Strategies For Cultural Sustainability

Diverse teams are powerful, but only if they’re designed to be. Just putting different people together isn’t enough. What I’ve learned over 11+ years is that true  🧠 Collective Intelligence only emerges when diversity is intentionally activated. 🖌 My Blueprint to unlock it: 🔹 Cognitive diversity It’s about bringing different thinking styles. Teams that embrace divergent ways of solving problems uncover creative solutions that others miss. 🔹 Demographic Diversity The presence of different intersectional identities and lived experiences creates a richer understanding of potential blind spots and unmet needs. 🔹 Experiential Diversity Diverse career paths and life stories equip teams with practical insights that can cut through “tried-and-true” methods that often fail in complex, changing environments. 🔹 Psychological Safety This is the game-changer. Without it, diversity backfires. High-performing teams create a “safe container” where everyone—from the quiet thinkers to the bold disruptors—can voice their ideas without fear. 🔹 Inclusive Decision-Making Diversity is wasted if decisions are still made by the loudest voice in the room. Structured inclusion ensures that varied perspectives aren’t just heard but drive the direction forward. The result? 1️⃣ Faster, smarter decisions: diverse insights reduce blind spots and increase confidence in strategic choices, helping leaders respond swiftly to market changes. 2️⃣ Increased innovation and agility: aligned teams leverage diverse perspectives to solve complex problems creatively and adapt to new challenges with resilience. 3️⃣ Stronger engagement and retention: when teams feel psychologically safe and included, they’re more committed and motivated. This translates to lower turnover and higher morale. The path to unlocking your team’s full potential starts with aligning on the right elements—diversity, psychological safety, and inclusion in decisions. 🤔 P.S. Where is your team on the path to collective intelligence—and what’s your next step?

🌍 Some companies aren’t waiting for the sustainability playbook to be written—they’re writing it themselves, through real and often difficult business model transformation. This recent Harvard Business Review article by Ivanka Visnjic, Felipe Monteiro, and Michael Tushman spotlights four such firms—Enel Group, Holcim, OCP Group, and Suzano. What they share is not a single blueprint, but a willingness to rethink how value is created, delivered, and measured across their organisations. They’re reshaping innovation portfolios ⚙️, building ambidextrous structures 🔁, and enabling experimentation at the edge 🧪—while keeping an eye on scale and integration. These are practical responses to a complex challenge, not abstract aspirations. One thing the article captures well is the real organisational work involved. Enel set up separate business units to explore new energy services. Holcim created a global programme to empower local plants with data and digital tools. Suzano is investing in community-based initiatives and backing them with budget authority, not just words. OCP’s internal platform, Le Mouvement, is turning employees into active designers of sustainability solutions. All of this takes place while navigating three tough but familiar tensions: 📉 Delivering on short-term performance while building for the long term 🌐 Driving global goals while staying grounded in local realities 🤝 Opening up to external partners while maintaining internal alignment These tensions can’t be eliminated—but they can be managed intentionally. And the companies profiled are showing that it’s possible to do so without losing focus or diluting ambition. For me, the article reinforced a broader point: sustainability, when taken seriously, demands organisational creativity—not just technical fixes or stronger targets. It requires rethinking capabilities, incentives, and learning structures across the organisation. And it often means questioning core assumptions about what business is for, and whose interests it serves. So the questions I’m left with are these: 🔹 Are we preparing our organisations—structurally and culturally—for this kind of transformation? 🔹 And are we willing to confront the uncomfortable trade-offs it inevitably exposes? I’d highly recommend this piece to anyone working at the intersection of strategy, innovation, and sustainability. It’s rich in insight and refreshingly grounded in real organisational practice: https://lnkd.in/dtEqnezP

