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Videoscript for MEL - english for business

Tiếng Anh HP1 (Trường Đại học Kinh tế Thành phố Hồ Chí Minh)

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[Video 1.1.1] with a camera operator then together you’re

P = Presenter A = Arti N = Nick J = John making sure you're getting the right pictures
M = Melanie R = Ray on the ground. Back at base you're being
supported in ensuring that if you need pictures
P: The structure of an organisation is key from the library – from file if you like – then
to its success. It is important that individuals those are available to you in good time as well.
and teams understand their roles and And those conversations are ongoing all the
responsibilities within the organisation. time between you and the editor to make sure
Business leaders have to ensure that different you’re telling the story in the best possible
departments and operations coordinate and way.
work together. The principle of clear structure
applies to all companies – start-ups, small and P: The news bulletins are broadcast live.
medium enterprises as well as multinationals. J: My role as programme director is to
This company is one of the world’s leading lead the production team and to be
news organisations. It creates and distributes responsible for the technical and creative
news and information on television and digital execution of the programme. Teamwork is
platforms, 24 hours a day, 7 days a week. Its absolutely crucial in the build-up and during
teams operate all over the world. the programme. There is no real one role who
can do it by themselves, so we are very tightly
The newsroom is the hub of the operation. coordinated. My role as director is to be
Staff here are responsible for coordinating the conductor of that orchestra.
teams gathering news.
P: In a large organisation like this there
A: My name is Arti Lukha and I’m a news are a number of departments working behind
editor. My job involves news-gathering for a the scenes to ensure the company runs well.
major news organisation in Britain. I’m in Managing the staff is a key function.
charge of our daily news-gathering operations.
I am responsible for how we deploy our M: I’m Melanie Tansey and I’m the director
reporters, our producers, our cameras and our of human resources. So I’m responsible for
satellite trucks. running the human resources team, making
sure that we’re delivering on all our strategic
P: When Arti decides to follow a particular and operational priorities for the company.
news story, she gives a reporter the task of
covering it. The reporter is then in charge of P: The finance department is another
the team that produces a report on that story. important part of the organisation.

N: Hello, I’m Nick Thatcher and I’m one of R: I'm Ray Snelling and I’m the finance
the general news reporters here and I work to supervisor. I look after all of the billing for our
the main bulletins that go out throughout the customers and also collection of debts and
day. It’s all about teamwork. If you're working maintaining customer queries and making sure
our customers are happy. It’s important that

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we make sure the payments are coming in on We’re very busy at the moment … which is
time – it can impact on payments we are positive. I consider myself to be efficient and
making to our suppliers. So if we've got a lot of effective, I like to be well organised and focus
costs we’re incurring on a specific project, we on getting the job done – that’s what the
need to make sure we’re getting cash in to company pays me to do.
support that. So it can affect us quite a lot.
M: Morning, boys.
P: These are just some examples of the
J: Oh, Matt, hold up. I’ve got a hard copy
roles in some of the departments in the
of the prospectus that needs approving. It’s
company. There are many more such as
just a sample, but if you could let me know
marketing and support all working together to
that the layout’s basically OK …
ensure the organisation runs smoothly and
successfully. M: Sure, have to wait until later though,
Stefanie from the German office is coming in
this morning …
[Video 1.3.1]
J: Ah, Stefanie! I know her, she’s
M = Matt S = Stefanie J = James A = Alistair excellent.
M: Pro Manage a global company, A: She’s rude, if you ask me. Everything’s
providing project management training urgent with her; she’s always on the phone
qualifications. I’m Matt Farnham, head of UK demanding – never asks how you are or has
operations … based here in London. We’re in a human conversation.
the middle of launching some new online
project management courses … I’m the project M: That’s a bit alarming, she doesn’t sound
lead, but the team are in Germany, India, very much like a team player.
Japan, Mexico … it’s an international effort.
J: I get on fine with her. She’s just very
Pro Manage is a great place to work, great work focused, that’s all, but she gets results,
people. I suppose you’d describe me as the she’s a good person to have on your team.
boss, but I don’t like people to think of me that
way … I try to be quite open and flexible in the
way I do things. I’m pretty informal really … [Video 1.3.2]
S: I’m Stefanie Hatke and I run the Pro M = Matt S = Stefanie
Manage German office … based mainly in
M: Stefanie, hi, I’m Matt.
Cologne, but I also work from time to time in
Switzerland. We’re in the middle of a very S: Hello.
important product launch and as the main
M: Coffee?
technical expert, I’ve been asked to travel to
London to meet with the project lead. S: What?

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M: Can I get you a coffee? A: Told you.

S: Oh, no, thank you. Do you have power? J: Honestly, I wouldn’t worry about it, she
is a bit serious, but just needs time. She’s
M: Listen, why don’t you come with me? I
actually very nice, just very results-focused.
can show you the office and introduce you to a
few people. M: I was trying to be informal, friendly,
positive … you know, focus on relationships
S: But I’ve got everything ready to discuss
first. But Stefanie really didn’t seem very
…
comfortable at all. As it turns out, though, I
M: Yeah, but it’ll only take a few minutes … think she’s starting to understand how we do
do you know the design guys? things at the London office, she sent me an
email to say that she really enjoyed the visit.
S: No. Well, yes, a bit, I met James in
Germany. S: It was a bit unclear and confusing for
me at the beginning, I’m used to getting down
M: Great, well, let’s go and say hello. So … to work, not socialising in the office. But I do
first time in London? see that having strong relationships is a benefit
when working on a project like this … I’m
S: No, I was here several times.
planning on moving to London for three
M: Great. Good trip over? months, it will be good to get to know the
team better and know more about Matt’s way
S: Yes.
of working.
M: Great. Ah, here they are. Guys, this is
Stefanie. You’ve met before, right?
[Video 1.3.3]
J: Yes, in Cologne, Guten Tag , great to see
you again. C = Charlotte M = Matt S = Stefanie

S: Hi. M: Stefanie, hi. I’m Matt Farnham, Head of

UK Operations. I’m glad we could arrange this
A: I’m Alistair. Good to finally meet you in meeting.
person.
S: Yes, me too.
S: Ah, yes, hello Alistair. Excuse me.
M: OK, shall we make a start? You’ve only
M: No worries. got two hours – is that right?

J: How’s it going so far? S: Yes, that’s right.

M: Hard work, to be honest. She’s been M: OK well, let’s focus on getting up to

very quiet, a bit … serious. You need people date with the project, there are a few issues I’d
skills for a job like this. like to discuss.

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S: Very good. capable, but I’m not sure that she’s the right
person to take on a project like this … I need to
M: If we have some time at the end, I can
get to know her better as a person … We won’t
introduce you to a few of the team. I’ve
have a chance to meet again for at least a
prepared a short agenda, if that’s OK?
couple more months so, no, it’s not ideal really.
S: Ah, excellent.

M: Let’s start with India; as you can see,

[Video 1.3.4]
we might be about to run into a problem …
So, we’ve seen that people have very different
S: By when did you say? ways of managing first meetings. One is not
better than the other. In fact, both have
M: 24th of November …
advantages and disadvantages depending on
C: Sorry to interrupt. the situation. With the relationship style, you
can start to build trust; but it can look
M: No, that’s OK. unprofessional to be too friendly for too long.
C: Taxi’s waiting outside. With the work style, you can be more efficient
more quickly. But maybe you can look rude or
M: Thanks, Charlotte. OK, so we need to impolite to others.
leave it there. I’ll email you all those dates later
on and we can continue on the phone So, to handle first meetings is not easy. But
tomorrow. there are a few things you need to think about.

S: Thank you. Sorry to be in a rush like Firstly, know your own communication style;
this. know how you like to do things.

