussed and there seems to be no general agreement on anything at any one point in time. In such meetings, it is also not unusual that the only point in time when people start to take notes would be at the end of the meeting when they are deciding when to meet next. And meetings are planned very much ahead of time, so you could decide on two future meetings already now.
Continue reading “When in doubt, begin with a custard then go left.”
The global trade winds of the Swedish East Indiaman Gotheborg III
Photo: Kent Hallgren.
The Swedish East Indiaman Gotheborg III in GP 11 April 2013.
Text © JE Nilsson, CM Cordeiro 2013
Though I’ve been in Sweden for just about a decade, I wonder if it is only I who have grown tired at the consistent gloomy headlines of the local Swedish newspapers when writing about the Swedish East Indiaman Gotheborg III, the latest headlines reading – No more sailing for the East Indiaman.
I wonder if this sensationalization of headlines is but a low end marketing attempt to attract readership since there is a general consensus of the ship itself being an entity of high interest. But what these pessimistic headlines reflect however, is a probable trend of lack of confidence in what is considered a good investment for the city of Gothenburg, and a business opportunity that can generate great dividends to all.
The Swedish East Indiaman Gotheborg III cannot help but be a symbol of the international harbour city of Gothenburg, with its rich history of daring merchants traveling the world, establishing global companies and one that have since long twinned its future with cities like Shanghai in China.
That the ship could do with more money is nothing new. What we need to bear in mind though, is that money does not create ideas. It is ideas that create money.
That the ship should be made into a museum even after 2020 without consideration of its larger context would be shortsighted planning and a terrible waste of resources. An East Indiaman ship museum would immediately be compared to the Vasa museum in Stockholm by visitors who know little of the East Indiaman history, compared to the Vasa which has become a monument over time, and a prime example of publicly funded projects.
Ironically, the Vasa was too large, too unstable, catering to prestige rather than function, built to government specification, managed by bureaucrats and naturally sank just minutes after being launched, already in 1628.
The East Indiaman Gotheborg III was founded on a different heritage and set of values that in turn rendered a fully functioning sailing vessel that looks her most glorious when sailing in the open seas.
Photo: Jakob Rempe.
The Swedish East Indiaman Gotheborg III in its Europe Tour 2013, Leg 1 at sea.
The first East Indiaman Gotheborg came within viewing distance of its home harbour before she hit a rock and sank in 1745. The Gotheborg II foundered outside of Cape Town in South Africa in 1796, and the Gotheborg III made it all the way back home in 2007. This is the true entrepreneurial spirit of the ship, one that does not take a complete failure as a no, but just go for it again since it is the right thing to do, no matter!
Based on such authenticity and integrity, what benefits would anyone reap by turning the Gotheborg III into a museum that would still only be a country side mock-up version of the Vasa?
Tracing the journals that people keep about her, the documentaries and personal experiences of the crew onboard, the Gotheborg III is happiest when she has her people around her, who revel in learning from handling her ropes, her masts and her spirit of freedom.
Waters have more often than not united than divided, and the means for that are the ships – virtual or real. With this general enthusiasm and love for her comes the immense international goodwill for Gothenburg and Sweden set against the background of an increasingly polarized and fragmented EU.
China for example, doesn’t know much about Sweden as a country, but they know about the unique gesture of friendship that the entire project around the creation and sailing of the Gotheborg III was and still is.
While Stockholm might be the administrative heart of Sweden, the city of Gothenburg have always been the port city, with the complementary role of looking out into the world, with its international portfolio of shipping and trade.
As a testament to the entrepreneurial spirit of the city of Gothenburg, in 2011, Anneli Hulthén the Mayor of Gothenburg, received the award Entrepreneur for the World in the politicians’ category at the World Entrepreneurship Forum in Singapore.
The building of the Swedish East Indiaman Gotheborg III began as an entrepreneurial effort with a clear purpose of trade and cultural exchange. There is no reason why it should not be kept true to its entrepreneurial roots. That is were she began and that is where she belongs. Even as business climates change over the years, Gothenburg is still where such business giants such as SKF and Volvo AB were born.