Contrary to the new US administration, many companies and marketing teams still fully recognize the societal and business reasons for DEI. Hence they are not changing strategies but rather adapting new ways to achieve them. Some companies are choosing to publicly reaffirm their commitment to #DEI principles, but most are adjusting language and focusing on policies and commitments rather than specific DEI terminology and metrics. Others are reviewing how their DEI policy and actions in #marketing may be received in other cultures. During more than 20 years of #leadership positions within the FMCG and marketing industry, I have personally witnessed the benefits of team #diversity and the positive impact of DEI on the bottom line. However, in the current climate I would recommend CMOs to consider the following: 1. Acknowledge the Confusion: Recognize the uncertainty and conflicting viewpoints and address them transparently. 2. Focus on Core Values: Ground your work in the company values and commitments to ensure authenticity and consistency. 3. Adapt Language to emphasize business benefits, like ‘growth audiences,’ ‘business policies,’ and ‘future commitment.’ 4. Emphasize that #Inclusivity is a business growth strategy: Explain that appealing to broader, more diverse audiences is critical for business growth and relevance. 5. Stay Informed on Legal and Political Developments: Monitor legal and political developments related to DEI and adjust your strategies accordingly. 6. Support Employee Resource Groups: Continue to support ERGs and other initiatives that promote diversity and inclusion for your organization. 7. Transparency: Communicate transparently with employees and stakeholders about your efforts and the reasons behind any changes. 8. Global Considerations: Be aware of the nuances of DEI in different cultures and regions and adapt strategy as needed. 9. Relevance: Ensure your brand stays relevant to a diverse set of audiences by understanding their needs and preferences. Is your organisation adjusting its #DEI policies due to the pressure from the current US president? and how do you personally feel about that? keen to hear about your view on this important subject.

“A brilliant VP offended a Japanese client without realizing it.” The meeting room in Tokyo was a masterpiece of minimalism—soft tatami mats, the faint scent of green tea, walls so silent you could hear the gentle hum of the air conditioner. The Vice President, sharp suit, confident smile, walked in ready to impress. His presentation was flawless, numbers airtight, strategy compelling. But then came the smallest of gestures—the moment that shifted everything. He pulled out his business card… and handed it to the Japanese client with one hand. The client froze. His lips curved into a polite smile, but his eyes flickered. He accepted the card quickly, almost stiffly. A silence, subtle but heavy, filled the room. The VP thought nothing of it. But what he didn’t know was this: in Japanese culture, a business card isn’t just paper. It’s an extension of the person. Offering it casually, with one hand, is seen as careless—even disrespectful. By the end of the meeting, the energy had shifted. The strategy was strong, but the connection was fractured. Later, over coffee, the VP turned to me and said quietly: “I don’t get it. The meeting started well… why did it feel like I lost them halfway?” That was his vulnerability—brilliance in business, but blind spots in culture. So, I stepped in. I trained him and his leadership team on cross-cultural etiquette—the invisible codes that make or break global deals. • In Japan: exchange business cards with both hands, take a moment to read the card, and treat it with respect. • In the Middle East: never use your left hand for greetings. • In Europe: being two minutes late might be forgiven in Paris, but never in Zurich. These aren’t trivial details. They are currencies of respect. The next time he met the client, he bowed slightly, held the business card with both hands, and said: “It’s an honor to work with you.” The client’s smile was different this time—warm, genuine, approving. The deal, once slipping away, was back on track. 🌟 Lesson: In a global world, etiquette is not optional—it’s currency. You can have the best strategy, the sharpest numbers, the brightest slides—but if you don’t understand the human and cultural nuances, you’ll lose the room before you know it. Great leaders don’t just speak the language of business. They speak the language of respect. #CrossCulturalCommunication #ExecutivePresence #SoftSkills #GlobalLeadership #Fortune500 #CulturalIntelligence #Boardroom #BusinessEtiquette #LeadershipDevelopment #Respect