M: No, don’t worry … Secondly, understand the communication style

of the other person. You can do this in different
S: I need to organise another visit to meet ways. You could ask someone who knows the
everyone … maybe we could discuss that person in advance of the meeting, like Matt
tomorrow? did. Or, just observe carefully when you meet
the person – what they say, what they do.
M: Yes, let’s do that. Thanks for coming
and … have a safe trip! Finally, think about and decide on the best
communication style to have a positive impact
S: I will, thank you.
on the other person.
I very much enjoyed my trip to London, yes. I
had a very productive meeting with Matt. I
think that we’ll work well together. [Video 2.1.1]
M: She seemed fine, but I can’t say that I J = Jean-Christophe Babin S = Silvio Ursini
learnt anything about her. She’s clearly very P = Peter York

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J: To pave the way for growth we needed S: The most frustrating thing in this
to speak to a–, a broader and aspirational base project has been um the fact of uh finding so
of clients, which probably with jewellery would few locations that were appropriate. My
come much, much later, and so we have added strongest advice would be do something only if
products at a much lower price point as you you have something to say. If you see an
would ever dream for a piece of jewellery. opportunity to do something in novelty and
relevant, then that’s a–, you know, that’s a
S: At the end of the ’90s the company had
beautiful energy that will make it into a
jewellery, watches, accessories and fragrances.
success. If you sit cold-blooded and start
And then we–, we thought about uh how can
saying, ‘OK, let’s venture into this business,
we interact uh in a more intimate way with our
and what are we gonna do? Let’s copy the
customers. And uh this idea of doing a very
competitors,’ for me the customer ultimately
small collection of ultra-luxury hotels came
will read between the lines and–, and punish
about.
you.
I was in a taxi, and an artist who’s a friend of
mine gave me a call and said, ‘You have to see
this place,’ so I turned the taxi around and it [Video 2.3.1]
was love at first sight. The area used to be M = Matt D = Dan S = Stefanie P = Paula
monasteries and cloisters, and adjacent to our
garden is the Botanical Gardens in Milan, M: It’s a busy time, we’re right in the
which is a hidden gem in–, in the city. There middle of launching a new series of online
was a building which uh used to be a convent, project management courses … exciting, but
uh part of it uh very old, from the 1600s, part also very challenging … International projects
of it more recent from the 1970s, and uh we can complicate life in so many ways …
set about uh redesigning it, completely everyone working separately and in different
changing its image. time zones … for me, the number one priority
at this stage is to create a real team …
J: In London we have a 25-metres pool
that you would never expect uh from a hotel D: I’ve got October 12th, 24th and then
that small, so in that way uh you create, I November 8th, so if those are the dates that
mean, a sequence of unexpected experience you have …
which eventually will create uh a unique
S: One minute Dan, Matt has arrived.
emotional memory when you get out of it.
M: Hi, Dan.
P: There’s a lot of bad history about brand
extensions. If you over-extend your brand, you D: Hey there.
spread it thin, you go into areas where you’re
less credible. At the end, if you overdo it, your M: Not late, am I?
brand is devalued. I think the brands which are S: No …
most careful have the longest future.

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D: Not at all, we’re just running a bit are important, but I was actually an IT lead
ahead of time. over here in the past; I’ve delivered over a
hundred projects to the U.S. market and in
P: Hello! It’s Paula!
Mexico; and I’m telling you, our focus should
S: Hi Paula. absolutely be on quality. If you get the quality
wrong, you’ve got very unhappy customers.
M: Hi Paula, it’s Matt, we’ve got Dan and And we want happy customers.
Stefanie with us.
P: Mmm, a high standard of final product
P: Hi. Hi, everyone. is very important for us …
M: Excellent, everyone’s here. So this is our D: It’s key. Quality should be your number
first meeting as a team. As I’m sure that you all one priority.
have seen on email, most of the programming
work for the Mexico part of the project will be S: But I think that we have to focus on
handled by our U.S. IT department. We’re timeline and costs. We can evaluate the work
having a call with them next week so I thought later …
we could have a brief chat today to plan our
D: Sure, but they’re not the main thing …
priorities for that conversation. Dan is from the
US, and knows the people in IT, and is on the M: OK. Look, I think we can all agree that
call because I would like his advice. But, standards are important, but delivering on
Stefanie, do you want to start? Priorities for time is important too, budgets for projects are
you? very tight at the moment so …

S: OK. I’ve worked on similar online D: Quality is what wins customers, quality
projects to this in Germany, also working with is what will get their attention.
the US sometimes, I think that we need to be
M: … So, Stefanie, let’s take a look at your
careful about time and budget. These are the
proposed schedule and costing, and then we
top priorities; making sure that they respect
can discuss quality. Is that OK?
the schedule and don’t go over budget; we can
discuss other things as the work moves Right then, thanks everyone, we’ll all meet
forward. But we need the US to deliver on time again at the same time next week. Bye.
and on budget for Mexico.
P: Thank you.
P: That sounds like great advice. This
project is really exciting for Mexico as online S: I’m not sure, I’m really not sure.
learning is starting to become big here … I’ve
M: About what?
never worked with the US so I really think your
experience can help us, Stefanie. S: Dan. He’s just so arrogant. ‘Quality’,
‘quality’, ‘quality’. I’m not sure that I can work
D: Totally disagree. I respect your
with him.
experience, Stefanie, yes, budgets and timing

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M: Look, this is the first time you’ve talked. costs?

I’m sure you’ll find a way. Why don’t you just
S: Not exactly. It’s quality. And I know, I
try?
know, this was Dan’s big concern. He was right,
S: Could you manage the U.S. IT side of the quality isn’t good enough.
things? I’d prefer to work with Paula and the
M: Have you tried talking to him?
Mexico roll-out. I really like Paula.
S: I spend all my time with Mexico.
M: Well, hang on, let’s take some time to
think about this … M: Do you want me to set up a call?

S: Please.

[Video 2.3.2] M: OK. You need to be able to keep in

S = Stefanie M = Matt touch with Dan yourself, we’re all on the same
team, don’t be afraid to ask his advice where
S: But how can we be a team if we don’t you need it.
listen to each other? I’d be happier if I could
take Mexico and leave you to deal with Dan
and the US.
[Video 2.3.3]
M: Look, Dan’s a strong character … but I S = Stefanie M = Matt
know him pretty well and can handle him.
Maybe it would be better for you to just focus S: But how can we be a team if we don’t
on Mexico and let me worry about Dan. It’ll be listen to each other? I’d be happier if I could
easier if you work with Paula, the two of you take Mexico and leave you to deal with Dan
get on well. and the US.

S: We do. Thanks Matt, I just think that M: I’m not comfortable with that … I think
Dan and I are too different, you know, it’s important for you to work with Dan.
sometimes personalities just clash a bit.
S: We’re just so different.
M: OK, let’s do that … I’ll call Dan and
M: Yes, you are, but that’s why I think
explain.
you’ll make a strong team, you have different
S: Thanks, Matt. skills. C’mon … why don’t you try?

Oh, Matt, do you have a moment? S: … It’s just always all about him.

M: Sure, what’s up? M: Look, I agree that he sometimes

communicates a little … strongly. But he knows
S: I have a problem with the project. what he’s talking about … and it would be a
great opportunity for you to learn about the
M: What is it? Problems with schedule or
U.S. market … y’know, that could be career-

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changing for you … As you move up it’s skills. But it’s not always so easy to work with
important to show that you can manage people who are different from us. So what do
different kinds of people, different we need to do to make a diverse team really
personalities. Look, if you need any help, I’m work?
here to support you.
Firstly, we have to make an effort. When
S: OK. Sure. I’ll try. Stefanie worked with Dan in Option B, she
found it really challenging and she didn’t like
M: I think it’s the right decision. Let’s have
Dan’s communication style at the beginning.
another chat with him, I’ll organise a call.
She had to work really hard to build that
Stefanie! relationship. She needed to be patient and
make an effort, but in the end, she learnt a lot
S: Good morning. and the team did much better.
M: Just wanted to ask how things are with Secondly, people will need advice and support
Dan. when working in an international team with
different people – it can be really tough. So we
S: Hmm. It’s OK. I find it much easier
need to be there for others with support,
working with Paula, we get on really well
sometimes advice, sometimes just listening –
together. It’s a bit more difficult with Dan but,
either as a manager or as a colleague.
to be fair, I am learning from him.
And finally, if you’re giving colleagues advice
M: Oh yeah?
about dealing with other people, you can
S: Yeah, we did end up having some issues advise them to be safe – to just work with
with quality control. There are some delays. people like them – as Matt allowed Stefanie to
do in Option A – it’s easier in a way. My own
M: Ah.
advice would be to encourage people to think
S: Yes, as Dan said … but he’s really on top positively about diversity, and try to engage
of it, and with the two of us working together with different types of people – it’s more
… we’ll be fine, I’m sure. challenging, but may be a better learning
experience and may be better for teamwork.
M: Great, let me know if you need
anything from me.