That the City of Gothenburg would stop sponsoring the Gotheborg III is not the same thing as that the ship would need to stop sailing. On the contrary. Gothenburg and West Sweden must see itself in an international context where bringing in business and work opportunities is a prime concern, and to not see the potential in using the Swedish East Indiaman Gotheborg III to its very purpose to which she was built, one could argue, is not very clever.
As a first step towards an integrated perspective of the future of the Gotheborg III, the true history of the ship – as being a private venture started by entrepreneurs, needs to be understood – in order for it to fully leverage its goodwill capacities.
The ship also needs to be run in such a way that other entrepreneurs are encouraged to flock around her so as to also leverage the platform of opportunities that she offers.
What is needed is not lamenting the constant lack of money, but rather the realization that there are no ‘costs’. A sponsorship or a business agreement is just an investment that when properly put to work pays huge dividends to Gothenburg, to western Sweden, to Sweden as a whole, and to an ever fragmenting Europe that needs everything it has to keep itself together.
If something, it is time that the East Indiaman Gotheborg III should be placed in the hands of those who can see and do anything with the larger context. One that goes beyond Gothenburg and of Sweden and is in line with for example the European Commission’s Europe 2020 Flagship Initiatives for ‘Smart Growth, Sustainable Growth and Inclusive Growth’.
Seen in that perspective, the Gotheborg III though a small piece in the overall picture of things, is much needed. And she is needed, alive and sailing!
As such, the open sea is where the Gotheborg III belongs, where she is more valuable as a sailing vessel than as a museum, beyond 2020.
The Swedish culture of denial
For the part of the world who have found it a point to notice that there is such a country as Sweden – at some distance easily mixed up with Switzerland – Sweden might appear as somewhat of an ideal state of equality, untroubled by racial riots and religious taboos.
On close encounter a different picture emerges that speaks about a state of denial that have grown into a culture of its own. In a time when globalization is increasingly becoming a non-issue, when through the Internet Syria is as close as Malmö, this phenomenon might become a problem. The problem, being that the wider meaning of the word ‘culture’ in Sweden has been obscured and cemented into oblivion so much that there are almost no words there to talk about the fact that values, beliefs, religions and various ideas about what is right or wrong are different in different parts of the world.
Defining culture
In the early 2000s when I began to prepare my research for my doctoral thesis in the field of managing across cultures and leadership across cultures, it appeared that almost every author touching upon the topic of culture had come up with a definition of their own. Already during the 1950s, Alfred Kroeber and Clyde Kluckhohn had compiled a list of 164 definitions. The definitions spanned fine arts and humanities, pattern of human knowledge, beliefs and behavior, shared attitudes, values, goals and practices. Everything from cultivating small societies of bacteria in a Petri dish to my favourite, Geert Hofstede, who defined culture as a ‘collective programming of the mind’. It appeared that the only common ground was the agreement that there was such a thing as culture and in its broader sense all were the creations of man to fit in between them and what was given by nature to make just about any place on earth inhabitable. Thus, of course, any “culture” would vary with the places and be whatever served its purpose best at that place.
This wider definition made for three simple observations:
- There is such a thing as culture
- They vary with their geographical location
- Their usefulness will vary since what is useful in one place will be plain stupid in another
What we arrive at in the most secular country in the world is however, the contradiction that the Swedes do not believe in the thesis of Greek philosopher Protagoras, that “man is the measure of all things” but would much rather go with the Old Testament’s belief in absolute truths, that what is true to one man is true to all.
When I went on in the course of my research and talked to Swedish top managers about their “management style”, asking if they felt that their ‘style’ would broadly correspond to the “Swedish culture and values” most Swedes would have it that there did not exist any particular Swedish management style, and certainly no framework of a Swedish national culture that influenced this non-existent “Swedish management style”.
Continue reading “The Swedish culture of denial”
The beginnings of profiling Scandinavian leaders in Asia: the 6 categories
The experience of being and working in a foreign city is like a juxtaposition of realities. It’s difficult not to impose what you already know from before, to the here, now and the Other.