Cultural awareness isn’t a ‘soft skill’—it’s the difference between a win and a loss in negotiations. I’ve seen top leaders close multimillion-dollar deals and lose them, all because they misunderstood cultural dynamics. I learned this lesson early in my career. Early in my negotiations, I assumed the rules of business were universal. But that assumption cost me time, deals, and valuable relationships. Here’s the thing: Culture impacts everything in a negotiation: - decision-making, - trust-building, and - even timing. Let me give you a few examples from my own experience: 1. Know the "silent signals": In one negotiation with a Japanese client, I learned that silence doesn’t mean disagreement. In fact, it’s a sign of deep thought. It was easy to misread, but recognizing this cultural trait helped me avoid rushing and respect their decision-making pace. 2. Understand authority dynamics: Working with a Middle Eastern team, I found that decisions often come from the top, but they require the approval of key family members or advisors. I adjusted my strategy, engaging with the right people at the right time, which changed the outcome of the deal. 3. Punctuality & respect: I once showed up five minutes early for a meeting with a South American partner. I quickly learned that arriving early was considered aggressive. In that culture, relationships are built on patience. I recalibrated, arriving at the exact time, and it made all the difference. These are the kinds of cultural insights you can only gain through experience. And they can’t be ignored if you want to negotiate at the highest level. When you understand the subtle, but significant, differences in how people from different cultures approach business, you’re no longer reacting to situations. You’re strategizing based on deep cultural awareness. This is what I teach my clients: How to integrate cultural awareness directly into their negotiation tactics to turn every encounter into a successful one. Want to elevate your negotiation strategy? Let’s talk and stop your next deal from falling apart. --------------------------------------- Hi, I’m Scott Harrison and I help executive and leaders master negotiation & communication in high-pressure, high-stakes situations.  - ICF Coach and EQ-i Practitioner - 24 yrs | 19 countries | 150+ clients   - Negotiation | Conflict resolution | Closing deals 📩 DM me or book a discovery call (link in the Featured section)

Tell me what’s wrong with this picture: ➡️ An expat CEO initiates a handshake to welcome a new Emirati colleague. ➡️ The same CEO then asks to schedule a meeting with a Saudi client on a Friday at 12 PM. ➡️ Then, this CEO speaks in a direct and confrontational way to a Filipino team member. ➡️ And then, this CEO declines to meet an Indian team member’s family that was passing by the office quickly. If reading these scenarios triggered you; imagine what the person on the receiving end is experiencing. The interesting thing is, is that if you were to remove the cultural references - These scenarios would seem innocuous. CQ, or what is also known as Cultural Intelligence, is the ability to relate and work across cultures while understanding and embracing cultural differences. Today, a lack of cultural awareness is why many senior leaders are losing the respect of their teams and damaging their reputations. CQ encompasses four key components: 1️⃣ Cognitive CQ (Knowledge) - Understanding cultural norms, practices, values and beliefs. 2️⃣ Metacognitive CQ (Strategy) - Being aware of differences and adjusting your behaviour and thinking. 3️⃣ Motivational CQ (Drive) - Demonstrating an interest in learning about other cultures. 4️⃣ Behavioural CQ (Action) - Exhibiting respectful verbal and non-verbal actions when interacting with others. All four components are necessary if you want to be known as someone who respects and encourages diversity, and understands the subtle nuances that exist between cultures. By approaching cultural differences with curiosity and humility, and genuinely asking team members to share more about their cultures and preferences - You’ll create a more inclusive work culture that fosters respect, empathy and trust. #BestAdvice #Culture #Leadership

