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B1+ CB videoscript for MEL

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

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[Video 1.1.1] – then those are available to you in good time as

well. And those conversations are ongoing all the
P = Presenter A = Arti N = Nick J = John
time between you and the editor to make sure
M = Melanie R = Ray
you’re telling the story in the best possible way.
P: The structure of an organisation is key to
P: The news bulletins are broadcast live.
its success. It is important that individuals and
teams understand their roles and responsibilities J: My role as programme director is to lead
within the organisation. Business leaders have to the production team and to be responsible for the
ensure that different departments and operations technical and creative execution of the programme.
coordinate and work together. The principle of Teamwork is absolutely crucial in the build-up and
clear structure applies to all companies – start-ups, during the programme. There is no real one role
small and medium enterprises as well as who can do it by themselves, so we are very tightly
multinationals. coordinated. My role as director is to be conductor
of that orchestra.
This company is one of the world’s leading news
organisations. It creates and distributes news and P: In a large organisation like this there are
information on television and digital platforms, a number of departments working behind the
24 hours a day, 7 days a week. Its teams operate all scenes to ensure the company runs well. Managing
over the world. the staff is a key function.

The newsroom is the hub of the operation. Staff M: I’m Melanie Tansey and I’m the director of
here are responsible for coordinating the teams human resources. So I’m responsible for running
gathering news. the human resources team, making sure that we’re
delivering on all our strategic and operational
A: My name is Arti Lukha and I’m a news
priorities for the company.
editor. My job involves news-gathering for a major
news organisation in Britain. I’m in charge of our P: The finance department is another
daily news-gathering operations. I am responsible important part of the organisation.
for how we deploy our reporters, our producers,
our cameras and our satellite trucks. R: I'm Ray Snelling and I’m the finance
supervisor. I look after all of the billing for our
P: When Arti decides to follow a particular customers and also collection of debts and
news story, she gives a reporter the task of maintaining customer queries and making sure our
covering it. The reporter is then in charge of the customers are happy. It’s important that we make
team that produces a report on that story. sure the payments are coming in on time – it can
impact on payments we are making to our
N: Hello, I’m Nick Thatcher and I’m one of the
suppliers. So if we've got a lot of costs we’re
general news reporters here and I work to the main
incurring on a specific project, we need to make
bulletins that go out throughout the day. It’s all
sure we’re getting cash in to support that. So it can
about teamwork. If you're working with a camera
affect us quite a lot.
operator then together you’re making sure you're
getting the right pictures on the ground. Back at P: These are just some examples of the roles
base you're being supported in ensuring that if you in some of the departments in the company. There
need pictures from the library – from file if you like are many more such as marketing and support all

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working together to ensure the organisation runs J: Ah, Stefanie! I know her, she’s excellent.
smoothly and successfully.
A: She’s rude, if you ask me. Everything’s
urgent with her; she’s always on the phone
demanding – never asks how you are or has
[Video 1.3.1] a human conversation.
M = Matt S = Stefanie J = James A = Alistair
M: That’s a bit alarming, she doesn’t sound
M: Pro Manage a global company, providing very much like a team player.
project management training qualifications. I’m
J: I get on fine with her. She’s just very work
Matt Farnham, head of UK operations … based here
focused, that’s all, but she gets results, she’s a good
in London. We’re in the middle of launching some
person to have on your team.
new online project management courses … I’m the
project lead, but the team are in Germany, India,
Japan, Mexico … it’s an international effort.
[Video 1.3.2]
Pro Manage is a great place to work, great people.
M = Matt S = Stefanie
I suppose you’d describe me as the boss, but
I don’t like people to think of me that way … I try to M: Stefanie, hi, I’m Matt.
be quite open and flexible in the way I do things.
I’m pretty informal really … S: Hello.

S: I’m Stefanie Hatke and I run the Pro M: Coffee?

Manage German office … based mainly in Cologne,
S: What?
but I also work from time to time in Switzerland.
We’re in the middle of a very important product M: Can I get you a coffee?
launch and as the main technical expert, I’ve been
asked to travel to London to meet with the project S: Oh, no, thank you. Do you have power?
lead.
M: Listen, why don’t you come with me? I can
We’re very busy at the moment … which is positive. show you the office and introduce you to a few
I consider myself to be efficient and effective, I like people.
to be well organised and focus on getting the job
S: But I’ve got everything ready to discuss …
done – that’s what the company pays me to do.
M: Yeah, but it’ll only take a few minutes … do
M: Morning, boys.
you know the design guys?
J: Oh, Matt, hold up. I’ve got a hard copy of
S: No. Well, yes, a bit, I met James in
the prospectus that needs approving. It’s just a
Germany.
sample, but if you could let me know that the
layout’s basically OK … M: Great, well, let’s go and say hello. So … first
time in London?
M: Sure, have to wait until later though,
Stefanie from the German office is coming in this S: No, I was here several times.
morning …
M: Great. Good trip over?

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S: Yes. [Video 1.3.3]

M: Great. Ah, here they are. Guys, this is C = Charlotte M = Matt S = Stefanie
Stefanie. You’ve met before, right?
M: Stefanie, hi. I’m Matt Farnham, Head of UK
J: Yes, in Cologne, Guten Tag , great to see Operations. I’m glad we could arrange this meeting.
you again.
S: Yes, me too.
S: Hi.
M: OK, shall we make a start? You’ve only got
A: I’m Alistair. Good to finally meet you in two hours – is that right?
person.
S: Yes, that’s right.
S: Ah, yes, hello Alistair. Excuse me.
M: OK well, let’s focus on getting up to date
M: No worries. with the project, there are a few issues I’d like to
discuss.
J: How’s it going so far?
S: Very good.
M: Hard work, to be honest. She’s been very
quiet, a bit … serious. You need people skills for M: If we have some time at the end, I can
a job like this. introduce you to a few of the team. I’ve prepared
a short agenda, if that’s OK?
A: Told you.
S: Ah, excellent.
J: Honestly, I wouldn’t worry about it, she is
a bit serious, but just needs time. She’s actually M: Let’s start with India; as you can see, we
very nice, just very results-focused. might be about to run into a problem …

M: I was trying to be informal, friendly, S: By when did you say?

positive … you know, focus on relationships first.
M: 24th of November …
But Stefanie really didn’t seem very comfortable at
all. As it turns out, though, I think she’s starting to C: Sorry to interrupt.
understand how we do things at the London office,
she sent me an email to say that she really enjoyed M: No, that’s OK.
the visit.
C: Taxi’s waiting outside.
S: It was a bit unclear and confusing for me at
M: Thanks, Charlotte. OK, so we need to leave
the beginning, I’m used to getting down to work,
it there. I’ll email you all those dates later on and
not socialising in the office. But I do see that having
we can continue on the phone tomorrow.
strong relationships is a benefit when working on
a project like this … I’m planning on moving to S: Thank you. Sorry to be in a rush like this.
London for three months, it will be good to get to
know the team better and know more about Matt’s M: No, don’t worry …
way of working. S: I need to organise another visit to meet
everyone … maybe we could discuss that
tomorrow?

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M: Yes, let’s do that. Thanks for coming and …

have a safe trip!
[Video 2.1.1]
S: I will, thank you.
J = Jean-Christophe Babin S = Silvio Ursini
I very much enjoyed my trip to London, yes. I had P = Peter York
a very productive meeting with Matt. I think that
J: To pave the way for growth we needed to
we’ll work well together.
speak to a–, a broader and aspirational base of
M: She seemed fine, but I can’t say that I clients, which probably with jewellery would come
learnt anything about her. She’s clearly very much, much later, and so we have added products
capable, but I’m not sure that she’s the right at a much lower price point as you would ever
person to take on a project like this … I need to get dream for a piece of jewellery.
to know her better as a person … We won’t have a
S: At the end of the ’90s the company had
chance to meet again for at least a couple more
jewellery, watches, accessories and fragrances. And
months so, no, it’s not ideal really.
then we–, we thought about uh how can we
interact uh in a more intimate way with our
customers. And uh this idea of doing a very small
[Video 1.3.4] collection of ultra-luxury hotels came about.
So, we’ve seen that people have very different I was in a taxi, and an artist who’s a friend of mine
ways of managing first meetings. One is not better gave me a call and said, ‘You have to see this place,’
than the other. In fact, both have advantages and so I turned the taxi around and it was love at first
disadvantages depending on the situation. With sight. The area used to be monasteries and
the relationship style, you can start to build trust; cloisters, and adjacent to our garden is the
but it can look unprofessional to be too friendly for Botanical Gardens in Milan, which is a hidden gem
too long. With the work style, you can be more in–, in the city. There was a building which uh used
efficient more quickly. But maybe you can look to be a convent, uh part of it uh very old, from the
rude or impolite to others. 1600s, part of it more recent from the 1970s, and
So, to handle first meetings is not easy. But there uh we set about uh redesigning it, completely
are a few things you need to think about. changing its image.