S: Will do. [Video 3.1.1]

P = Presenter JC = James Caan
S = Simon Dolan E = Esther
[Video 2.3.4] J = John Lees I = Interviewer
Successful teamwork depends on many things: P: The job market is very competitive.
a clear task, competent people, enough People who want to progress their career need
resource, and different people with different to stand out from the crowd. Usually, the first

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thing a potential employer sees is a CV or a S: I don’t really care about the fact that
résumé. This is the jobseeker’s opportunity to you enjoy socialising with your friends, you go
advertise experience and skills, and also to to the gym. What I care about is how you’re
show an employer their character or going to help me run my business better.
personality. So, what do the experts say about
P: Expressing personality is a key to
writing the perfect CV or résumé?
getting employed. Companies look for so-
This is Esther. She is a nineteen-year-old called soft skills like commitment, flexibility
student. She is applying for internships to gain and imagination, as well as hard skills like
experience in the business world. knowledge and diplomas.

James Caan is an entrepreneur who founded Next stop for Esther is a careers coach who can
a successful recruitment business. He has help her get that kind of soft information
agreed to help Esther. across. John Lees has read thousands of CVs
and résumés and knows all the mistakes.
JC: I think one of the biggest problems, I
think when you’re young, is that everybody L: I saw a CV where the candidate listed
says ‘But you’ve got no experience, how do under interests, ‘I enjoy eating pizza’. It’s not
you add any value?’ I think what you’ve got to impressive. P: The next challenge is how to
be able to do is present yourself as somebody stand out from the competition.
who can walk in and make a difference now.
L: Graduate CVs make the same mistakes
P: But James doesn’t think that Esther is over and over again. They use clichéd
selling herself well with her CV. Esther needs to language. So everyone says ‘I’m a team player’,
sort out her CV. Simon Dolan is a very straight- ‘I’m a self-starter’, ‘I’m highly motivated’. And if
talking entrepreneur. Esther goes straight to you use the same language as everyone else,
Simon’s office. The first thing Simon notices on all that shows is that you are exactly the same
Esther’s résumé is a spelling mistake. as every other candidate.

S: What’s the main thing that strikes you P: Esther has taken all the advice and
on here? So, if we’ve got ... this second line presents her reworked CV back to Simon.
down, have a look there. That word. What is it?
E: I would very much appreciate the
E: Intermediate. opportunity of an interview to find out more
about the role and to demonstrate how I
S: If you can’t spell that right, what hope
believe I could be of value to your company.
have I got employing you and expecting you to
get your first few emails and go through the S: Perfect. That’s better than 99.9 percent
door to a client? of the CVs that we get in. You would definitely,
definitely, definitely get an interview, here or
P: The next key point is staying focused in
anywhere. Really good job.
what you say on the CV or résumé.
P: Two weeks later Esther’s new CV has

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already had an effect. She has an interview for P: Mexico, of course … I came all the way
an internship. It has gone well. …

I: I thought Esther came across as very J: How long are you here for?
well prepared for the role and I’ll certainly be
P: … just to bring you these! I’m just here
recommending her to my partners for a second
for the week, but I have to see Matt now and
interview here.
I’m already late. Let’s catch up later, bye …
P: Getting a job is a job in itself. You’ve Good morning!
just got to get out there and make it happen.
M: Good morning, how are you?

P: I’m good thanks.

[Video 3.3.1]
M: How was the flight?
P = Paula M = Matt A = Alistair J = James
P: Long, but good. And I’m excited to be
P: I flew into London from Mexico City here in London.
yesterday. The first thing in my diary is to meet
with Matt, who wants to go over the Mexico M: Excellent, come on, let’s go and get a
launch of our new online courses. coffee and catch up.

Matt sounded a little tense when we spoke on

the phone, but British people always sound
[Video 3.3.2]
tense! I’ll tell him exactly what I feel about how
things are going – I can focus on results when I M = Matt P = Paula
need to, but we Latin Americans like to always
M: I wanted to talk to you this morning
express our feelings first. You need to be
about the online courses launch. Obviously you
honest in life, don’t you?
know how important it is.
M: I bumped into Paula’s old line manager
P: Of course. We’re working really hard
at an international event recently and quite
every day to make sure that it’s a success in
frankly I have some concerns. Paula’s over in
Mexico. And everywhere else too.
the UK this week so I’ve asked her to come in
and see me. He mentioned issues raised M: I know. How about timing? Do you
around Paula’s ability to meet targets and think you’re going to have everything ready by
perform as part of a team … I’m a little worried the deadline?
about it so I need to understand what’s gone
P: Yes. Everything’s fine.
wrong … If I need to replace her, I need to do it
soon. M: Confident about that?

P: Hi! P: Yes. Where’s this coming from?

A: Paula! Where did you come from? M: After you. I recently bumped into Julio

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Gonzales, and he mentioned something about M: Confident about that?

deadlines on your last project. Is there P: Yes. Where’s this coming from?
anything I need to be concerned about?
M: After you. I recently bumped into Julio
P: Oh, not this again. Julio’s incompetent. Gonzales, and he mentioned something about
Totally incompetent. And he likes to blame deadlines on your last project. Is there
other people for his mistakes. anything I need to be concerned about?

M: But … Do you want milk?… It is true P: Oh not this again. Julio’s incompetent.
that you missed all of your deadlines last Totally incompetent. And he likes to blame
quarter, isn’t it? other people for his mistakes.

P: That wasn’t my fault. I wanted to take M: OK, why don’t you tell me a bit more?
extra time to make sure we weren’t rushing a You say he’s incompetent. How would you
complicated project. Julio didn’t want to listen describe a competent manager?
to me. Everything got delayed and so we
P: Well, a good manager should support
missed the target, yes.
their team and listen to their team. If someone
M: Right. So you had a disagreement with thinks that something should be done
your manager and held up the project? differently, maybe they’re right.

P: Er … no, that’s not what I said. And I M: OK … Do you want milk? … So it’s
don’t see what it’s got to do with the online important for you, as a team member, to be
launch in Mexico. involved in decision-making, right?

P: Yes, of course. We missed those

deadlines because I wanted to take extra time
[Video 3.3.3] to make sure we weren’t rushing a complicated
M = Matt P = Paula project, and Julio didn’t want to listen to me,
so everything got held up.
M: I wanted to talk to you this morning
about the online courses launch. Obviously you M: Why? Why did you have concerns
know how important it is. about the project being rushed?

P: Of course. We’re working really hard P: There were too many things that all had
every day to make sure that it’s a success in to happen at the same time, it was just moving
Mexico. And everywhere else too. too quickly. It was obvious that we were going
to miss things.
M: I know. How about timing? Do you
think you’re going to have everything ready by M: What do you mean by ‘too many
the deadline? things’? Do you think you might have managed
a bit better if there had been greater planning
P: Yes. Everything’s fine.
or more support, for example?

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P: Probably. It was just too much at the Another point to make is that it’s very useful to
time. summarise and to check our understanding
before moving on, like Matt did in Option B
M: OK, that’s useful to think about. I’m
when he said, ‘So it’s important for you, as a
sure we’ll make a success of this project … you
team member, to be involved in decision-
know I like to involve the team in decision-
making, right?’
making, so I’m trusting you to let me know if
there’s anything we need to change or do And finally, be open. Truly listen to what the
differently for Mexico. Thanks for the chat. I other person is saying. If we only focus on
think it was important to talk this through. what we want to talk about, we might miss
something important.
P: No problem. I think it’s good that we
can talk like this and, yes, I’ll let you know my
thoughts on how things are progressing in
Mexico.

[Video 3.3.4]
Listening actively isn’t easy. We often focus too
much on facts and potentially miss key
information that’s being communicated about
feelings. On the other hand, if we focus too
much on listening for feelings, we might miss
important facts.

There are a number of things we can do to

become more effective listeners.

Firstly, we can listen carefully to identify those

key words in a sentence which can give us
more information about how someone is
feeling and what’s important for them. So
when Paula was talking to Matt she used
words like incompetent and rushing and said
they were trying to do too many things.

Following on from that, once we’ve identified

these key words, we can try to understand
what the person really feels by asking clarifying
questions, such as ‘Why do you say “too many
things”?’

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[Video 4.1.1] well established around the world, especially in

P = Presenter J = Joel Hills I = Irene Rosenfeld emerging markets.