Integrate sustainability into corporate culture 🌍 Creating a strong sustainability culture requires more than policies and commitments. It demands structural alignment, leadership engagement, and continuous reinforcement to ensure sustainability becomes an integral part of decision-making. A holistic approach transforms sustainability from an initiative into a core organizational value. A clear vision is the foundation. Leadership must define sustainability goals that align with business objectives and actively champion integration across all levels. Without leadership commitment, sustainability efforts risk becoming fragmented and ineffective. Assessing organizational culture helps identify gaps between stated commitments and actual behaviors. Employee engagement, awareness, and perceived barriers must be evaluated to understand the readiness for change and ensure sustainability is more than a surface-level priority. An actionable roadmap provides structure. Defining roles, responsibilities, and measurable KPIs embeds sustainability into day-to-day operations. A well-defined strategy ensures accountability and enables continuous progress tracking. Cross-functional collaboration strengthens implementation. Assigning ownership at executive and functional levels, breaking down silos, and improving data transparency drive better decision-making and long-term impact. Sustainability must be embedded into processes, not treated as an isolated function. Engagement thrives when incentives align with sustainability objectives. Recognizing employees who drive positive change, linking performance metrics to sustainability KPIs, and fostering a culture of innovation can accelerate transformation. Reinforcement is key to maintaining momentum. Sustainability is not a one-time initiative. Ongoing communication, regular check-ins, and adapting strategies to evolving challenges ensure continuous improvement. Long-term success depends on keeping sustainability at the core of operations, decision-making, and business strategy. #sustainability #sustainable #business #esg #climatechange #culture

🔍 Why understanding organizational context is key to effective change management? In any organization, successful change relies on a deep understanding of the environment in which the change takes place. This includes not only external factors, like market trends and technological shifts but also internal dynamics, such as organizational culture, leadership style, and past experiences with change. Having those in mind when designing change approach is essential for meaningful, sustainable and predictable effects. ✨ Insight: Every organization’s path to change is unique, shaped by its readiness, adaptability, and historical response to change—what we might call its “change maturity.” Companies with a high tolerance for risk often thrive with a rapid, agile approach, while organizations with intricate governance structures or a more cautious culture may benefit from a slower, methodical rollout. Key factors in assessing an organization’s change maturity include: 📌 Organizational culture: Cultures that value innovation and adaptability are naturally receptive to agile, iterative changes, whereas more traditional cultures may prefer gradual, structured approaches. 📌 History with change: Analysing past experiences with change provides insight into current readiness. Previous successes can build confidence, while past resistance might indicate the need for a cautious, well-communicated approach. 📌 Governance structures and risk tolerance: Organizations with complex governance and risk-averse policies often face decision-making bottlenecks. Respecting these structures by tailoring change strategies can foster smoother, more accepted transitions. 📌 Selecting your approach: There are several tool, like Kellemen’s three levels of adoption or Cynefin model, that will help to identify your context and select actions that will support your decision and path you have chosen. By aligning your strategy with these characteristics, you build support across the organization, minimize resistance, and create a path forward that respects the organization’s unique readiness for change. It’s not about labelling which approach is good or bad, it’s about selecting approach that best fit your context. What factors, like organizational culture, history with change, or external pressures have influenced you pace of change in your workplace? Let's discuss in comments ➡️ Follow me for more insights on change management strategies and tools. ➡️ Visit Conlea website to explore our portfolio of change management trainings or reach me, Małgorzata Burdeńska, or the Conlea team for customized support. #ChangeManagement #OrganizationalChange #Leadership #Adaptability #Strategy #OrganisationalContext