Firstly, know your own communication style; know J: In London we have a 25-metres pool that
how you like to do things. you would never expect uh from a hotel that small,
so in that way uh you create, I mean, a sequence of
Secondly, understand the communication style of unexpected experience which eventually will create
the other person. You can do this in different ways. uh a unique emotional memory when you get out
You could ask someone who knows the person in of it.
advance of the meeting, like Matt did. Or, just
observe carefully when you meet the person – P: There’s a lot of bad history about brand
what they say, what they do. extensions. If you over-extend your brand, you
spread it thin, you go into areas where you’re less
Finally, think about and decide on the best credible. At the end, if you overdo it, your brand is
communication style to have a positive impact on devalued. I think the brands which are most careful
the other person. have the longest future.

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S: The most frustrating thing in this project M: Hi Paula, it’s Matt, we’ve got Dan and
has been um the fact of uh finding so few locations Stefanie with us.
that were appropriate. My strongest advice would
be do something only if you have something to say. P: Hi. Hi, everyone.
If you see an opportunity to do something in M: Excellent, everyone’s here. So this is our
novelty and relevant, then that’s a–, you know, first meeting as a team. As I’m sure that you all
that’s a beautiful energy that will make it into a have seen on email, most of the programming work
success. If you sit cold-blooded and start saying, for the Mexico part of the project will be handled
‘OK, let’s venture into this business, and what are by our U.S. IT department. We’re having a call with
we gonna do? Let’s copy the competitors,’ for me them next week so I thought we could have a brief
the customer ultimately will read between the lines chat today to plan our priorities for that
and–, and punish you. conversation. Dan is from the US, and knows the
people in IT, and is on the call because I would like
his advice. But, Stefanie, do you want to start?
[Video 2.3.1] Priorities for you?

M = Matt D = Dan S = Stefanie P = Paula S: OK. I’ve worked on similar online projects
to this in Germany, also working with the US
M: It’s a busy time, we’re right in the middle of
sometimes, I think that we need to be careful
launching a new series of online project
about time and budget. These are the top
management courses … exciting, but also very
priorities; making sure that they respect the
challenging … International projects can complicate
schedule and don’t go over budget; we can discuss
life in so many ways … everyone working separately
other things as the work moves forward. But we
and in different time zones … for me, the number
need the US to deliver on time and on budget for
one priority at this stage is to create a real team …
Mexico.
D: I’ve got October 12th, 24th and then
P: That sounds like great advice. This project
November 8th, so if those are the dates that you
is really exciting for Mexico as online learning is
have …
starting to become big here … I’ve never worked
S: One minute Dan, Matt has arrived. with the US so I really think your experience can
help us, Stefanie.
M: Hi, Dan.
D: Totally disagree. I respect your experience,
D: Hey there. Stefanie, yes, budgets and timing are important,
but I was actually an IT lead over here in the past;
M: Not late, am I?
I’ve delivered over a hundred projects to the U.S.
S: No … market and in Mexico; and I’m telling you, our
focus should absolutely be on quality. If you get the
D: Not at all, we’re just running a bit ahead of quality wrong, you’ve got very unhappy customers.
time. And we want happy customers.
P: Hello! It’s Paula! P: Mmm, a high standard of final product is
S: Hi Paula. very important for us …

D: It’s key. Quality should be your number one

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priority. S: But how can we be a team if we don’t

listen to each other? I’d be happier if I could take
S: But I think that we have to focus on Mexico and leave you to deal with Dan and the US.
timeline and costs. We can evaluate the work later
… M: Look, Dan’s a strong character … but I know
him pretty well and can handle him. Maybe it
D: Sure, but they’re not the main thing … would be better for you to just focus on Mexico
M: OK. Look, I think we can all agree that and let me worry about Dan. It’ll be easier if you
standards are important, but delivering on time is work with Paula, the two of you get on well.
important too, budgets for projects are very tight at S: We do. Thanks Matt, I just think that Dan
the moment so … and I are too different, you know, sometimes
D: Quality is what wins customers, quality is personalities just clash a bit.
what will get their attention. M: OK, let’s do that … I’ll call Dan and explain.
M: … So, Stefanie, let’s take a look at your S: Thanks, Matt.
proposed schedule and costing, and then we can
discuss quality. Is that OK? Oh, Matt, do you have a moment?

Right then, thanks everyone, we’ll all meet again at M: Sure, what’s up?
the same time next week. Bye.
S: I have a problem with the project.
P: Thank you.
M: What is it? Problems with schedule or
S: I’m not sure, I’m really not sure. costs?

M: About what? S: Not exactly. It’s quality. And I know, I know,

this was Dan’s big concern. He was right, the
S: Dan. He’s just so arrogant. ‘Quality’, quality isn’t good enough.
‘quality’, ‘quality’. I’m not sure that I can work with
him. M: Have you tried talking to him?

M: Look, this is the first time you’ve talked. I’m S: I spend all my time with Mexico.
sure you’ll find a way. Why don’t you just try?
M: Do you want me to set up a call?
S: Could you manage the U.S. IT side of
things? I’d prefer to work with Paula and the S: Please.
Mexico roll-out. I really like Paula. M: OK. You need to be able to keep in touch
M: Well, hang on, let’s take some time to think with Dan yourself, we’re all on the same team,
don’t be afraid to ask his advice where you need it.
about this …

[Video 2.3.2] [Video 2.3.3]

S = Stefanie M = Matt
S = Stefanie M = Matt
S: But how can we be a team if we don’t

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listen to each other? I’d be happier if I could take S: Yes, as Dan said … but he’s really on top of
Mexico and leave you to deal with Dan and the US. it, and with the two of us working together … we’ll
be fine, I’m sure.
M: I’m not comfortable with that … I think it’s
important for you to work with Dan. M: Great, let me know if you need anything
from me.
S: We’re just so different.
S: Will do.
M: Yes, you are, but that’s why I think you’ll
make a strong team, you have different skills.
C’mon … why don’t you try?
[Video 2.3.4]
S: … It’s just always all about him.
Successful teamwork depends on many things:
M: Look, I agree that he sometimes a clear task, competent people, enough resource,
communicates a little … strongly. But he knows and different people with different skills. But it’s
what he’s talking about … and it would be a great not always so easy to work with people who are
opportunity for you to learn about the U.S. different from us. So what do we need to do to
market … y’know, that could be career-changing for make a diverse team really work?
you … As you move up it’s important to show that
Firstly, we have to make an effort. When Stefanie
you can manage different kinds of people, different
worked with Dan in Option B, she found it really
personalities. Look, if you need any help, I’m here
challenging and she didn’t like Dan’s
to support you.
communication style at the beginning. She had to
S: OK. Sure. I’ll try. work really hard to build that relationship. She
needed to be patient and make an effort, but in the
M: I think it’s the right decision. Let’s have end, she learnt a lot and the team did much better.
another chat with him, I’ll organise a call.
Secondly, people will need advice and support
Stefanie! when working in an international team with
different people – it can be really tough. So we
S: Good morning.
need to be there for others with support,
M: Just wanted to ask how things are with sometimes advice, sometimes just listening – either
Dan. as a manager or as a colleague.

S: Hmm. It’s OK. I find it much easier working And finally, if you’re giving colleagues advice about
with Paula, we get on really well together. It’s a bit dealing with other people, you can advise them to
more difficult with Dan but, to be fair, I am learning be safe – to just work with people like them – as
from him. Matt allowed Stefanie to do in Option A – it’s easier
in a way. My own advice would be to encourage
M: Oh yeah? people to think positively about diversity, and try to
engage with different types of people – it’s more
S: Yeah, we did end up having some issues
challenging, but may be a better learning
with quality control. There are some delays.
experience and may be better for teamwork.
M: Ah.

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[Video 3.1.1] first few emails and go through the door to a

client?
P = Presenter JC = James Caan
S = Simon Dolan E = Esther P: The next key point is staying focused in
J = John Lees I = Interviewer what you say on the CV or résumé.

