What the f*** they are doing?
summary
Claims that understanding societal versus company culture measurably improves cross‑border projects, backed by Hofstede’s tool and the Big Five personality layer, with concrete tactics: Hofstede’s six dimensions for expectations, explicit goal‑setting to build trust, and incident anecdotes like a program with 45 nationalities that rebuilt a telco system across USA Austria and China. The takeaway is practical: which models are used, what metrics changed, how long alignment takes, and whether the distributed build actually delivered.
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chapters (13)
- 0:00International team culture
- 2:14Company culture matters
- 6:46International collaboration goals
- 11:23Hofstede’s cultural dimensions
- 16:21Societal vs company culture
- 23:50Individual personalities in teams
- 26:23Trust in agile teams
- 31:18Balancing cultures
- 37:21Can culture change?
- 38:46Velocity as trust metric
- 39:06Culture vs family analogy
- 42:16Mixing cultural backgrounds
- 45:31Q&A
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