P: When business leaders develop J: There was clearly an attraction of

strategies to tackle problems, they often have having an even larger portfolio of
to take risks. Nobody can predict the future, internationally recognised brands that they
but businesses do have to anticipate it and could seek to take into different markets. So
make judgements. The Kraft Heinz company inevitably attracting a bigger international
based in the US is a major player in the food audience was part of Kraft’s interest in
industry. Over 90 years, Kraft built up a Cadbury’s.
portfolio of well-known food brands including P: Kraft took a gamble that combining the
confectionary, biscuits, snacks and dairy operations of two established companies
products. In the first decade of the 21st would be successful and solve another one of
century, Kraft’s performance was poor. Markets its problems.
lacked confidence in the company’s growth
prospects. Its profits were disappointing. J: Kraft’s primary interest in Cadbury was
Kraft’s products were less appealing to a new it enabled it to – because it became a bigger
generation of consumers. company – essentially cut costs. Where there
was overlap between the two companies it
J: It was seeing demand for the processed found a way of saving money and increasing
food and drinks that it manufactured from therefore the profit margin that it was able to
Dairylea all the way to Oreo biscuits decline. get from each one of its products.
And that the profit margin – the amount of
money it was making for every unit of sales – P: The second stage of the strategic
had been squeezed almost to the thinness of a solution was a merger. Kraft merged with
piece of paper. another food giant – Heinz – and became the
Kraft Heinz company. The merger created the
P: This was only the first of Kraft’s world’s fifth-largest food company. As with the
problems. The second issue that Kraft had to Cadbury deal there was an opportunity to cut
tackle was that it relied too heavily on its home costs. There were other potential advantages
U.S. market. That meant it was missing which helped to solve Kraft’s problems. Heinz
opportunities in fast-growing emerging was considered more innovative in its
markets around the world. The company’s development of new product lines that met
third problem was that its costs were too high. changing consumer preference.
That meant it was not making enough profits
on its sales. Kraft's management came up with The immediate results were positive. The Kraft
a bold plan to tackle these issues. It started Heinz company’s share price rose seventeen
with a takeover bid for the chocolate maker percent on news of the merger. The combined
Cadbury. Cadbury had a 200-year history of company has been successful in cutting costs.
making chocolate in the UK. Its products were
Looking at the Kraft story it is clear the

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solutions involved considerable risks. J: Knock, knock … are you not answering
Takeovers and mergers do not always work. your phone today?
Irene Rosenfeld was Kraft’s chief executive. She
M: Jack. Sorry. Was that you a few minutes
was responsible for the company’s strategy.
ago?
I: I think there were a number of folk that
J: You look a bit tired mate, what’s up?
were questioning our acquisition of Cadbury.
Having fun with the new markets project?
We said it was going to be important to us to
expand our portfolio, to expand our footprint, M: No. I mean yes. Overall, so far so good.
particularly in developing markets. And it’s I’ve just got loads of work and I’m getting more
played out that way. We’re very much on track and more concerned about what’s going on in
with the integration. It’s enabled us to Japan.
outperform our peers around the world.
J: What do you mean, ‘concerned’? Isn’t
P: For Kraft Heinz it seems that the risks Kenji here at the moment?
paid off. But finding solutions to large
corporate problems is not straightforward and M: They’re running about three weeks
taking risks can lead to business failures as well behind schedule, and I just don’t see how
as successes. we’re going to make up the time.

J: Three weeks is not a concern, it’s a

disaster. What’s going on?
[Video 4.3.1]
M: Well, hold on. It’s complex. Kenji
K = Kenji A = Alistair M = Matt J = Jack
doesn’t have a great deal of experience,
A: Good morning. Stefanie is busy with Mexico, so no time for
Japan and, yeah, we’re behind.
K: Good morning, how are you?
J: Three weeks behind.
A: Yeah, fine thanks, you alright?
M: I’m going to talk to Kenji about it later.
M: Life is very busy at the moment. There’s
just so much to do and coordinate. Here, J: I suggest you go over there and have
Germany, Mexico, Japan. I spend half my time some strong words sooner rather than later.
on the phone these days, dealing with the Tell him that he needs to perform or he’s out. A
project … it’s like my workload just doubled bit of straight talking wouldn’t do any harm.
overnight. Plus, as project lead, I have to host
M: I know, I know. But it’s Japan, you can’t
the regional managers when they come to
do ‘straight talking’ or you’ll offend everyone.
London. We had Paula in from Mexico recently
and now Kenji’s over from Japan … it must be
tough on Paula and Kenji, they’re completely
new to international projects.

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J: Matt, you can’t stereotype like that. M: I don’t agree at all. We discussed
Kenji’s a professional. You need to tell him to resources in detail at the start of the project
his face what you expect and when you expect and it’s very late in the day to be having this
it. kind of discussion. I’ve had a word with
Stefanie and I’m going to send her over to
M: Look, you may be right … but the guy’s
Tokyo for a couple of weeks. I think that you
trying. Shouting at him isn’t my style; I think I’d
could benefit from her experience. If we don’t
prefer to take a more gentle approach.
resolve this now, we are risking the whole
J: Yeah, but being gentle often gets you project.
nowhere. If you don’t fix this soon, you’re
K: OK.
going to have senior management
complaining. Anyhow, it’s your call … you know M: Right. Stefanie has been briefed and
what I would do. she will talk to you about this tomorrow and
make arrangements.

K: OK. And thank you … see you later.

[Video 4.3.2]
M = Matt K = Kenji J = Jack J: Hey.

M: Kenji, I need to have word. M: Oh, hi, how’re things?

K: Yes? J: I was thinking about you, how did that

Japan business go?
M: I’ll come directly to the point as we
need to find a solution. I’ve been going over M: It wasn’t easy. I took your advice and
our schedules this morning and the Japan side was pretty tough on Kenji.
of this project is running more than three J: Tough guy. And?
weeks late. It’s a major delay, I’m not happy
about it. M: He was pretty quiet, actually, didn’t say
much. I sent Stefanie over there last week and
K: Aha, OK, I understand it is not ideal but I’ve spoken to him since then, he seems very
I am working very hard to put things right. It’s grateful, said it was strong feedback but that
not necessary to worry. he’d learnt from it. He said that he’d try to be
M: I do worry Kenji and, no, it’s not simply more open about issues, going forward.
‘not ideal’, it’s a serious problem. As I’m sure J: Good stuff. What did I tell you?
you’ve seen since you’ve been over here, we
have a lot of resources dedicated to Japan. If
you delay, there’s a planning impact here.
[Video 4.3.3]
K: OK, I understand your concern, but we M = Matt K = Kenji J = Jack
don’t have all the required resources in Japan.

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M: Morning Kenji, how are you doing? couple of weeks? I’m sure that we can get
How’s the family? things back on track.

K: Very well, thank you. K: OK, I’ll call her. Thanks for the support,
Matt, I appreciate it.
M: Listen, Kenji, have you got a few
minutes for a quick chat? J: Hey.

K: Certainly. M: Oh, hi, how’s things?

M: I know that you’re very busy, and I hear J: I was thinking about you, how did that
that things are going very well in some areas, Japan business go?
but I think it’s good to update on the project.
M: Good. I tried to keep things positive.
It’s a very demanding situation for you and
there’s a slight delay on your part of the J: Oh yeah? How did that go?
project, right? Just over three weeks.
M: Slowly. Kenji was supposed to
K: Yes. We are struggling a bit with coordinate with Stefanie, but didn’t. I had to
resources. There are some other projects that pick up the phone and ask – very nicely again –
management in Japan wants to take priority, if he could just please call Stefanie.
it’s difficult to balance.
J: And?
M: I understand. Look, how do we go
forward to get back on track. Any ideas? M: He did. She’s there. It’s going well, I
think we’re back on track, team spirit is high.
K: Er … I think we can manage.
J: You’re too nice. You know, Kenji’s lucky
M: I’d like to help. Is there any further I’m not managing the project.
support from our side which can help?