P: The job market is very competitive. People S: I don’t really care about the fact that you
who want to progress their career need to stand enjoy socialising with your friends, you go to the
out from the crowd. Usually, the first thing a gym. What I care about is how you’re going to help
potential employer sees is a CV or a résumé. This is me run my business better.
the jobseeker’s opportunity to advertise
experience and skills, and also to show an P: Expressing personality is a key to getting
employer their character or personality. So, what employed. Companies look for so-called soft skills
do the experts say about writing the perfect CV or like commitment, flexibility and imagination, as
résumé? well as hard skills like knowledge and diplomas.

This is Esther. She is a nineteen-year-old student. Next stop for Esther is a careers coach who can
She is applying for internships to gain experience in help her get that kind of soft information across.
the business world. John Lees has read thousands of CVs and résumés
and knows all the mistakes.
James Caan is an entrepreneur who founded
a successful recruitment business. He has agreed to L: I saw a CV where the candidate listed
help Esther. under interests, ‘I enjoy eating pizza’. It’s not
impressive. P: The next challenge is how to stand
JC: I think one of the biggest problems, I think out from the competition.
when you’re young, is that everybody says ‘But
you’ve got no experience, how do you add any L: Graduate CVs make the same mistakes over
value?’ I think what you’ve got to be able to do is and over again. They use clichéd language. So
present yourself as somebody who can walk in and everyone says ‘I’m a team player’, ‘I’m a self-
make a difference now. starter’, ‘I’m highly motivated’. And if you use the
same language as everyone else, all that shows is
P: But James doesn’t think that Esther is that you are exactly the same as every other
selling herself well with her CV. Esther needs to candidate.
sort out her CV. Simon Dolan is a very straight-
talking entrepreneur. Esther goes straight to P: Esther has taken all the advice and
Simon’s office. The first thing Simon notices on presents her reworked CV back to Simon.
Esther’s résumé is a spelling mistake.
E: I would very much appreciate the
S: What’s the main thing that strikes you on opportunity of an interview to find out more about
here? So, if we’ve got ... this second line down, the role and to demonstrate how I believe I could
have a look there. That word. What is it? be of value to your company.

E: Intermediate. S: Perfect. That’s better than 99.9 percent of

the CVs that we get in. You would definitely,
S: If you can’t spell that right, what hope have definitely, definitely get an interview, here or
I got employing you and expecting you to get your anywhere. Really good job.

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P: Two weeks later Esther’s new CV has J: How long are you here for?
already had an effect. She has an interview for
P: … just to bring you these! I’m just here for
an internship. It has gone well.
the week, but I have to see Matt now and I’m
I: I thought Esther came across as very well already late. Let’s catch up later, bye … Good
prepared for the role and I’ll certainly be morning!
recommending her to my partners for a second
M: Good morning, how are you?
interview here.

P: Getting a job is a job in itself. You’ve just P: I’m good thanks.

got to get out there and make it happen. M: How was the flight?

P: Long, but good. And I’m excited to be here

in London.
[Video 3.3.1]
P = Paula M = Matt A = Alistair J = James M: Excellent, come on, let’s go and get a
coffee and catch up.
P: I flew into London from Mexico City
yesterday. The first thing in my diary is to meet
with Matt, who wants to go over the Mexico launch
of our new online courses. [Video 3.3.2]
M = Matt P = Paula
Matt sounded a little tense when we spoke on the
phone, but British people always sound tense! I’ll M: I wanted to talk to you this morning about
tell him exactly what I feel about how things are the online courses launch. Obviously you know
going – I can focus on results when I need to, but how important it is.
we Latin Americans like to always express our
P: Of course. We’re working really hard every
feelings first. You need to be honest in life, don’t
day to make sure that it’s a success in Mexico. And
you?
everywhere else too.
M: I bumped into Paula’s old line manager at
M: I know. How about timing? Do you think
an international event recently and quite frankly I
you’re going to have everything ready by the
have some concerns. Paula’s over in the UK this
deadline?
week so I’ve asked her to come in and see me. He
mentioned issues raised around Paula’s ability to P: Yes. Everything’s fine.
meet targets and perform as part of a team …
I’m a little worried about it so I need to understand M: Confident about that?
what’s gone wrong … If I need to replace her,
P: Yes. Where’s this coming from?
I need to do it soon.
M: After you. I recently bumped into Julio
P: Hi!
Gonzales, and he mentioned something about
A: Paula! Where did you come from?
deadlines on your last project. Is there anything
P: Mexico, of course … I came all the way … I need to be concerned about?

P: Oh, not this again. Julio’s incompetent.

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Totally incompetent. And he likes to blame other P: Oh not this again. Julio’s incompetent.
people for his mistakes. Totally incompetent. And he likes to blame other
people for his mistakes.
M: But … Do you want milk?… It is true that
you missed all of your deadlines last quarter, isn’t M: OK, why don’t you tell me a bit more? You
it? say he’s incompetent. How would you describe
a competent manager?
P: That wasn’t my fault. I wanted to take extra
time to make sure we weren’t rushing a P: Well, a good manager should support their
complicated project. Julio didn’t want to listen to team and listen to their team. If someone thinks
me. Everything got delayed and so we missed the that something should be done differently, maybe
target, yes. they’re right.

M: Right. So you had a disagreement with your M: OK … Do you want milk? … So it’s
manager and held up the project? important for you, as a team member, to be
involved in decision-making, right?
P: Er … no, that’s not what I said. And I don’t
see what it’s got to do with the online launch in P: Yes, of course. We missed those deadlines
Mexico. because I wanted to take extra time to make sure
we weren’t rushing a complicated project, and Julio
didn’t want to listen to me, so everything got held
up.
[Video 3.3.3]
M = Matt P = Paula M: Why? Why did you have concerns about
the project being rushed?
M: I wanted to talk to you this morning about
the online courses launch. Obviously you know P: There were too many things that all had to
how important it is. happen at the same time, it was just moving too
quickly. It was obvious that we were going to miss
P: Of course. We’re working really hard every things.
day to make sure that it’s a success in Mexico. And
everywhere else too. M: What do you mean by ‘too many things’?
Do you think you might have managed a bit better
M: I know. How about timing? Do you think if there had been greater planning or more
you’re going to have everything ready by the support, for example?
deadline?
P: Probably. It was just too much at the time.
P: Yes. Everything’s fine.
M: OK, that’s useful to think about. I’m sure
M: Confident about that? we’ll make a success of this project … you know I
like to involve the team in decision-making, so I’m
P: Yes. Where’s this coming from?
trusting you to let me know if there’s anything we
M: After you. I recently bumped into Julio need to change or do differently for Mexico. Thanks
Gonzales, and he mentioned something about for the chat. I think it was important to talk this
deadlines on your last project. Is there anything through.
I need to be concerned about?
P: No problem. I think it’s good that we can

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talk like this and, yes, I’ll let you know my thoughts
on how things are progressing in Mexico.
[Video 4.1.1]
P = Presenter J = Joel Hills I = Irene Rosenfeld

P: When business leaders develop strategies

[Video 3.3.4] to tackle problems, they often have to take risks.
Listening actively isn’t easy. We often focus too Nobody can predict the future, but businesses do
much on facts and potentially miss key information have to anticipate it and make judgements. The
that’s being communicated about feelings. On the Kraft Heinz company based in the US is a major
other hand, if we focus too much on listening for player in the food industry. Over 90 years, Kraft
feelings, we might miss important facts. built up a portfolio of well-known food brands
including confectionary, biscuits, snacks and dairy
There are a number of things we can do to become products. In the first decade of the 21st century,
more effective listeners. Kraft’s performance was poor. Markets lacked
confidence in the company’s growth prospects. Its
Firstly, we can listen carefully to identify those key
profits were disappointing. Kraft’s products were
words in a sentence which can give us more
less appealing to a new generation of consumers.
information about how someone is feeling and
what’s important for them. So when Paula was J: It was seeing demand for the processed
talking to Matt she used words like incompetent food and drinks that it manufactured from Dairylea
and rushing and said they were trying to do too all the way to Oreo biscuits decline. And that the
many things. profit margin – the amount of money it was making
for every unit of sales – had been squeezed almost
Following on from that, once we’ve identified these
to the thinness of a piece of paper.
key words, we can try to understand what the
person really feels by asking clarifying questions, P: This was only the first of Kraft’s problems.
such as ‘Why do you say “too many things”?’ The second issue that Kraft had to tackle was that
it relied too heavily on its home U.S. market. That
Another point to make is that it’s very useful to
meant it was missing opportunities in fast-growing
summarise and to check our understanding before
emerging markets around the world. The
moving on, like Matt did in Option B when he said,
company’s third problem was that its costs were
‘So it’s important for you, as a team member, to be
too high. That meant it was not making enough
involved in decision-making, right?’
profits on its sales. Kraft's management came up
And finally, be open. Truly listen to what the other with a bold plan to tackle these issues. It started
person is saying. If we only focus on what we want with a takeover bid for the chocolate maker
to talk about, we might miss something important. Cadbury. Cadbury had a 200-year history of making
chocolate in the UK. Its products were well
established around the world, especially in
emerging markets.

