Hubertus von Grunberg
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Engineers having like minds does not mean all engineers think alike. Push a design idea to an engineer, and the concept may or may not become a hard and fast solution. Put a design question before engineers from different countries, and the outcome presents a microcosmic case study on how cultural mind-sets influence engineering.
A bold, brisk innovation was needed to get a "mega order," and the favored brake product concept had the top executive's full backing. But instead of an engineering solution, "I got a 17-page memorandum...on the impossibility of the task," Hubertus von Grunberg, Chairman of the Executive Board Continental AG, Germany, lamented. The lead German engineer provided multiple reasons why the assignment was irrational, including a lengthy discourse spelling out the preventive blocks.
The same task was then put before U.S. engineers. After the team had confirmation that the engineering request underscored risk-taking and that the risk would be shared by the top brass, engineering work unfolded at breakneck pace. "A sample was ready in two weeks—proving that, fundamentally, it could be done," von Grunberg explained.
von Grunberg believes his firsthand experience points out the pragmatic approach that dictates how German engineers view their tasks. The typical German approach to a task can complement the work ethic typical of U.S. engineers, who "are not so obsessed by perfection." The take-away lesson is that a global company needs to recognize and respect inherent cultural differences.
"Find the best mix and go with it. Rely on the progressive, visionary minds, but also rely on the reluctant, conservative group—because in order to not have a flop in the marketplace, you have to have both contribute. Friction is the art of success," von Grunberg said.
Just as finding and utilizing the strengths of a global workforce is crucial to global development, another appropriate blend dictates presenting the best available products to customers. "When I was in Brazil, they were always asking, 'Is this the day before yesterday German stuff, or is this the very best?' First of all, you must make the best available. And never give (customers) second-class (products), or you may never sell anything at all," he concluded.
Kami Buchholz