K: Maybe Stefanie, is she available? Her

expertise would be very helpful, but I [Video 4.3.4]
understand that she’s in Mexico? It’s important to be aware that people
communicate differently depending on their
M: Not a problem, I can ask her to travel to
culture, as well as their personality.
Japan for when you get back, stay for a week
or so until things are back on track? Would So firstly, be aware that a direct style can be
next Friday be good for her to visit? useful and effective. It makes things clear – it’s
honest and fast, and some people actually like
K: Yes, that would be good.
it. So we see Matt in the first video, partly on
M: Excellent, so we are in agreement. In the advice of Jack, say very clearly that he’s not
fact, why don’t you call Stefanie and arrange happy and what needs to happen, and he gets
for her to go over, and we can talk again in a Kenji to understand the situation quickly; that’s

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useful for the team. But, we all know, a direct AL: My role is to make sure that the
style can be dangerous. It can close down fulfilment centres and the thousands of people
conversation; it can even cause conflict. we employ in the UK are busy making sure that
our orders are delivered on time.
Indirect communication can also work; it’s
more polite for some, but it can take longer to P: Allen Lyall is Amazon’s Vice President of
be effective. So, in Option B, Matt asks Kenji to European Operations. He explains the scale of
take the next steps to call Stefanie. However, the work that the warehouse is capable of.
Matt has to step in again later and make the
AL: We dispatched on our busiest day 2.1
call himself
million items. There was a truck leaving this
as Kenji was slow to do it. So in the end, the building, one every two minutes thirty seconds
same result is achieved as Option A, but with last year. There was a thousand one hundred
the indirect style, but Matt possibly has a tonnes of equipment on that peak day.
happier team without any conflict.
P: The orders then have to be packed. This
In the end you have to decide. Choose the stage in the process is still done by hand. Good
style which best fits the situation, and not packaging is essential to prevent goods getting
simply the style you prefer. damaged in transit. With the orders packed
they are ready to leave the warehouse and
begin the next stage in the process – delivery
[Video 5.1.1] to the customer. Delivery can be undertaken by
the postal service or by courier companies.
P = Presenter AL = Allen Lyall
Frequently, customers are able to track the
JR = Jukka Rosenberg JM = Jim McAuslan
progress of their package online. Consumers
P: Online shopping is now a major part of enjoy the convenience of having goods
the retail sector. It’s convenient and often delivered to their homes. But of course
cheaper than buying in traditional stores. E- customers are not always at home to receive
commerce operators have invested heavily in their package. One solution is to use these.
their logistics systems so that consumers They are called collection lockers. Packages can
receive a quick and efficient service. An online be left inside and the customer can pick them
shopper only has to make a couple of clicks on up at any time by entering a PIN number. The
a website. It is so easy. But behind the scenes, logistics that
retailers rely on complex logistics operations to e-commerce relies upon are developing all the
fulfil orders. Systems have to handle millions of time. In the future we may see some changes
orders efficiently. Many of the operations in in the way our online shopping is delivered.
Amazon’s giant warehouse are automated. This robot has been designed to deliver
Each order is placed in a separate yellow packages. Customers can arrange to collect
container. The containers are tracked with their their goods from the robot via a mobile app.
own barcodes. It is a complex operation. Some companies are also considering using
drones to transport goods to customers. This

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drone is being developed by the postal service M: No, IT downstairs. Trying to get some
in Finland. Jukka Rosenberg is the Project understanding of an email I received from Raj
Director. this morning. Of course, they were very happy
to point out that if it was their responsibility in
JK: This is part of the testing of new
house, and not ‘my expensive external
technologies in our parcel delivery and post
provider’, there wouldn’t be any of these
deliveries and this could be an opportunity
issues. They told me to cancel the contract
which we are now testing.
with Raj and let them handle the project.
P: Amazon says that in the future,
S: They may be right.
customers could order goods and they would
be delivered by drone in as little as thirty M: I know they’re right. But it’s still not
minutes. However, are all these changes really very helpful.
for the better? There are concerns about the
S: But I thought you discussed this with
widespread use of drones. For example, will
Raj last week.
they create congestion in the sky? Airline pilots
are worried about the safety issues raised by M: I did. We had, what was it, a three-hour
drones. Jim McAuslan is a spokesperson for conference call? Look, I know they have their
commercial pilots. issues, Raj is under a lot of pressure over there
in India, but he made promises about where
JM: There is an issue about the safety of
we’d be by now. And then he suddenly went
their operation. But our bigger concern is
very quiet … and then I get an email this
where this technology is going for the future.
morning that there are these issues, and they
We’re not against the technology but we want
need more time … more money … You know,
it to be properly regulated.
maybe it’s cultural, Raj didn’t feel that he could
P: As drone technology develops, issues say no to me in the first meeting, when I asked
like safety and congestion will need to be him if he could solve things.
balanced against the convenience of delivery
S: People love to go on about cultural
by air. It is a discussion that is certain to
differences but it’s too simple, just
continue.
stereotyping. To be honest, I think it’s you. I
think you’re too soft on Raj. If the platform is
not ready, and the project is going over
[Video 5.3.1] budget, you need to put some pressure on
S = Stefanie M = Matt him. He needs to make us his number one
priority. Call his manager.
S: Another day in paradise?
M: I don’t know … bringing in management
M: We’re going round in circles here.
… it changes the atmosphere. I don’t want to
Unbelievable.
make it more difficult to work with Raj.
S: Been talking to Raj?

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S: It’s a waste of time, Matt. You need to additional work on the project. What you’re
get tough. We’re the customer here. Demand billing us is unacceptable … these costs are just
some action. out of control.

M: Raj is pretty sensitive; he might not R: But not all the technical problems that
react too well to that kind of thing. Look, I have we have were discussed at the beginning, this
a call with him later, I’ll try and negotiate some is a lot of extra work for us.
kind of solution on the pricing at least. Costs
M: Look, this is how it is: we have a
are getting out of control. What?
contract, we’re not going to accept an open
S: Nothing … budget. If that’s a problem for you, then we
need to involve your management. You have to
bear the costs, all these delays aren’t our
[Video 5.3.2] problem, we shouldn’t pay for them.

R = Raj M = Matt S = Stefanie R: Erm. OK. Look, let me have a look at

the numbers.
R: Hello?
M: OK, fine. Send me something by this
M: Raj, it’s Matt Farnham.
evening.
R: Hi, Matt. Good to hear your voice. How
R: OK.
are you?
M: Right, I have to go to a meeting, I’ll talk
M: Not great actually, Raj. I got your email
to you tomorrow.
this morning, it wasn’t exactly what I wanted
to read. There are now really significant R: OK.
problems with increased cost and no clear
timeline to sort out the technical problems. We S: Hello.
can’t run the project like this. Things have to M: Hi.
change.
S: Did you speak to Raj?
R: OK, I’m surprised to hear this. You
know we’re talking about a complex project M: Yes, we had a chat yesterday. Wasn’t
and we have many other contracts happening easy at first. But he was pretty open in the end,
over here. and we had a very direct conversation. I had a
chat to his manager as well.
M: Raj, you need to deal with these issues.
There’s a risk we have to delay the pilot to S: And?
customers … that means we might even lose
customers. And my management is going to
complain about these costs. Basically, what I
need is for you to cover the extra costs for

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M: No extra costs on the project … so the very hard to deliver, but as we talked about a
money is back under control … we’ve agreed to week or so ago, all these delays are creating
have a phone call every day, just to track and financial and commercial issues for us … first
manage the fixes. We should be OK in about there’s the cost, all this extra work, and also
a week. there’s going to be a problem for our
customers.
S: Good.
R: You mean being late with the pilot
M: It is good, yes, but I still had to go over
phase?
Raj’s head and talk to his manger … he doesn’t
seem very happy about it. M: Exactly. Now I want to work with you to
resolve this, I don't want to be the bad guy, but
S: It’s not about making people happy,
I think we need to negotiate on your fees. This
there’s a job to do.
is really down to you, not us, so I think it is
M: That’s one way of looking at it, but he’s reasonable to ask to split the costs, we’ll take
told me he’s struggling with a young family and 10 percent, OK?
all these problems are a bit demotivating. And
R: I don’t think it’s fair to blame us in this
if he gets demotivated and decides to walk off
way, your team changed some of the
the project, we’ll have a major, major problem
requirements, added things, that meant more
on our hands. To be honest, I’m a bit worried
work, more people from our side …
that he’s going to walk.
M: OK. Could I suggest something? What
about, if we help from our side and give you
[Video 5.3.3] one of our IT guys, and then you should have
everything that you need to clear this up
R = Raj M = Matt S = Stefanie
quickly.
R: Hello?
R: OK. With an extra resource from you,
M: Raj, it’s Matt Farnham. that would be a good solution, I can agree to
that.
R: Hi, Matt. Good to hear your voice. How
are you? M: Good stuff. I’ll give you another call
tomorrow.
M: I’m good thanks but, to be honest,
we’ve got some difficult issues to discuss, Raj, R: OK, talk to you tomorrow.
this project is really challenging for everyone at
M: Have a good one.
the moment.
S: Hi. Did you speak to Raj?
R: Yes, it’s a real headache.
M: Yes. We spoke yesterday.
M: But I want to work with you to resolve
things. Now, I appreciate that you’re working S: And?