J: There was clearly an attraction of having an

even larger portfolio of internationally recognised
brands that they could seek to take into different
markets. So inevitably attracting a bigger
international audience was part of Kraft’s interest

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in Cadbury’s. off. But finding solutions to large corporate

problems is not straightforward and taking risks can
P: Kraft took a gamble that combining the lead to business failures as well as successes.
operations of two established companies would be
successful and solve another one of its problems.

J: Kraft’s primary interest in Cadbury was it [Video 4.3.1]

enabled it to – because it became a bigger
K = Kenji A = Alistair M = Matt J = Jack
company – essentially cut costs. Where there was
overlap between the two companies it found a way A: Good morning.
of saving money and increasing therefore the profit
margin that it was able to get from each one of its K: Good morning, how are you?
products.
A: Yeah, fine thanks, you alright?
P: The second stage of the strategic solution
M: Life is very busy at the moment. There’s
was a merger. Kraft merged with another food
just so much to do and coordinate. Here, Germany,
giant – Heinz – and became the Kraft Heinz
Mexico, Japan. I spend half my time on the phone
company. The merger created the world’s fifth-
these days, dealing with the project … it’s like my
largest food company. As with the Cadbury deal
workload just doubled overnight. Plus, as project
there was an opportunity to cut costs. There were
lead, I have to host the regional managers when
other potential advantages which helped to solve
they come to London. We had Paula in from
Kraft’s problems. Heinz was considered more
Mexico recently and now Kenji’s over from Japan …
innovative in its development of new product lines
it must be tough on Paula and Kenji, they’re
that met changing consumer preference.
completely new to international projects.
The immediate results were positive. The Kraft
J: Knock, knock … are you not answering your
Heinz company’s share price rose seventeen
phone today?
percent on news of the merger. The combined
company has been successful in cutting costs. M: Jack. Sorry. Was that you a few minutes
ago?
Looking at the Kraft story it is clear the solutions
involved considerable risks. Takeovers and mergers J: You look a bit tired mate, what’s up?
do not always work. Irene Rosenfeld was Kraft’s Having fun with the new markets project?
chief executive. She was responsible for the
company’s strategy. M: No. I mean yes. Overall, so far so good. I’ve
just got loads of work and I’m getting more and
I: I think there were a number of folk that more concerned about what’s going on in Japan.
were questioning our acquisition of Cadbury. We
said it was going to be important to us to expand J: What do you mean, ‘concerned’? Isn’t Kenji
our portfolio, to expand our footprint, particularly here at the moment?
in developing markets. And it’s played out that way. M: They’re running about three weeks behind
We’re very much on track with the integration. It’s schedule, and I just don’t see how we’re going to
enabled us to outperform our peers around the make up the time.
world.
J: Three weeks is not a concern, it’s a
P: For Kraft Heinz it seems that the risks paid

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disaster. What’s going on? I am working very hard to put things right. It’s not
necessary to worry.
M: Well, hold on. It’s complex. Kenji doesn’t
have a great deal of experience, Stefanie is busy M: I do worry Kenji and, no, it’s not simply ‘not
with Mexico, so no time for Japan and, yeah, we’re ideal’, it’s a serious problem. As I’m sure you’ve
behind. seen since you’ve been over here, we have a lot of
resources dedicated to Japan. If you delay, there’s a
J: Three weeks behind. planning impact here.
M: I’m going to talk to Kenji about it later. K: OK, I understand your concern, but we
J: I suggest you go over there and have some don’t have all the required resources in Japan.
strong words sooner rather than later. Tell him that M: I don’t agree at all. We discussed resources
he needs to perform or he’s out. A bit of straight in detail at the start of the project and it’s very late
talking wouldn’t do any harm. in the day to be having this kind of discussion. I’ve
M: I know, I know. But it’s Japan, you can’t do had a word with Stefanie and I’m going to send her
‘straight talking’ or you’ll offend everyone. over to Tokyo for a couple of weeks. I think that
you could benefit from her experience. If we don’t
J: Matt, you can’t stereotype like that. Kenji’s resolve this now, we are risking the whole project.
a professional. You need to tell him to his face what
you expect and when you expect it. K: OK.

M: Look, you may be right … but the guy’s M: Right. Stefanie has been briefed and she
trying. Shouting at him isn’t my style; I think I’d will talk to you about this tomorrow and make
prefer to take a more gentle approach. arrangements.

J: Yeah, but being gentle often gets you K: OK. And thank you … see you later.
nowhere. If you don’t fix this soon, you’re going to J: Hey.
have senior management complaining. Anyhow, it’s
your call … you know what I would do. M: Oh, hi, how’re things?

J: I was thinking about you, how did that

Japan business go?
[Video 4.3.2]
M: It wasn’t easy. I took your advice and was
M = Matt K = Kenji J = Jack
pretty tough on Kenji.
M: Kenji, I need to have word.
J: Tough guy. And?
K: Yes?
M: He was pretty quiet, actually, didn’t say
M: I’ll come directly to the point as we need to much. I sent Stefanie over there last week and I’ve
find a solution. I’ve been going over our schedules spoken to him since then, he seems very grateful,
this morning and the Japan side of this project is said it was strong feedback but that he’d learnt
running more than three weeks late. It’s a major from it. He said that he’d try to be more open
delay, I’m not happy about it. about issues, going forward.

K: Aha, OK, I understand it is not ideal but J: Good stuff. What did I tell you?

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weeks? I’m sure that we can get things back on

track.
[Video 4.3.3]
K: OK, I’ll call her. Thanks for the support,
M = Matt K = Kenji J = Jack
Matt, I appreciate it.
M: Morning Kenji, how are you doing? How’s
J: Hey.
the family?
M: Oh, hi, how’s things?
K: Very well, thank you.
J: I was thinking about you, how did that
M: Listen, Kenji, have you got a few minutes
Japan business go?
for a quick chat?
M: Good. I tried to keep things positive.
K: Certainly.
J: Oh yeah? How did that go?
M: I know that you’re very busy, and I hear
that things are going very well in some areas, but I M: Slowly. Kenji was supposed to coordinate
think it’s good to update on the project. It’s a very with Stefanie, but didn’t. I had to pick up the phone
demanding situation for you and there’s a slight and ask – very nicely again – if he could just please
delay on your part of the project, right? Just over call Stefanie.
three weeks.
J: And?
K: Yes. We are struggling a bit with resources.
There are some other projects that management in M: He did. She’s there. It’s going well, I think
Japan wants to take priority, it’s difficult to balance. we’re back on track, team spirit is high.

M: I understand. Look, how do we go forward J: You’re too nice. You know, Kenji’s lucky I’m
to get back on track. Any ideas? not managing the project.

K: Er … I think we can manage.

M: I’d like to help. Is there any further support [Video 4.3.4]

from our side which can help? It’s important to be aware that people
communicate differently depending on their
K: Maybe Stefanie, is she available? Her
expertise would be very helpful, but I understand culture, as well as their personality.
that she’s in Mexico? So firstly, be aware that a direct style can be useful
M: Not a problem, I can ask her to travel to and effective. It makes things clear – it’s honest and
fast, and some people actually like it. So we see
Japan for when you get back, stay for a week or so
until things are back on track? Would next Friday Matt in the first video, partly on the advice of Jack,
say very clearly that he’s not happy and what needs
be good for her to visit?
to happen, and he gets Kenji to understand the
K: Yes, that would be good. situation quickly; that’s useful for the team. But,
we all know, a direct style can be dangerous. It can
M: Excellent, so we are in agreement. In fact, close down conversation; it can even cause conflict.
why don’t you call Stefanie and arrange for her to
go over, and we can talk again in a couple of Indirect communication can also work; it’s more

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polite for some, but it can take longer to be million items. There was a truck leaving this
effective. So, in Option B, Matt asks Kenji to take building, one every two minutes thirty seconds last
the next steps to call Stefanie. However, Matt has year. There was a thousand one hundred tonnes of
to step in again later and make the call himself equipment on that peak day.

