In a recent Seoul meeting with several former executives, I brought up a major Korean company’s move to Mobility. I mentioned that some I advise feel the OEM still needs to sell lots of cars and SUVs.
Expected a similar “need to focus on business” response, but instead and rather a surprise, the senior Korean paused, then with conviction pointed out “They always needed a farsighted goal — best if it seemed impossible!”
He then stopped to reflect for a moment, perhaps recalling past years dedicated as Company Man — before the conversation moved on.
Can-do Spirit
In my work as an advisor, I often share Korean core values, the norms and expectations to teams globally — those long associated with Korea would agree — a common drive to tackle the impossible with a can-do spirit.
Even those entering the ranks in Korea soon acculturate and embrace these values — seeing what the company has achieved over the past decades. That said, the values are intrinsic and acquired over time.
I find the global challenge is instilling what are intrinsic values to those outside Korea. More so, when someone is new to Korean business. I’ve learned it’s more art than science — and needing constant, ongoing, sharing, mentoring and coaching.