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M: Good, I think. He’s very cooperative. I An alternative to the demanding style is to use
agreed to take 10 percent of the extra costs … a supportive approach – external partners can
so that should bring the money back under respond very positively to this; they support
control … I also suggested we send someone the solutions and they remain very motivated.
from IT here to work on this. There’s a young But, you may need to invest time and money
guy down there, Mike I think it is, seems keen. to achieve an outcome that is acceptable for
He could also help track things a bit in case this everyone. Matt found this in Option B – he
happens again … reached an agreement with Raj, but to do this
he had to provide extra money and resources.
S: That makes sense.
When communicating internationally, be
M: We need to work with these guys, keep
flexible, and choose the style that best fits the
them on our side. You know, we need to think
situation.
about the big picture … there are more
countries on the horizon, and my boss is
already talking to Raj’s boss about the next
contract, so … [Video 6.1.1]
The phone is really, really you know core
S: Good thinking. element of our everyday life, but on the other
M: You see, I’m not just a pretty face … hand we don't know anything about it. We
Anyway, let’s see. I want to keep things positive didn't start as a company, we started as a
at this stage. The only thing I have to do now is campaign and the campaign question was how
convince my boss about the extra costs on our can we give visibility to er the situation in
side … not going to be easy. Eastern Congo?

Millions of people died in, in, in wars related to

the mining of these minerals we use in, in our
[Video 5.3.4] mobile devices. So what we thought is, and
There are a number of learning points in these you know with my background as a designer, is
videos about collaborating with people outside that you know what, why don't we make a
of your team. device, make a phone?

Firstly, in professional life, it’s important to be We've been announced the, the fastest
demanding sometimes with external partners, growing start-up, tech start-up of Europe by
to get to a result which is good for your team The Next Web, which says something about
and your organisation. In Option A Matt the, the speed in which we grew. We grew
communicates powerfully to get Raj’s company from two people to over forty people in two
to pay extra costs. A good result financially. But and a ha, two years. Uh we made, in the first
demanding has risks. Raj is demotivated and one and a half years of our existence, we made
might leave the project. a turnover of sixteen million euros. First
actually was through crowdfundings, and then

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in three weeks more than 10,000 people being part of the economic system and a
bought the phone. So we had over three and a market mechanism, we are able to actually,
half million euros on the bank account, we you know, put those idea, idealist kind of
didn't know how to make a phone, you can values into the core of what moves the world.
imagine me lying in bed at night crying and my So we're not in it to become, you know, the
wife, you know, going at me like, 'Bas, come biggest phone company in the world, but by
on! You can do it, you, you started this so you doing what we do we show that there's
have to, you really have to go for it now,’ – it's a market, we grow demand and if the demand
a success. grows the market will follow – that's the way
the world works, right?
All components are actually uh, built up as
modules, and people can actually exchange
those modules, repair those modules
themselves. We work with mines, local mines, [Video 6.3.1]
in Eastern Congo and where we get our tin, our P = Paula M = Matt
tantalum, from, so we contribute to the actual
P: I think I’m quite good at influencing
economic situation in the Congo instead of,
people. I’m usually able to make a strong
you know, avoiding the country which a lot of
argument, backed with good reasoning. We
companies are doing. If you produce phones,
have some potential buyers from a Mexican
you produce waste, right? And by doing that,
chain of business schools coming to London
you know, by making a Fairphone you're
this week.
already kind of in the paradox. So what we said
is we want to take back phones as well to M: When will they be here?
source minerals. So we've collected over
60,000 phones in the, you know, in the Ghana P: About twenty minutes. … They want to
and we er, we, we got them back to er, Belg, to look at partnering with online training and
a Belgian refinery to, you know, to take back to, education providers from the UK and I’ll be
the minerals to be used in the supply chain pitching … I expect to get what I want, I haven’t
again. I might call myself an idealist but I also failed yet!
know, you know, that the world works in a M: Remember not to be too pushy … go
certain way and you have to, you know easy on them.
business is, is an important mechanism to
actually create change, um you know that's P: Stop worrying! I’ve thought of
why we set up Fairphone –that's why we everything, really. Remember we’ve designed
started a company instead of, you know, doing this just for them.
art projects for example. And um, you know a
M: I know, I know … but Pedro likes to be
fellow er designer of me, er of mine has, has
involved in decision-making, he’s quite
once said, you know, we're all hippies with
a collaborative guy and likes to give input.
business plans. The mechanism we use to
change things is a commercial model, and by P: I’m sure it’ll be fine.

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are in practice, this year is …

[Video 6.3.2] Pa: Sure, but that’s why there’s provision

Pa = Paula M = Matt S = Susan Pe = Pedro for us to support the platform, it’s not all just
left to you …
Pa: So that brings me to the end of the
presentation. I’m sure that you’ve been able to Pe: Yes I understood that in your pitch, but
see the many, many benefits that partnering …
with us and introducing our online courses will Pa: And you just won’t find a better price
bring to your business schools. I’m sure that anywhere on the market. Not for something
you’ll agree that our courses are among the like this, nothing more competitive exists.
best currently available in the global
marketplace. Their success and quality are Pe: OK. Well, I think Susan and I have a lot
demonstrated by the fact that a number of to think about. I think we can have a discussion
other business schools and universities in over the next few weeks … and we’ll get back
other countries already use them. to you.

M: Well, I’m sure we’d love to hear your

thoughts.

S: Yes, I’m really impressed. I like the

approach, it feels very new … I can see how it
would fit very well in our business schools.

Pe: Hmmm … I’m not sure, I think that

there are a lot of technical matters to think
about. Who will manage it? How long will the
platform take to integrate? We’re already quite
busy for the rest of this year at least … there’s
also money to think about … it’s the same
story with our budget.

Pa: I totally understand your concern. We

put together this proposal just for you, so this
doesn’t relate to anyone else’s institution – just
yours. We’ve done an analysis of your business
schools and we’re aware of the challenges that
you mention, but that’s why we’re so confident
that it will be a great success …

Pe: Maybe, but there’s a difference

between analysing on paper and how things

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[Video 6.3.3] that we’ll also fully manage implementation …

Pa = Paula M = Matt S = Susan Pe = Pedro and support it. And of course we’ll make sure
that any disturbances will be kept to an
Pa: So that brings me to the end of the absolute minimum. Would that be a good
presentation. I’m sure that you’ve been able to solution for you?
see
Pe: That sounds fine, but there’s also cost
the many, many benefits that partnering with … I just don’t think it’s going to work
us and introducing our online courses will bring financially.
to your business schools. I’m sure that you’ll
agree that our courses are among the best Pa: Can I ask why you don’t think the
currently available in the global marketplace. finances will work out?
Their success and quality are demonstrated by Pe: Cash flow. Cash flow and the fact that
the fact that a number of other business we allocate budget a couple of years ahead …
schools and universities in other countries most of what we have over the next year is
already use them. already assigned.
M: Well, I’m sure we’d love to hear your Pa: I understand. That doesn’t have to be
thoughts … a problem. We would be able to plan and test
S: Yes, I’m really impressed. I like the now, but set the launch for next year and
approach, it feels very new … I can see how it spread the cost. So you could go ahead now,
would fit very well in our business schools. but put it into next year’s budget and we could
probably agree quarterly payments. How does
Pe: Hmmm … I’m not sure, I think that that sound?
there are a lot of technical matters to think
about. Who will manage it? How long will the Pe: Well that makes a big difference. If we
platform take to integrate? We’re already quite could agree to those conditions … I think we
busy for the rest of this year at least … there’s would be happy to go ahead.
also money to think about … it’s the same S: Let’s do it.
story with our budget.
Pa: Great!
Pa: Pedro? Sorry, the most important thing
for you is not to have to spend a lot of time Pe: Thanks for being so flexible, Paula.
integrating the platform and managing the
M: Right, let’s take you both to lunch.
implementation?
[Video 6.3.4]
Pe: Yes.
When we’re just being ourselves, we often try
Pa: OK, well we can help with that. We can to influence people using our own natural
take on the work of looking at your set-up and style, and this potentially limits our success.
creating an implementation plan. On top of We saw this with Paula in Option A – her ‘push’

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style seemed to suit Susan, but it wasn’t interact at work is different.