as Kenji was slow to do it. So in the end, the same P: The orders then have to be packed. This
result is achieved as Option A, but with the indirect stage in the process is still done by hand. Good
style, but Matt possibly has a happier team without packaging is essential to prevent goods getting
any conflict. damaged in transit. With the orders packed they
are ready to leave the warehouse and begin the
In the end you have to decide. Choose the style next stage in the process – delivery to the
which best fits the situation, and not simply the customer. Delivery can be undertaken by the postal
style you prefer. service or by courier companies. Frequently,
customers are able to track the progress of their
package online. Consumers enjoy the convenience
[Video 5.1.1] of having goods delivered to their homes. But of
course customers are not always at home to
P = Presenter AL = Allen Lyall
receive their package. One solution is to use these.
JR = Jukka Rosenberg JM = Jim McAuslan
They are called collection lockers. Packages can be
P: Online shopping is now a major part of the left inside and the customer can pick them up at
retail sector. It’s convenient and often cheaper than any time by entering a PIN number. The logistics
buying in traditional stores. E-commerce operators that
have invested heavily in their logistics systems so e-commerce relies upon are developing all the
that consumers receive a quick and efficient time. In the future we may see some changes in
service. An online shopper only has to make the way our online shopping is delivered. This
a couple of clicks on a website. It is so easy. But robot has been designed to deliver packages.
behind the scenes, retailers rely on complex Customers can arrange to collect their goods from
logistics operations to fulfil orders. Systems have the robot via a mobile app. Some companies are
to handle millions of orders efficiently. Many of the also considering using drones to transport goods to
operations in Amazon’s giant warehouse are customers. This drone is being developed by the
automated. Each order is placed in a separate postal service in Finland. Jukka Rosenberg is the
yellow container. The containers are tracked with Project Director.
their own barcodes. It is a complex operation.
JK: This is part of the testing of new
AL: My role is to make sure that the fulfilment technologies in our parcel delivery and post
centres and the thousands of people we employ in deliveries and this could be an opportunity which
the UK are busy making sure that our orders are we are now testing.
delivered on time.
P: Amazon says that in the future, customers
P: Allen Lyall is Amazon’s Vice President of could order goods and they would be delivered by
European Operations. He explains the scale of the drone in as little as thirty minutes. However, are all
work that the warehouse is capable of. these changes really for the better? There are
concerns about the widespread use of drones. For
AL: We dispatched on our busiest day 2.1 example, will they create congestion in the sky?

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Airline pilots are worried about the safety issues India, but he made promises about where we’d be
raised by drones. Jim McAuslan is a spokesperson by now. And then he suddenly went very quiet …
for commercial pilots. and then I get an email this morning that there are
these issues, and they need more time … more
JM: There is an issue about the safety of their money … You know, maybe it’s cultural, Raj didn’t
operation. But our bigger concern is where this feel that he could say no to me in the first meeting,
technology is going for the future. We’re not when I asked him if he could solve things.
against the technology but we want it to be
properly regulated. S: People love to go on about cultural
differences but it’s too simple, just stereotyping. To
P: As drone technology develops, issues like be honest, I think it’s you. I think you’re too soft on
safety and congestion will need to be balanced Raj. If the platform is not ready, and the project is
against the convenience of delivery by air. It is going over budget, you need to put some pressure
a discussion that is certain to continue. on him. He needs to make us his number one
priority. Call his manager.

M: I don’t know … bringing in management …

[Video 5.3.1]
it changes the atmosphere. I don’t want to make it
S = Stefanie M = Matt more difficult to work with Raj.
S: Another day in paradise? S: It’s a waste of time, Matt. You need to get
tough. We’re the customer here. Demand some
M: We’re going round in circles here.
action.
Unbelievable.
M: Raj is pretty sensitive; he might not react
S: Been talking to Raj?
too well to that kind of thing. Look, I have a call
M: No, IT downstairs. Trying to get some with him later, I’ll try and negotiate some kind of
understanding of an email I received from Raj this solution on the pricing at least. Costs are getting
morning. Of course, they were very happy to point out of control. What?
out that if it was their responsibility in house, and
S: Nothing …
not ‘my expensive external provider’, there
wouldn’t be any of these issues. They told me to
cancel the contract with Raj and let them handle
the project. [Video 5.3.2]
S: They may be right. R = Raj M = Matt S = Stefanie

M: I know they’re right. But it’s still not very R: Hello?

helpful. M: Raj, it’s Matt Farnham.
S: But I thought you discussed this with Raj R: Hi, Matt. Good to hear your voice. How are
last week. you?
M: I did. We had, what was it, a three-hour M: Not great actually, Raj. I got your email this
conference call? Look, I know they have their morning, it wasn’t exactly what I wanted to read.
issues, Raj is under a lot of pressure over there in

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There are now really significant problems with M: Yes, we had a chat yesterday. Wasn’t easy
increased cost and no clear timeline to sort out the at first. But he was pretty open in the end, and we
technical problems. We can’t run the project like had a very direct conversation. I had a chat to his
this. Things have to change. manager as well.

R: OK, I’m surprised to hear this. You know S: And?

we’re talking about a complex project and we have
M: No extra costs on the project … so the
many other contracts happening over here.
money is back under control … we’ve agreed to
M: Raj, you need to deal with these issues. have a phone call every day, just to track and
There’s a risk we have to delay the pilot to manage the fixes. We should be OK in about
customers … that means we might even lose a week.
customers. And my management is going to
complain about these costs. Basically, what I need S: Good.
is for you to cover the extra costs for additional M: It is good, yes, but I still had to go over Raj’s
work on the project. What you’re billing us is head and talk to his manger … he doesn’t seem
unacceptable … these costs are just out of control. very happy about it.
R: But not all the technical problems that we S: It’s not about making people happy, there’s
have were discussed at the beginning, this is a lot a job to do.
of extra work for us.
M: That’s one way of looking at it, but he’s told
M: Look, this is how it is: we have a contract, me he’s struggling with a young family and all these
we’re not going to accept an open budget. If that’s problems are a bit demotivating. And if he gets
a problem for you, then we need to involve your demotivated and decides to walk off the project,
management. You have to bear the costs, all these we’ll have a major, major problem on our hands. To
delays aren’t our problem, we shouldn’t pay for be honest, I’m a bit worried that he’s going to walk.
them.

R: Erm. OK. Look, let me have a look at the

numbers. [Video 5.3.3]
M: OK, fine. Send me something by this R = Raj M = Matt S = Stefanie
evening.
R: Hello?
R: OK.
M: Raj, it’s Matt Farnham.
M: Right, I have to go to a meeting, I’ll talk to
R: Hi, Matt. Good to hear your voice. How are
you tomorrow.
you?
R: OK.
M: I’m good thanks but, to be honest, we’ve
S: Hello. got some difficult issues to discuss, Raj, this project
is really challenging for everyone at the moment.
M: Hi.
R: Yes, it’s a real headache.
S: Did you speak to Raj?
M: But I want to work with you to resolve

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things. Now, I appreciate that you’re working very I think it is, seems keen. He could also help track
hard to deliver, but as we talked about a week or so things a bit in case this happens again …
ago, all these delays are creating financial and
commercial issues for us … first there’s the cost, all S: That makes sense.
this extra work, and also there’s going to be a M: We need to work with these guys, keep
problem for our customers. them on our side. You know, we need to think
about the big picture … there are more countries
R: You mean being late with the pilot phase?
on the horizon, and my boss is already talking to
M: Exactly. Now I want to work with you to Raj’s boss about the next contract, so …
resolve this, I don't want to be the bad guy, but
I think we need to negotiate on your fees. This is S: Good thinking.
really down to you, not us, so I think it is M: You see, I’m not just a pretty face …
reasonable to ask to split the costs, we’ll take 10 Anyway, let’s see. I want to keep things positive at
percent, OK? this stage. The only thing I have to do now is
R: I don’t think it’s fair to blame us in this way, convince my boss about the extra costs on our side
… not going to be easy.
your team changed some of the requirements,
added things, that meant more work, more people
from our side …
[Video 5.3.4]
M: OK. Could I suggest something? What
about, if we help from our side and give you one of There are a number of learning points in these
our IT guys, and then you should have everything videos about collaborating with people outside of
that you need to clear this up quickly. your team.

