Robert Heukelom is a Dutch executive working for an engineering firm who currently works in New Delhi . Recently, Sunita Sehmi has the opportunity to ask Robert a few questions about an outsider’s perspective of working and communicating in India, and the challenges that global business I India need to overcome.
Tell us a little bit about your background - how did you get to India?
When I left my prior organisation I aimed for an opportunity to be out-stationed, which I had lingered for during my career. With my present employer, we came to an agreement suiting both parties since the company had just started their subsidiary in India. My eagerness to be out-stationed is founded in my drive to challenge myself, with assignments that require my adaptability, creativity and endurance to deliver high level goals. But the main reason is to be exposed to an entirely different culture as a westerner and experience if I could sustain, which apparently I can.
What is like managing a team in India ?
It is a personal challenge. Managing the team in a fast-developing organisation with high quality and achievement demands requires the utmost of one. The number of stakeholders is large and the expectations are very diverse. Obviously the most difficult thing is to bridge the cultural differences at operations and management level. After more than four years I have learned that the cultural differences are still the most difficult ones and short-term foreign visitors take too little time to understand this. The fact that the Indian staff and management speak English only dilutes the indescribable cultural difference, but still it has to be bridged. As the permanent intermediary and mediator you have to sustain and maintain your own principals of life. Adapting and accepting should not go beyond your personal core values, otherwise your own foundation is lost and you will not be able to sustain. Every action to head office, local staff, customer and suppliers should always be in balance with your ethics.
With a western (especially Dutch) systematic, action-directed way of working and straight-forward communication style, the difference with the Indian culture couldn't be more apart. I always say it is 180 degrees and then very far apart. It is my advice that to comply to head-office expectations, especially the projected growth, a single outposted manager is insufficient and that head-office support and involvement is much more required than initially planned.
Global business means global communication. What do you think is the toughest challenge when communicating across cultures?
The biggest challenge is to make both parties aware of the difficulty in communication and to get them both to adapt. The cultural backgrounds are very strong and unintentional misunderstandings are the main reasons for dis-connections and erratic achievements, which can be frustrating for both sides. However the cultural difference will make it difficult to address this.
Proper communication is key but very difficult, especially since most people prefer email conversation and try to resolve issues by text which is disconnected from the non-verbal signals send by direct interaction over phone or video.
Could you describe a difficult challenge in your life and how you got over it?
Everyone’s life has its challenges and what is difficult for me might not be for others, but I have faced many since it seems to be my nature to seek them and overcome them, both in private as in business. I would say that developing the business in India, being responsible for the operations to deliver and please all stakeholders is a very big challenge which goes beyond the achievement of “endurance rallies” in the desert! The continuous bridging, coping with not being understood, convincing many different parties and the loneliness are severe challenges for four years.
So I adapt and adjust my expectations to others but don't give in to my principals, that pulls me through.
In your opinion what are the real challenges for global businesses in India?
My slogan for my Indian team is: Transparent and Committed. I think this counts for the entire nation. India’s history and diversity leads to highly political communication and a kind of dejection. What should count for India is to get things done and avoid the feeling of being blamed. Open communication at every level will help to ensure people with right knowledge can guide the actions.
Finally it is about commitment and expectation. Scheduled work completion and planning ahead should be more enforced. Indians in general take planning lightly and assume high flexibility and acceptance if this is not met, which works for Indians but not in the global business environment.
What is the best piece of advice you ever got?
Read history books of the places and cultures you will meet. The culture you will be engaged to is a reflection of the history of the country. Knowing some will help you understand why people act as they do.
What's next for India?
I am sure the Modi-factor will speed up India's development. I’ve noticed this also at a micro level, where the public sector is more genuinely engaged and people respond different and seek for more and faster improvement. Motivating and getting people engaged is what should continue and results should be promoted. It can already be noticed that the younger business generation is more engaged and hopeful for better opportunities.
What’s next for you?
The subsidiary in India is not solid enough yet and I will give my utmost best as always to establish a stable organisation with highly motivated staff who will find the way to bridge and communicate efficiently. And besides the job I will keep exploring incredible India and its beautiful scenery on my classic Royal Enfield. New challenges will come on my way.