working on Pedro. He felt frustrated in the end
One of the first things that someone in a new
and Paula wasn’t able to close the deal. In
job overseas has to encounter is interacting
Option B, she adapts to a ‘pull’ approach and
with co-workers. In different cultures, different
asks Pedro questions to find out more about
standards apply.
his needs, while still guiding the conversation
to a positive result. E: When you are in Germany people are a
bit more reserved to begin with. Once you’ve
Both ‘push’ and ‘pull’ are valid and positive
broken the ice and got to know them, they will
approaches. But they each have advantages
be your friends for life, if they make friends
and disadvantages depending on the situation.
with you. But initially they are a bit more
Overall, we have a better chance of reserved, so don’t be put off by that.
communicating successfully if we understand
P: The workplace culture in Brazil is quite
the needs and preferred style of others in
different.
specific situations. Then we can choose an
influencing style which suits the situation and R: When it’s time for lunch, you always
also the person. have lunch with someone – you never have
your lunch alone – there’s always, usually more
than one person. So it tends to be very face
[Video 7.1.1] value and very friendly, which can be unhelpful
P = Presenter E = Evelyn R = Rodrigo at times because you want to do some work
M = Marcus H = Hanna and be quiet, but people tend to be
interactive , communicative. But at the same
P: Working abroad is now a fact of life for time you have a very strong sense of team
many people in business. Multinational spirit because everybody’s together there
companies often require their staff to relocate doing the same things.
to offices in different countries or even on
different continents. And international P: Good communication is essential in a
experience can be a valuable asset in career work environment. It can present some
development. challenges as Marcus found when he relocated
from Sweden to the UK.
The prospect of moving to a new country is
exciting. It brings the opportunity to see new M: I thought I was very fluent in English
places and to get to know different cultures. when I, you know, when I lived at home in
Sweden. But then when you actually come to
But going abroad to work is not the same as live here, you realise (that) the nuances and
travelling for pleasure. It brings challenges. phrases that you don’t know at all. And, you
Foreign professionals have to learn about know, doing your mistakes and saying the
cultural issues like customs and etiquette. They wrong things at the wrong time, but quickly
may find the way people communicate and learning, was fun.

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P: The etiquette of communication can S: The first thing I’d like to do is go over all
also vary. In Poland people tend to be direct the dates we have for the next three months …
when they talk to each other. can we start there?

H: You might be a little bit shocked that P: When we’re talking about making
the Poles tend to be more abrupt, or that’s decisions, I would say that I prefer to try to find
how they will come across. The use of ‘thank consensus … It’s a huge project … in Mexico!
you’ and ‘please’ – it’s probably less widely There are so many things to think about … How
used. The linguistic elements, the cultural will we register students? When to register
element doesn’t demand that. So it’s students? What are we going to do about
absolutely polite if you just say ‘yes’, ‘no’ and marketing? Are we going to assist with that?
it at that. We need to ask them all these questions and
take decisions together, we can’t know
P: Many of the rules of a culture remain
everything about everything ourselves … So,
unwritten. Learning them can be challenging
yes, for me this meeting is about getting to
but it is also rewarding and is one of the keys
understand more about how they work … we
to success in the global workplace.
can think about a launch date later.

[Video 7.3.1] [Video 7.3.2]

S = Stefanie P = Paula
St = Stefanie Su = Susan P = Pedro
S: Today is a big day for our project. We
St: We think that the next step is to decide
have some clients coming in who are thinking
when exactly we would want to plan the
about making a major purchase for the
launch.
Mexican market … Paula has responsibility for
Mexico, but I’m a bit more experienced so Su: Yes, I’m happy to have that
Matt has asked me to lend her some support. conversation.
The important thing in these kinds of
St: Great, well we think that it would be a
conservations is to make sure that things keep
good idea to keep things moving …
on moving ahead. I’m keen to keep the focus
on our launch date, and sticking to the plans Su: Absolutely …
that we have between now and then. After
that we can worry about group decisions and St: … so I suggest we plan to launch this
small details. I think with the important points year.
we should use our expertise and let our clients
Su: OK.
know what’s best.
St: In our experience it’s a good idea to use
S: Hi, Paula.
the summer. When the students aren’t around
P: Hi, Stefanie. we can implement and test everything …

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hopefully your IT guys will have a bit more time logical … have you thought about how and
then … it’s just easier to set everything up. So when you’ll register your students, or how
my advice is that we aim for a launch date in we’re going to market the courses in advance?
September.
Pe: No, not yet … I guess we would need to
Su: I totally agree. Let’s do that. discuss those things internally to start with …
let’s keep it flexible for now. You know,
P: OK. That’s not far off … I think we
sometimes things change, let’s keep talking.
should know a little bit more about the process
… I just want to make sure that we’re all being Pa: Sure, after all, we’re here to facilitate
realisticF. what works best for you.

Su: It’s realistic. Let’s just do it, we can get Su: Thanks, Paula, but I’m sure we don’t
into the process later. OK great, we’re all want to waste your time or ours in meeting
agreed then. after meeting. I’m happy to make a decision
now and stick to it … let’s say September. If we
St: Fantastic.
don’t go live in that semester, there’ll be
another six-month wait, which no one wants.
So can we launch in September? And fix an
[Video 7.3.3] exact date? You can do whatever piloting you
St = Stefanie Su = Susan Pa = Paula want between now and then.
Pe= Pedro
St: Absolutely, that sounds perfect.
St: We think that the next step is to decide
Pe: OK.
when exactly we would want to plan the
launch. St: Great, well, we’ll start looking at dates.

Su: Yes, I’m happy to have that

conversation.
[Video 7.3.4]
Pa: Great, when would be the best time for
Everyone’s decision-making behaviour is
you? It would probably be a good idea to keep
shaped in some way by their culture; it could
things moving and plan for sometime this year,
be national culture, corporate culture or some
but we’re happy to work around your needs.
other form of culture.
Su: September time would be good.
Firstly, some people can take a very target-
Pe: I think that we should do a pilot first … driven approach while others may prefer a
let’s just trial it in one of our business schools more collaborative approach. For example, in
and, then, if it all runs smoothly, we can roll it Option A, Stefanie and Susan dominated the
out to the rest of the group. discussion and were very target-driven, while
in Option B we see that Paula and Pedro are
Pa: We could do that, certainly … sounds clearly more consensus-oriented.

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Another difference is how people view time In Safari Vet School, sixteen veterinary
and deadlines. What’s fixed for one person students take that challenge and test their
may be flexible for another, and this can cause leadership abilities in real-life situations with
problems. As we saw in the videos, Stefanie dangerous wild animals. The students have
was keen to have a fixed decision on the been selected from thousands of applicants to
launch date while Paula was happier taking a travel to South
more flexible approach.
Africa where they will be supervised by
Thirdly, we can look at attitudes to status and specialists, including experienced TV vet, Steve
hierarchy. In some places, hierarchies are flat Leonard.
and you can openly discuss and debate ideas
Nadia is studying at Cambridge University.
with your manager. Elsewhere, status and
She’s a high achiever – used to getting top
hierarchy are more important, and you
grades. The Vet School selectors were
probably shouldn't openly disagree with your
impressed by her determination.
manager.
N: Failure is not something I cope well
In this story, Susan is ranked higher than Pedro,
with. If you want me to boss you, I will! People
and Stefanie has more experience than Paula.
can be quite intimidated by me I think. I mean
These factors could have enabled them to push
I’ve had people say they’re scared of me,
through their decision in both video options.
which I don’t understand why, but obviously I
So, how can we overcome these challenges? must be quite ‘in your face’ maybe. I kind of
We can first observe others, then discuss our have one volume and it’s ‘loud’.
preferred approach. This can help us achieve
P: Nadia’s sense of purpose means that
better business results while protecting
she is chosen as team leader for the first task.
relationships at the same time.
An animal must be sedated, treated, put on a
truck for transit and then woken up.

[Video 8.1.1] As team leader, Nadia has to make key

P = Presenter N = Nadia PM = Park Manager decisions, motivate the group and ensure they
VS1 = Vet Student 1 VS2 = Vet Student 2 all work together. If the animal is not revived
S = Steve Leonard quickly, it may be harmed or even die.