R: OK. With an extra resource from you, that Firstly, in professional life, it’s important to be
would be a good solution, I can agree to that. demanding sometimes with external partners, to
get to a result which is good for your team and
M: Good stuff. I’ll give you another call your organisation. In Option A Matt communicates
tomorrow. powerfully to get Raj’s company to pay extra costs.
A good result financially. But demanding has risks.
R: OK, talk to you tomorrow.
Raj is demotivated and might leave the project.
M: Have a good one.
An alternative to the demanding style is to use
S: Hi. Did you speak to Raj? a supportive approach – external partners can
respond very positively to this; they support the
M: Yes. We spoke yesterday. solutions and they remain very motivated. But, you
may need to invest time and money to achieve an
S: And?
outcome that is acceptable for everyone. Matt
M: Good, I think. He’s very cooperative. I found this in Option B – he reached an agreement
agreed to take 10 percent of the extra costs … so with Raj, but to do this he had to provide extra
that should bring the money back under control … I money and resources.
also suggested we send someone from IT here to
When communicating internationally, be flexible,
work on this. There’s a young guy down there, Mike
and choose the style that best fits the situation.

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we want to take back phones as well to source

minerals. So we've collected over 60,000 phones in
[Video 6.1.1] the, you know, in the Ghana and we er, we, we got
The phone is really, really you know core element them back to er, Belg, to a Belgian refinery to, you
of our everyday life, but on the other hand we know, to take back to, the minerals to be used in
don't know anything about it. We didn't start as the supply chain again. I might call myself an
a company, we started as a campaign and the idealist but I also know, you know, that the world
campaign question was how can we give visibility works in a certain way and you have to, you know
to er the situation in Eastern Congo? business is, is an important mechanism to actually
create change, um you know that's why we set up
Millions of people died in, in, in wars related to the Fairphone –that's why we started a company
mining of these minerals we use in, in our mobile instead of, you know, doing art projects for
devices. So what we thought is, and you know with example. And um, you know a fellow er designer of
my background as a designer, is that you know me, er of mine has, has once said, you know, we're
what, why don't we make a device, make a phone? all hippies with business plans. The mechanism we
use to change things is a commercial model, and by
We've been announced the, the fastest growing
being part of the economic system and a market
start-up, tech start-up of Europe by The Next Web,
mechanism, we are able to actually, you know, put
which says something about the, the speed in
those idea, idealist kind of values into the core of
which we grew. We grew from two people to over
what moves the world. So we're not in it to
forty people in two and a ha, two years. Uh we
become, you know, the biggest phone company in
made, in the first one and a half years of our
the world, but by doing what we do we show that
existence, we made a turnover of sixteen million
there's a market, we grow demand and if the
euros. First actually was through crowdfundings,
demand grows the market will follow – that's the
and then in three weeks more than 10,000 people
way the world works, right?
bought the phone. So we had over three and a half
million euros on the bank account, we didn't know
how to make a phone, you can imagine me lying in
bed at night crying and my wife, you know, going at [Video 6.3.1]
me like, 'Bas, come on! You can do it, you, you P = Paula M = Matt
started this so you have to, you really have to go for
it now,’ – it's a success. P: I think I’m quite good at influencing people.
I’m usually able to make a strong argument, backed
All components are actually uh, built up as with good reasoning. We have some potential
modules, and people can actually exchange those buyers from a Mexican chain of business schools
modules, repair those modules themselves. We coming to London this week.
work with mines, local mines, in Eastern Congo and
where we get our tin, our tantalum, from, so we M: When will they be here?
contribute to the actual economic situation in the
P: About twenty minutes. … They want to
Congo instead of, you know, avoiding the country
which a lot of companies are doing. If you produce look at partnering with online training and
education providers from the UK and I’ll be pitching
phones, you produce waste, right? And by doing
that, you know, by making a Fairphone you're … I expect to get what I want, I haven’t failed yet!
already kind of in the paradox. So what we said is M: Remember not to be too pushy … go easy

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on them. and we’re aware of the challenges that you

mention, but that’s why we’re so confident that it
P: Stop worrying! I’ve thought of everything, will be a great success …
really. Remember we’ve designed this just for
them. Pe: Maybe, but there’s a difference between
analysing on paper and how things are in practice,
M: I know, I know … but Pedro likes to be this year is …
involved in decision-making, he’s quite
a collaborative guy and likes to give input. Pa: Sure, but that’s why there’s provision for us
to support the platform, it’s not all just left to you
P: I’m sure it’ll be fine. …

Pe: Yes I understood that in your pitch, but …

[Video 6.3.2] Pa: And you just won’t find a better price
Pa = Paula M = Matt S = Susan Pe = Pedro anywhere on the market. Not for something like
this, nothing more competitive exists.
Pa: So that brings me to the end of the
presentation. I’m sure that you’ve been able to see Pe: OK. Well, I think Susan and I have a lot to
the many, many benefits that partnering with us think about. I think we can have a discussion over
and introducing our online courses will bring to the next few weeks … and we’ll get back to you.
your business schools. I’m sure that you’ll agree
that our courses are among the best currently
available in the global marketplace. Their success
and quality are demonstrated by the fact that a
number of other business schools and universities
in other countries already use them.

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

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[Video 6.3.3] Pa: Can I ask why you don’t think the finances
will work out?
Pa = Paula M = Matt S = Susan Pe = Pedro
Pe: Cash flow. Cash flow and the fact that we
Pa: So that brings me to the end of the
allocate budget a couple of years ahead … most
presentation. I’m sure that you’ve been able to see
of what we have over the next year is already
the many, many benefits that partnering with us assigned.
and introducing our online courses will bring to
Pa: I understand. That doesn’t have to be
your business schools. I’m sure that you’ll agree
a problem. We would be able to plan and test now,
that our courses are among the best currently
but set the launch for next year and spread the
available in the global marketplace. Their success
cost. So you could go ahead now, but put it into
and quality are demonstrated by the fact that a
next year’s budget and we could probably agree
number of other business schools and universities
quarterly payments. How does that sound?
in other countries already use them.
Pe: Well that makes a big difference. If we
M: Well, I’m sure we’d love to hear your
could agree to those conditions … I think we would
thoughts …
be happy to go ahead.
S: Yes, I’m really impressed. I like the
S: Let’s do it.
approach, it feels very new … I can see how it
would fit very well in our business schools. Pa: Great!

Pe: Hmmm … I’m not sure, I think that there Pe: Thanks for being so flexible, Paula.
are a lot of technical matters to think about. Who
will manage it? How long will the platform take to M: Right, let’s take you both to lunch.
integrate? We’re already quite busy for the rest of
this year at least … there’s also money to think [Video 6.3.4]
about … it’s the same story with our budget. When we’re just being ourselves, we often try to
influence people using our own natural style, and
Pa: Pedro? Sorry, the most important thing for this potentially limits our success. We saw this with
you is not to have to spend a lot of time integrating Paula in Option A – her ‘push’ style seemed to suit
the platform and managing the implementation? Susan, but it wasn’t working on Pedro. He felt
Pe: Yes. frustrated in the end and Paula wasn’t able to close
the deal. In Option B, she adapts to a ‘pull’
Pa: OK, well we can help with that. We can approach and asks Pedro questions to find out
take on the work of looking at your set-up and more about his needs, while still guiding the
creating an implementation plan. On top of that conversation to a positive result.
we’ll also fully manage implementation … and
Both ‘push’ and ‘pull’ are valid and positive
support it. And of course we’ll make sure that any
disturbances will be kept to an absolute minimum. approaches. But they each have advantages and
disadvantages depending on the situation.
Would that be a good solution for you?

Pe: That sounds fine, but there’s also cost … Overall, we have a better chance of communicating
successfully if we understand the needs and
I just don’t think it’s going to work financially.
preferred style of others in specific situations. Then

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we can choose an influencing style which suits the friendly, which can be unhelpful at times because
situation and also the person. you want to do some work and be quiet, but
people tend to be interactive , communicative. But
at the same time you have a very strong sense of
team spirit because everybody’s together there
[Video 7.1.1]
doing the same things.
P = Presenter E = Evelyn R = Rodrigo
M = Marcus H = Hanna P: Good communication is essential in a work
environment. It can present some challenges as
P: Working abroad is now a fact of life for Marcus found when he relocated from Sweden to
many people in business. Multinational companies the UK.
often require their staff to relocate to offices in
different countries or even on different continents. M: I thought I was very fluent in English when
And international experience can be a valuable I, you know, when I lived at home in Sweden. But
asset in career development. then when you actually come to live here, you
realise (that) the nuances and phrases that you
The prospect of moving to a new country is don’t know at all. And, you know, doing your
exciting. It brings the opportunity to see new mistakes and saying the wrong things at the wrong
places and to get to know different cultures. time, but quickly learning, was fun.
But going abroad to work is not the same as P: The etiquette of communication can also
travelling for pleasure. It brings challenges. Foreign vary. In Poland people tend to be direct when they
professionals have to learn about cultural issues talk to each other.
like customs and etiquette. They may find the way
people communicate and interact at work is H: You might be a little bit shocked that the
different. Poles tend to be more abrupt, or that’s how they
will come across. The use of ‘thank you’ and
One of the first things that someone in a new job ‘please’ – it’s probably less widely used. The
overseas has to encounter is interacting with co- linguistic elements, the cultural element doesn’t
workers. In different cultures, different standards demand that. So it’s absolutely polite if you just say
apply. ‘yes’, ‘no’ and leave it at that.
E: When you are in Germany people are a bit P: Many of the rules of a culture remain
more reserved to begin with. Once you’ve broken unwritten. Learning them can be challenging but it
the ice and got to know them, they will be your is also rewarding and is one of the keys to success
friends for life, if they make friends with you. But in the global workplace.
initially they are a bit more reserved, so don’t be
put off by that.

