I feel one of the key issues is that the interfaces that are created between the digital and blue-chip world are not working. There still is a disconnect between them and I feel we can now offer valid solutions to US and Indian organisations to better develop these interfaces by using design tools to help better collaborative behaviours emerge at work, in a more networked + connected environment. Is it worth pursuing the above?
Thanks for your question. We would love to hear more about your ideas, objectives, and stragety for entering the US market. Would you like to emails us to start the conversation on what you think you can bring to these companies in the US and how UKTI can help you achieve your goals?
Thanks for the reply.
Unfortunately, I am not notified when I get an email and would gladly start this conversation but will not when you have replied and vice versa. Here is my email so you can let me know when you have.
This is not about a strategy to enter the US yet but more about how can we take the short-termism and bottom-line approach that large cooperations take when working with digital. Both have a lot to learn form each other and they could transfer skills that help them both. So the question are there organistions in the US who would be interested?
I think I can bring a more central european approach that more encompassing of how organisations work and a perspective that is new. It is systemic in nature and not so mechanistic. What does that mean? It basically means we look at the organisation as something that is autopoetic and taking design approach help people in the organisation get what they really desire.
Very high level but hope you get the idea. How could UKIT help. How do I best targeting a few organisations first and see if people are interested.
What do you think?
It’s up to Indian management to change the way they do business. I’ve noticed a number of Indian companies that don’t train their international sales staff in cultural etiquette, stalling many large projects in the pipeline. Their sales groups may be commission based, if they’ve looked at how to increase performance in their sales staff, but most haven’t empowered their staff to make decisions on their own, provide solutions that are customer-centric, don’t incentivize them as individuals and as a team. US companies expect direct communication, a professional and streamlined sales process, and excellence service and quality products. I had a CEO in India tell me, "Why do I have to worry about one customer? If he leaves, fine. There are a billion of us here. We’ll get another one." Jugaad (by any means necessary) only works in India. Western companies coming here, trying to establish a presence, don’t understand this. Another issue is the Indian penchant to say "yes", when they actually don’t know whether they can do it, then try to learn on the fly using inexperienced staff. This can decimate a potentially long-term partnership with a client. An initial project doesn’t turn out well and the Indian service provider doesn’t provide the level of support a US company expects. US companies will respect you for saying, "no, that is not our core competency." This disconnect is something we face every day, explaining to providers in India how to work with Western companies.