P: Leadership in business requires a range It does not run smoothly. Luckily the team
of skills. These include an ability to make manages to administer the reversal drug to
decisions, good communication and knowing wake up the animal. The Park Manager is
when to delegate tasks. Leadership skills such critical of Nadia’s management style in the
as these are just as important in running a team debriefing session.
team as they are in managing a multinational. PM: There was far too much chatter going
Learning to lead a team can be a challenge. on. And running around. Everyone a bit

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disorganised. It took you fifteen minutes from S: In terms of ‘What do you think we
when the trailer arrived up to when you should do?’
actually gave the reversal. OK? Far too long.
N: I can’t remember.
VS1: I think we just needed just one person
S: I didn’t hear any. Do you think you’d
to like kind of control the operation. Because I,
taken on too much responsibility?
literally, didn’t know what you guys were
doing. I was just on … N: Yeah definitely! That was the problem. I
was completely out of my comfort zone.
VS2: I was just focusing on the heart rate,
the lung field … S: You’ve just got a taste of what it’s like
to be in charge. How did that make you feel?
VS1: I didn’t know the trailer was there …
N: Awful.
N: Yeah we all got so side-tracked with
immobilising it that we forgot the whole point S: Did it? What you experienced was very,
was just to get it on the truck. And I felt that very difficult. I don’t think you did that bad a
the team was disappointed with how I job.
behaved as the team leader.
P: It has been a tough learning experience
P: Nadia receives feedback from Steve, for Nadia. She now understands that
her mentor. She admits that leading and leadership involves a range of skills – such as
motivating a group is different from motivating motivating all the team members, keeping
herself. focused on the main objectives of the task, and
communicating clearly.
N: I normally cope really well with
adrenaline. But looking back I think I cope well
with adrenaline when there’s just me and I just
have to think, ‘Right! I have to do this. I’m [Video 8.3.1]
going to do it’. Whereas when you’ve got a So this is it … It’s been a long journey, but very
group of nine people that you’re trying to successful in the end, I think. All that’s left now
control and when … is to wrap everything up with the team. It’s
always important at the end of long and
S: You’re trying to control nine people?
detailed projects like this to take the
N: Well … because … it was a group of nine opportunity to learn lessons. As project
and I was supposed to coordinate them manager, I’m keen to get some feedback from
the guys, so we’ve set up a brief session while
S: When you look back at this, how many they’re still all here in London … hopefully it
questions did you ask of your team that were won’t be too brutal. Obviously I hope they give
advice questions? me some positive feedback. Everyone likes to
N: How do you mean? feel that they’ve done well … But it would also
be interesting to get some developmental

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feedback, to hear where they think I could

improve.
[Video 8.3.3]
M = Matt S = Stefanie K = Kenji P = Paula
[Video 8.3.2] M: I’d like to ask you all for some personal
M = Matt S = Stefanie K = Kenji P = Paula feedback. As you know, this is one of the first
times I’ve worked on an international project
M: I’d like to ask you all for some personal
like this so I’m keen to know how you all feel …
feedback. As you know, this is one of the first
so don’t be shy, who wants to go first?
times I’ve worked on an international project
like this so I’m keen to know how you all feel … S: I’m happy to go first.
so don’t be shy, who wants to go first?
M: OK great, go ahead.
S: I’m happy to go first.
S: Everything was OK in the end and I
M: OK great, go ahead. think the project was a success … but I have to
say … I thought it was a bit chaotic at the
S: Well, I think you did a very good job
beginning. I think that it was your
communicating with the team and keeping us
responsibility to make sure that we all knew
all informed … once we knew each other’s
each other and communicated … but I don’t
roles it was very easy to work together.
think we did have a clear idea of who was
M: Great! Thanks Stefanie, I’m happy you on the project or our roles … I think that was
feel that I was able to … pull everyone a problem.
together, even though we were all in different
M: That’s interesting … I thought I had
parts of the world.
done that. If you remember I sent around
K: I agree. And it was good that you asked some email intros and I set up a virtual
Stefanie to help out when I had some conference?
difficulties.
S: You did, but it came too late and was
M: Sure, it just seemed like a sensible idea also a bit short … It was difficult to know how
to me at the time. Paula? to get started without knowing my role and
everyone else’s. I think if you could have called
P: I agree. I thought you were a good each of us before the project began, that
project manager … thanks for all the coaching would have been good.
you gave me and for the tips about making
presentations … I felt like you were there to M: Right, I’ll bear that in mind. Anyone
support me. else? Kenji?

M: Excellent. Thanks, Paula. Well, I’m K: Everything was fine.

looking forward to the next big project already,
M: Are you sure? You looked like you were
thanks guys.

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thinking about something there. I’d like to hear the videos, but was their positive intention
anything that’s on your mind. clear in Option B? I’m not so sure. And in terms
of receiving feedback, remember that feedback
K: This project was just one of many tasks
is valuable so, when you’re not hearing any,
that I had. I’m always very busy, but I don’t
you should actively ask for it, as Matt did.
think you understood that, you always asked
me to do things urgently. I’m sorry that I was Then when you do get feedback, listen to it
not always able to act so quickly. first without disagreeing or making excuses
about any potentially negative points. Then
M: OK. I really had no idea that you had a
decide later if you want to act on it. Matt may
lot of other jobs on, you must tell me things
have missed some valuable information when
like that … otherwise there’s no way that I can
he started making excuses in Option B.
know …
Finally, use a balanced approach to giving
P: But I think what Kenji’s saying is that
positive and developmental feedback. Positive
you often waited until things were urgent
feedback reaffirms someone’s actions and
before passing them on, and that puts us
position, and is good for their motivation. But,
under pressure and creates a lot of stress … it’s
without developmental feedback they may not
just a question of being organised. I think in
be aware of areas in which they can improve.
future if you gave us all a timeline or
something, that might help us to plan better.

M: OK, I get the point. We’ve all been [Video BW3.1.1]

under pressure, and it’s not like your work was Amalia
perfect, I had to spend a lot of time fixing other
people’s mistakes. Anything else? Is this webcam on? Oh, right! So, why should
you hire me? Well, I have to say I think I’m
hard-working, I’m reliable and, and … I’m
highly qualified. I have a background in
[Video 8.3.4]
marketing and a lot of experience in different
When giving or receiving feedback, we must
sectors. I also speak various languages, so that
always remember that our approach to
will be very useful for an international
feedback is usually driven by our own
company like Media Solutions.
personality and preferences. And that no single
approach is best. I would like to work for you because I think I’m
good at communicating, especially writing, and
There are a few points that we should keep in
I could contribute to your Communications
mind: When giving feedback, firstly motivate
department with my ideas and improve the
others by focusing on things which have been
presence of your clients in social media. Err, …
done well. Also, remember to help them
that’s all really. Thanks for listening. Oh, and
improve by focusing on areas in which they can
please call me if you’d like me to come in for an
develop. We saw the team do each of these in
interview.

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that I’m a big fan of social media. I write a blog

in my free time, although I don’t have that
Birte
many followers yet. I’m also studying
Why should you hire me? Because I’m a marketing online in the evenings. So, if you
‘people person’: I’m not only sociable, but also hire me, I will help you to find the best
really creative and if you hired me, I would give solutions for you and your clients and improve
110 percent and I would get on with all the their online presence with the contributions of
team and the clients, too. Another thing you key opinion leaders and influencers.
should know about me is I’m really into sports
Thank you for considering my application and I
and martial arts, as you can see. You can check
look forward to your call!
out some of my videos in social media on how-
to-do sports training. I love social media and
dedicate a lot of time to it. It’s the way
everyone communicates nowadays. [Video BW6.1.1]
Ben Fischer
What else? I’ve got a degree in marketing. I did
an internship at my dad’s company and I learnt Hi guys! I’m Ben Fischer and my award-winning
a lot. I’m a fast learner. I don’t have lots of theatre company performs at events and
experience but I think it’s more important to festivals all over the world. We bring the works
have the right attitude and just get out there of famous German writers and dramatists,
and do it! Why should you hire me? Because such as Bertolt Brecht, to audiences across the
I’m worth it! Call me for an interview and globe.
please give me the chance to tell you more.
In true dramatic style, our latest production of
Brecht’s The Good Person of Szechwan has just
been hit by disaster. An electrical fire
Cindy destroyed the arts centre where we were
So, you’d like to know why you should hire me? performing in London and took with it all our
That’s a good question. Looking at my CV you costumes and equipment. Fortunately, nobody
might think I don’t have any relevant was in the building at the time and nobody was
experience but I do have experience in injured in the fire.
managing people. I have to communicate in my We know one day the insurance company will
job every day, where I’m responsible for a eventually pay the compensation to rebuild
team of forty people, talking to different and replace everything, but we need to
departments and dealing with difficult complete our world tour now and can’t wait
customers. I’m good at working under around for the money to arrive.
pressure, so you can depend on me to write
those reports on time! Can you help us? We need to raise €10,000 in
the next few weeks to replace everything. I
Err, just a minute. … Another consideration is promise all donations to our cause will be

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repaid when we receive the insurance payout. Thanks to previous crowdfunding our business
Not only that, depending on the size of your has been a big success. Now we need your
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