P: The workplace culture in Brazil is quite [Video 7.3.1]

different. S = Stefanie P = Paula
R: When it’s time for lunch, you always have S: Today is a big day for our project. We have
lunch with someone – you never have your lunch some clients coming in who are thinking about
alone – there’s always, usually more than one making a major purchase for the Mexican market …
person. So it tends to be very face value and very

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Paula has responsibility for Mexico, but I’m a bit St: … so I suggest we plan to launch this year.
more experienced so Matt has asked me to lend
Su: OK.
her some support. The important thing in these
kinds of conservations is to make sure that things St: In our experience it’s a good idea to use
keep on moving ahead. I’m keen to keep the focus the summer. When the students aren’t around we
on our launch date, and sticking to the plans that can implement and test everything … hopefully
we have between now and then. After that we can your IT guys will have a bit more time then … it’s
worry about group decisions and small details. just easier to set everything up. So my advice is
I think with the important points we should use our that we aim for a launch date in September.
expertise and let our clients know what’s best.
Su: I totally agree. Let’s do that.
S: Hi, Paula.
P: OK. That’s not far off … I think we should
P: Hi, Stefanie. know a little bit more about the process … I just
want to make sure that we’re all being realistic.
S: The first thing I’d like to do is go over all the
dates we have for the next three months … can we Su: It’s realistic. Let’s just do it, we can get into
start there? the process later. OK great, we’re all agreed then.
P: When we’re talking about making St: Fantastic.
decisions, I would say that I prefer to try to find
consensus … It’s a huge project … in Mexico! There
are so many things to think about … How will we
register students? When to register students? [Video 7.3.3]
What are we going to do about marketing? Are we St = Stefanie Su = Susan Pa = Paula
going to assist with that? We need to ask them all Pe= Pedro
these questions and take decisions together, we
can’t know everything about everything ourselves St: We think that the next step is to decide
… So, yes, for me this meeting is about getting to when exactly we would want to plan the launch.
understand more about how they work … we can Su: Yes, I’m happy to have that conversation.
think about a launch date later.
Pa: Great, when would be the best time for
you? It would probably be a good idea to keep
things moving and plan for sometime this year, but
[Video 7.3.2]
we’re happy to work around your needs.
St = Stefanie Su = Susan P = Pedro
Su: September time would be good.
St: We think that the next step is to decide
when exactly we would want to plan the launch. Pe: I think that we should do a pilot first … let’s
just trial it in one of our business schools and, then,
Su: Yes, I’m happy to have that conversation. if it all runs smoothly, we can roll it out to the rest
of the group.
St: Great, well we think that it would be a
good idea to keep things moving … Pa: We could do that, certainly … sounds
logical … have you thought about how and when
Su: Absolutely …
you’ll register your students, or how we’re going to

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market the courses in advance? a fixed decision on the launch date while Paula was
happier taking a more flexible approach.
Pe: No, not yet … I guess we would need to
discuss those things internally to start with … let’s Thirdly, we can look at attitudes to status and
keep it flexible for now. You know, sometimes hierarchy. In some places, hierarchies are flat and
things change, let’s keep talking. you can openly discuss and debate ideas with your
manager. Elsewhere, status and hierarchy are more
Pa: Sure, after all, we’re here to facilitate what important, and you probably shouldn't openly
works best for you. disagree with your manager.
Su: Thanks, Paula, but I’m sure we don’t want In this story, Susan is ranked higher than Pedro, and
to waste your time or ours in meeting after Stefanie has more experience than Paula. These
meeting. I’m happy to make a decision now and factors could have enabled them to push through
stick to it … let’s say September. If we don’t go live their decision in both video options.
in that semester, there’ll be another six-month
wait, which no one wants. So can we launch in So, how can we overcome these challenges? We
September? And fix an exact date? You can do can first observe others, then discuss our preferred
whatever piloting you want between now and approach. This can help us achieve better business
then. results while protecting relationships at the same
time.
St: Absolutely, that sounds perfect.

Pe: OK.
[Video 8.1.1]
St: Great, well, we’ll start looking at dates.
P = Presenter N = Nadia PM = Park Manager VS1
= Vet Student 1 VS2 = Vet Student 2
S = Steve Leonard
[Video 7.3.4]
Everyone’s decision-making behaviour is shaped in P: Leadership in business requires a range of
some way by their culture; it could be national skills. These include an ability to make decisions,
culture, corporate culture or some other form of good communication and knowing when to
culture. delegate tasks. Leadership skills such as these are
just as important in running a team as they are in
Firstly, some people can take a very target-driven managing a multinational. Learning to lead a team
approach while others may prefer a more can be a challenge.
collaborative approach. For example, in Option A,
Stefanie and Susan dominated the discussion and In Safari Vet School, sixteen veterinary students
were very target-driven, while in Option B we see take that challenge and test their leadership
that Paula and Pedro are clearly more consensus- abilities in real-life situations with dangerous wild
oriented. animals. The students have been selected from
thousands of applicants to travel to South
Another difference is how people view time and
deadlines. What’s fixed for one person may be Africa where they will be supervised by specialists,
flexible for another, and this can cause problems. including experienced TV vet, Steve Leonard.
As we saw in the videos, Stefanie was keen to have Nadia is studying at Cambridge University. She’s

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a high achiever – used to getting top grades. The was disappointed with how I behaved as the team
Vet School selectors were impressed by her leader.
determination.
P: Nadia receives feedback from Steve, her
N: Failure is not something I cope well with. If mentor. She admits that leading and motivating
you want me to boss you, I will! People can be a group is different from motivating herself.
quite intimidated by me I think. I mean I’ve had
N: I normally cope really well with adrenaline.
people say they’re scared of me, which I don’t
understand why, but obviously I must be quite ‘in But looking back I think I cope well with adrenaline
when there’s just me and I just have to think,
your face’ maybe. I kind of have one volume and
it’s ‘loud’. ‘Right! I have to do this. I’m going to do it’.
Whereas when you’ve got a group of nine people
P: Nadia’s sense of purpose means that she is that you’re trying to control and when …
chosen as team leader for the first task. An animal
S: You’re trying to control nine people?
must be sedated, treated, put on a truck for transit
and then woken up. N: Well … because … it was a group of nine
and I was supposed to coordinate them
As team leader, Nadia has to make key decisions,
motivate the group and ensure they all work S: When you look back at this, how many
together. If the animal is not revived quickly, it may questions did you ask of your team that were
be harmed or even die. advice questions?
It does not run smoothly. Luckily the team manages N: How do you mean?
to administer the reversal drug to wake up the
animal. The Park Manager is critical of Nadia’s S: In terms of ‘What do you think we should
management style in the team debriefing session. do?’

PM: There was far too much chatter going on. N: I can’t remember.
And running around. Everyone a bit disorganised.
S: I didn’t hear any. Do you think you’d taken
It took you fifteen minutes from when the trailer
on too much responsibility?
arrived up to when you actually gave the reversal.
OK? Far too long. N: Yeah definitely! That was the problem. I
was completely out of my comfort zone.
VS1: I think we just needed just one person to
like kind of control the operation. Because I, S: You’ve just got a taste of what it’s like to be
literally, didn’t know what you guys were doing. I in charge. How did that make you feel?
was just on …
N: Awful.
VS2: I was just focusing on the heart rate, the
lung field … S: Did it? What you experienced was very,
very difficult. I don’t think you did that bad a job.
VS1: I didn’t know the trailer was there …
P: It has been a tough learning experience for
N: Yeah we all got so side-tracked with Nadia. She now understands that leadership
immobilising it that we forgot the whole point was involves a range of skills – such as motivating all the
just to get it on the truck. And I felt that the team team members, keeping focused on the main

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objectives of the task, and communicating clearly. M: Sure, it just seemed like a sensible idea to
me at the time. Paula?

