PRESENTED BY Dr Jannie Tay Managing Director The Hour Glass Limited

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PRESENTED BY Dr Jannie TayManaging DirectorThe
Hour Glass Limited
CROSSING GENERATIONS, CULTURES AND LEADERSHIP
STYLES
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THE HOUR GLASS TODAY

• A watch and jewellery retailing group operating
  through 15 boutiques in the Asia Pacific region.

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• Through the expansion phase in the early 1990s,
  The Hour Glass was a Global Watch Group

through 14 Watch and 2 Jewellery boutiques in the
Asia-Pacific region.
through a network of 150 Distributors and Dealers
spread across the globe.
in 2 Watch factories in Switzerland renowned for
its quality and innovation in horology.
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• In the year 2000, we divested the manufacturing
  and distribution businesses in Europe and the USA.

What are the valuable lessons that we have learnt
from our global expansion programme?
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Positioning Corporate and Culture Across Borders

• Challenge
• Understanding of diverse local cultures which
  include religion, language, attitudes and social
  norms
• How to train Singaporean managers to work in
  these diverse cultures
• Conversely How to persuade overseas managers to
  accept home country s corporate culture,
  philosophy and ultimately group vision

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• Understanding of Cultural Differences CRITICAL

Strengths Weaknesses Singaporeans
Structured Rigid Hardworking Lacks
Innovation Logical Intolerant /
Judgemental Meritocratic Scared to Loose
(Kiasu)
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Strengths Weaknesses
Australians Creative Laid
back Direct Legalistic Individualistic Less
Corporate Indonesians
Amiable Does not say No Team players Lacks
initiative Decide through No decision maker
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Strengths Weaknesses Thais Loyal
Hierarchical Willing to learn Traditional
Polite Sensitive Face Accepts
Authority Follows the leader Hong
Kongers Fast Hierarchical Creative (street
smart) Risk taking Ambitious Self
serving Professional
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Strengths Weaknesses Swiss Structured
Complacent Logical Not Open (Racial
Bias) Meritocratic Intolerant (Chauvinistic)
Americans Technically
Savvy Insensitive to Cultural norms
Vocal Does not accept authority Direct
(Especially from Asians)
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THE HOUR GLASSCOMMUNICATION STYLES
FLEXIBLE
DIRECT
TRUST
OPEN
COACH TEAM LEADER
EMPOWERMENT
CARING
RESPECT
SHARING
LEARNING
CREATE SELF-ESTEEM
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Our learning Experiences-

• Our communication styles may not be suited to
  some cultures
• We did not connect enough with the operating team
  on the ground
• We relied on feedback from local management as a
  result of which we were correcting problems after
  they arose
• With Europe and USA, there were underlying
  resistance to Asian leadership

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THE LESSION IS THAT

• All businesses are about

PEOPLE
And
RELATIONSHIPS
People Mindsets/Attitudes Relationships
Feelings
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ULTIMATELY THE LESSION IS THAT

• Successful leaders are those who are able to
  shift mindsets and build on relationships

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THE GENERATION GAP

• IT Savy / Widely Travelled - Learn Along The Way
• (Accessible to Instant Information)
• Knowledge Based - Experience Based
• Open to Changes - Slow to change
• Loves Challenge - Risk Adverse
• Dare to Question - Accept Authority
• (Confident)
• Result Oriented - Relationship Oriented
• (Kwansi)

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A FEMALE LEADER

• Is more open/flexible
• Is a good listener
• Is able to connect emotionally
• Does not mind admitting she does not know (lack
  of ego)

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POSER

• Do Women make Better Leaders?

Perhaps we should also have a session on crossing
the GENDER gap