One of the most important lessons I’ve learned from building businesses in Saudi Arabia is the power of what I call glocalization, which is the art of blending global strategies with local market insights. For brands to thrive in today’s interconnected world, they need to balance the strengths of global expertise while staying deeply connected to the local culture. Here’s how glocalization can help create a brand that resonates with Saudi consumers while positioning it for regional and global growth: 𝟏. 𝐊𝐧𝐨𝐰 𝐘𝐨𝐮𝐫 𝐌𝐚𝐫𝐤𝐞𝐭: Saudi Arabia is undergoing a rapid transformation, but local values and cultural nuances still drive consumer behavior. Understanding these insights allows you to tailor your offering to meet local expectations while leveraging global best practices. 𝟐. 𝐋𝐨𝐜𝐚𝐥 𝐎𝐰𝐧𝐞𝐫𝐬𝐡𝐢𝐩 & 𝐀𝐮𝐭𝐡𝐞𝐧𝐭𝐢𝐜𝐢𝐭𝐲: When I worked at Majorel and now with X-Shift, we focused on embedding our brand into the local fabric by being authentic and owning our Saudi identity. Localization is not just about the translation of material to Arabic, but about relevance and creating real connections with consumers. 𝟑. 𝐀𝐝𝐚𝐩𝐭 𝐆𝐥𝐨𝐛𝐚𝐥 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐞𝐬 𝐭𝐨 𝐋𝐨𝐜𝐚𝐥 𝐍𝐞𝐞𝐝𝐬: Don’t just import a strategy. Make it yours. While global frameworks provide a solid foundation, they need to be adapted to fit the unique needs of the local market. Successful brands take the best of both worlds. 𝟒. 𝐏𝐨𝐬𝐢𝐭𝐢𝐨𝐧 𝐟𝐨𝐫 𝐑𝐞𝐠𝐢𝐨𝐧𝐚𝐥 𝐆𝐫𝐨𝐰𝐭𝐡: Once you’ve built a strong local presence, you’re ready to scale. By aligning your brand with local needs, you set yourself up for expansion into regional markets with similar cultural touchpoints then later realize your global ambitions. There’s no universal formula for success, but the key is finding the perfect balance. My experience building businesses in Saudi Arabia has taught me that success comes from creating something that truly resonates with people where they are, all while thinking ambitiously. When you master this balance, you build a brand that is not only deeply connected to its local roots but also flexible and ready to thrive on the global stage. What strategies have you found most effective in balancing local relevance with global ambition? Share your thoughts in the comments! #business #global #local #growth #KSA #SaudiArabia

🌍 The Real Reason Your Team Isn’t Connecting Might Surprise You 🛑 You’ve built a diverse team. Communication seems clear. Everyone speaks the same language. So why do projects stall? Why does feedback get misread? Why do brilliant employees feel misunderstood? Because what you’re facing isn’t a language barrier—it’s a cultural one. 🤔 Here’s what that looks like in real life: ✳ A team member from a collectivist culture avoids challenging a group decision, even when they disagree. ✳ A manager from a direct feedback culture gets labeled “harsh.” ✳ An employee doesn’t speak up in meetings—not because they don’t have ideas, but because interrupting feels disrespectful in their culture. These aren't missteps—they’re misalignments. And they can quietly erode trust, engagement, and performance. 💡 So how do we fix it? Here are 5 ways to reduce misalignments and build stronger, more inclusive teams: 🧭 1. Train for Cultural Competence—Not Just Diversity Don’t stop at DEI 101. Offer immersive training that helps employees navigate different communication styles, values, and worldviews. 🗣 2. Clarify Team Norms Make the invisible visible. Talk about what “respectful communication” means across cultures. Set expectations before conflicts arise. 🛎 3. Slow Down Decision-Making Fast-paced environments often leave diverse perspectives unheard. Build in time to reflect, revisit, and invite global input. 🌍 4. Encourage Curiosity Over Judgment When something feels off, ask: Could this be cultural? This small shift creates room for empathy and deeper connection. 📊 5. Audit Systems for Cultural Bias Review how you evaluate performance, give feedback, and promote leadership. Are your systems inclusive, or unintentionally favoring one style? 🎯 Cultural differences shouldn’t divide your team—they should drive your innovation. If you’re ready to create a workplace where every team member can thrive, I’d love to help. 📅 Book a complimentary call and let’s talk about what cultural competence could look like in your organization. The link is on my profile. Because when we understand each other, we work better together. 💬 #CulturalCompetence #GlobalTeams #InclusiveLeadership #CrossCulturalCommunication #DEIStrategy