P: I agree. I thought you were a good project

[Video 8.3.1] manager … thanks for all the coaching you gave me
So this is it … It’s been a long journey, but very and for the tips about making presentations … I felt
successful in the end, I think. All that’s left now is like you were there to support me.
to wrap everything up with the team. It’s always
M: Excellent. Thanks, Paula. Well, I’m looking
important at the end of long and detailed projects
forward to the next big project already, thanks
like this to take the opportunity to learn lessons. As
guys.
project manager, I’m keen to get some feedback
from the guys, so we’ve set up a brief session while
they’re still all here in London … hopefully it won’t
be too brutal. Obviously I hope they give me some [Video 8.3.3]
positive feedback. Everyone likes to feel that M = Matt S = Stefanie K = Kenji P = Paula
they’ve done well … But it would also be interesting
to get some developmental feedback, to hear M: I’d like to ask you all for some personal
where they think I could improve. feedback. As you know, this is one of the first times
I’ve worked on an international project like this so
I’m keen to know how you all feel … so don’t be
shy, who wants to go first?
[Video 8.3.2]
M = Matt S = Stefanie K = Kenji P = Paula S: I’m happy to go first.

M: I’d like to ask you all for some personal M: OK great, go ahead.
feedback. As you know, this is one of the first times
S: Everything was OK in the end and I think
I’ve worked on an international project like this so
the project was a success … but I have to say …
I’m keen to know how you all feel … so don’t be
I thought it was a bit chaotic at the beginning. I
shy, who wants to go first?
think that it was your responsibility to make sure
S: I’m happy to go first. that we all knew each other and communicated …
but I don’t think we did have a clear idea of who
M: OK great, go ahead. was on the project or our roles … I think that was
a problem.
S: Well, I think you did a very good job
communicating with the team and keeping us all M: That’s interesting … I thought I had done
informed … once we knew each other’s roles it was that. If you remember I sent around some email
very easy to work together. intros and I set up a virtual conference?

M: Great! Thanks Stefanie, I’m happy you feel S: You did, but it came too late and was also
that I was able to … pull everyone together, even a bit short … It was difficult to know how to get
though we were all in different parts of the world. started without knowing my role and everyone
else’s. I think if you could have called each of us
K: I agree. And it was good that you asked
before the project began, that would have been
Stefanie to help out when I had some difficulties.
good.

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M: Right, I’ll bear that in mind. Anyone else? was their positive intention clear in Option B? I’m
Kenji? not so sure. And in terms of receiving feedback,
remember that feedback is valuable so, when
K: Everything was fine. you’re not hearing any, you should actively ask for
M: Are you sure? You looked like you were it, as Matt did.
thinking about something there. I’d like to hear Then when you do get feedback, listen to it first
anything that’s on your mind. without disagreeing or making excuses about any
K: This project was just one of many tasks potentially negative points. Then decide later if you
that I had. I’m always very busy, but I don’t think want to act on it. Matt may have missed some
you understood that, you always asked me to do valuable information when he started making
things urgently. I’m sorry that I was not always able excuses in Option B.
to act so quickly. Finally, use a balanced approach to giving positive
M: OK. I really had no idea that you had a lot and developmental feedback. Positive feedback
of other jobs on, you must tell me things like that … reaffirms someone’s actions and position, and is
otherwise there’s no way that I can know … good for their motivation. But, without
developmental feedback they may not be aware of
P: But I think what Kenji’s saying is that you areas in which they can improve.
often waited until things were urgent before
passing them on, and that puts us under pressure
and creates a lot of stress … it’s just a question of
[Video BW3.1.1]
being organised. I think in future if you gave us all
a timeline or something, that might help us to plan Amalia
better.
Is this webcam on? Oh, right! So, why should you
M: OK, I get the point. We’ve all been under hire me? Well, I have to say I think I’m hard-
pressure, and it’s not like your work was perfect, working, I’m reliable and, and … I’m highly
I had to spend a lot of time fixing other people’s qualified. I have a background in marketing and
mistakes. Anything else? a lot of experience in different sectors. I also speak
various languages, so that will be very useful for an
international company like Media Solutions.

[Video 8.3.4] I would like to work for you because I think I’m
When giving or receiving feedback, we must always good at communicating, especially writing, and
remember that our approach to feedback is usually I could contribute to your Communications
driven by our own personality and preferences. department with my ideas and improve the
And that no single approach is best. presence of your clients in social media. Err, …
that’s all really. Thanks for listening. Oh, and please
There are a few points that we should keep in call me if you’d like me to come in for an interview.
mind: When giving feedback, firstly motivate
others by focusing on things which have been done
well. Also, remember to help them improve by Birte
focusing on areas in which they can develop. We
saw the team do each of these in the videos, but Why should you hire me? Because I’m a ‘people

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person’: I’m not only sociable, but also really Thank you for considering my application and I look
creative and if you hired me, I would give forward to your call!
110 percent and I would get on with all the team
and the clients, too. Another thing you should
know about me is I’m really into sports and martial
[Video BW6.1.1]
arts, as you can see. You can check out some of my
videos in social media on how-to-do sports Ben Fischer
training. I love social media and dedicate a lot of
Hi guys! I’m Ben Fischer and my award-winning
time to it. It’s the way everyone communicates
theatre company performs at events and festivals
nowadays.
all over the world. We bring the works of famous
What else? I’ve got a degree in marketing. I did an German writers and dramatists, such as Bertolt
internship at my dad’s company and I learnt a lot. Brecht, to audiences across the globe.
I’m a fast learner. I don’t have lots of experience
In true dramatic style, our latest production of
but I think it’s more important to have the right
Brecht’s The Good Person of Szechwan has just
attitude and just get out there and do it! Why
been hit by disaster. An electrical fire destroyed the
should you hire me? Because I’m worth it! Call me
arts centre where we were performing in London
for an interview and please give me the chance to
and took with it all our costumes and equipment.
tell you more.
Fortunately, nobody was in the building at the time
and nobody was injured in the fire.

Cindy We know one day the insurance company will

eventually pay the compensation to rebuild and
So, you’d like to know why you should hire me? replace everything, but we need to complete our
That’s a good question. Looking at my CV you might world tour now and can’t wait around for the
think I don’t have any relevant experience but I do money to arrive.
have experience in managing people. I have to
communicate in my job every day, where I’m Can you help us? We need to raise €10,000 in the
responsible for a team of forty people, talking to next few weeks to replace everything. I promise all
different departments and dealing with difficult donations to our cause will be repaid when we
customers. I’m good at working under pressure, receive the insurance payout. Not only that,
so you can depend on me to write those reports depending on the size of your donation you will
on time! receive discounts on tickets and even free tickets
to see our play in any city of your choice on the
Err, just a minute. … Another consideration is that tour. Just see our website for more details.
I’m a big fan of social media. I write a blog in my
free time, although I don’t have that many As Brecht himself once said, ‘Everyone needs help
followers yet. I’m also studying marketing online in from everyone.’ By contributing to our disaster
the evenings. So, if you hire me, I will help you to fund, you will be doing your bit to support
find the best solutions for you and your clients and community arts and help our young theatre group
improve their online presence with the to literally rise from the ashes. Thank you!
contributions of key opinion leaders and
influencers.
Alison Chadwick

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My name’s Alison Chadwick and this is my story. Our app is free to download and quick and easy to
I started my T-shirt business, Alison’s Tees, back in use. Enter the desired location and for just €10 you
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when I told them I designed them myself everyone of places is growing longer each month.
said that was cool.
The guide features audio tours by experts in their
Then I thought, you know anyone can design their towns, from qualified tour guides to local
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but more than that, you can have any design or contributors and they receive 70 percent of the
logo you like printed on it including photos to make revenues generated by their guides.
your very own unique T-shirt. Friends will be
Each travel guide on our app comes with high-
amazed. Before we finally produce the T-shirt,
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If you like travelling, you’ll love our new tour guide

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I’m Marcos López and I’m one of the founders of
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like having an audio guide but on your smartphone.
You’ll never want to buy another guidebook or
tourist map again in your life. You’ll find out about
the places you’re visiting whenever you want in
a new, original and entertaining way.

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