Photo by Doug Keyes, from his Becoming Language series.
In 2004, I had the opportunity to network and meet up with about 33 Swedish leaders (CEOs, MDs, regional managers, managers etc.) and their Asian counterparts. They all worked in Swedish related or Swedish owned organizations in Singapore, some of which being Ikea (I think almost all Singaporeans have something from Ikea these days, they have just opened a 2nd megastore on that tiny city island!), Sony Ericsson, Kvaerner E&C and ASSAB.
I was interested in the organization leadership profile since, as expatriates, most of the Scandinavians are already highly pressured to perform when they arrive at the Asian subsidiary. A standard 3 year working contract in Asia (which can be extended at the end of the 3 years if they wished), means there’s not much time for them as individuals and leaders of an organizatoin to adjust to the new culture, climate, food, people etc. and then get going on the job, showing performance results. Those with family might also have the family in tow, which means the added task of relocating the family, finding the right schools for the children, the right neighbourhood and ensure that the accompanying spouse doesn’t feel all too isolated in the new society.
The motivation for profiling Scandinavian leadership in Singapore came from casual coffee-shop talks, literally meeting up with Scandinavian friends whom I’ve known in Singapore for several years. In my café talks, I noticed that as a group of expatriates, they shared similar organization ideology, a certain point of view on life and how things worked. They also encountered similar problems such as language barriers, even though the administrative language in Singapore is English, and why it is that when an Asian says yes, s/he really means something else. And they find themselves spending a lot of effort and energy into understanding cultural issues such as politeness, the concept of face and more, in order to do business in Asia, to cooperate with their colleagues and keep employees satisfied.
But it wasn’t always an organization aspects that intrigued me but also off-handed social comments made, for example, on thoughts on how the average Singaporean would criticize and gossip about Singapore women, such as SPGs (Sarong Party Girls) who only date Caucasian men, but society at large would not lend a critical eye to the behaviour of Singapore men.
Hearing comments such as those has had the effect of making me feel like I’m looking through the looking glass. These perspectives were new to me and I found their points of view fun! It was conversations such as these that led to full fledged arranged interviews with more Scandinavians living and working in Singapore.
The interview topics, in time, reflected a pattern that could form larger categories that could roughly be depicted as concentric circles that radiated outwards, with the Individual as core. And the categories can be represented approximately as such:
Interview topics revolved around these 6 categories, the Individual, Family & Social, Organization, Society, National and Environment. These categories are reflected in the column to the right of the page. It is in these categories that these pages and subsequent topics will mostly be organized.
These 6 categories and their subsequent topics, what people are talking about when they talk about things pertaining for example, to the Individual, the Family & Social etc.
As soon as I have made a posting related to any of these categories, the category will make its appearance in the right hand column.
I hope this organization of information will make information retrieval and site navigation more reader friendly.
In search of the Singapore management style
A Singapore print by Charlotte, principal artist and creative director of Lotti Lane. The myriad of colours captures the multi-cultural fabric of Singapore.
Singapore: a nation with a multi-cultural fabric
With its immigrant beginnings, Singapore has long struggled with the forming of a national identity. The Chinese were the largest immigrant group during the 1800s and early 1900s. Hailing mostly from the south of China, where they had very strong ties and loyalty to mainland China in the beginning. Many never thought of permanently settling in Singapore, but hoped to return one day to China. And when money was made in Singapore, it was often remitted to families back in China. Today, the Chinese make up about 75% of the Singapore population.
The natives of the land were the Malays, who today make up approximately 14% of the population. And Singapore had immigrants from India and other parts of the world, such as the Arabs, Portuguese, British, Dutch etc. The Indians form about 9% of the population and the ‘Others’ including the Eurasians (European-Asian descendants) make up about 2% of the current population. The multi-racial fabric is also reflected in Singapore’s four official languages, which are Malay, Mandarin, Tamil and English.
Continue reading “In search of the Singapore management style”