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Blog post by Jonathan Fuller, GMBA '20

The “German White House” in Berlin.

 

Germany is one of the most important nations in Europe and the world; they are one of the largest global economies and exercise influence in many political arenas around the globe. Germans have a very strong culture and are well-known for several strengths (such as engineering prowess). But how does that translate on the ground? I’ll attempt to give a bit of insight into the small differences that make a big impact on traveling and doing business in Germany (Berlin and Dresden, at least).

Arrival at Berlin’s main airport and the subsequent transportation to our hotel was simple. Germany has an outstanding public transportation system (not that I know much about that as an American)! Additionally, most signs, kiosks, etc. include information in both German and English. This allowed us to navigate through the airport and find a city bus that dropped us just a few blocks from the hotel for under €3. This language (non)issue persisted, as most personal interactions I’ve had have been in English – clearly a common 2nd language for many Germans.

In terms of the work environment, Germany has largely exemplified the typical corporate culture associated with Germans. For one, they get right down to business. While there is room for brief introductions/niceties, most meetings have kicked off with the agenda within a couple minutes of entering the building. We’ve also noticed, with few exceptions, that punctuality is of great importance. Finally, the stereotype of Germans excelling at industry and innovation appears accurate, with one key difference. Innovation in Germany is more calculated and incremental than elsewhere. Disruptive change does not typically emerge from German business; although they are quite adept at implementing such changes and building upon them.

Team GETEC with GW Alum Paul Maeser at BDI (the Federal Association of German Industry).

A few additional differences to consider while in Germany:

  • Leadership – the term “leader” does not always carry a positive connotation here. This sentiment was echoed to us from both a German and U.S. employees here. Instead, it is helpful to frame the position as responsibility and potential to create impact.
  • Water – all of us here on CAP Germany have had a difficult time adjusting to the lack of persistent availability of water. While the tap water is fine to drink, getting water while out is difficult – drinking fountains are nearly non-existent and restaurants only serve bottled water (but remember to specifically ask for still water lest you want sparkling).
    • A positive side? Beer is sometimes cheaper than water!
  • Calculating Distance – what has become a running joke with our group is the locals’ under-estimation of distance between locations in the city. Did someone say the restaurant was 200 meters away? Prepare for a 15-minute walk! An office is a block from the metro station? More like six blocks!

    A section of the Berlin Wall at the East Side Gallery.
  • Plastics – a pleasant change compared to the US is the lack of plastic! Bottled drinks are served in glass. We even went to an outdoor beer festival in Dresden, where a plastic cup could not be found; instead, you are served beer in a glass. Once finished with the drink, you return the glass to the beer tent for a refund of €2.

Overall, there was no single, major culture shock experienced in Germany. Instead, it’s the combination of many subtle differences that, taken together, can make it feel like the totally different country that it is. No less – it has been a great experience and I will certainly return in the future (water in-hand)!

 

 

 

Blog post by Jonathan Fuller, GMBA '20

As I sit in front of the departure gate at DCA, I can’t help but feel ecstatic: CAP 2019 is finally here! CAP is one of the core pieces of GW’s Global MBA program that we have all been talking about and looking forward to since we began our studies in August. Even before knowing the countries, the excitement was vivid. Fast forward to today, and here I sit ready to board the first of three flights to get me from our nation’s capital to Berlin.

CAP Berlin boasts three different teams with a good mix of companies and projects. One team is working on the marketing strategy of a local German fashion brand (Peccato), another is working with a real estate company (BEOS) on organizational change and people management, and the final team, to which I contribute, is presenting a market-entry strategy for an energy contracting company (GETEC) to penetrate the UK real estate/energy market.

As for the students on CAP Berlin, I’ll take some liberties in speaking on behalf of the group and say that we are all pleasantly surprised with the abilities and hard-working attitudes of each team member – who collectively represent six countries and 10+ languages (don’t fact-check me on those numbers). But perhaps I shouldn’t be surprised – we are all GW students, after all.

In preparation for our time in Germany, all three teams have been in contact, via video-conferencing calls, with the clients on a regular basis throughout the semester. Our work so far (group meetings, CAP classes, and CAP workshops) has been generally focused on the following:

  • Preliminary research to understand the culture and business environments our clients were operating (or wanting to operate) in as well as best practices.
  • Client discussions focused on gathering internal data relevant to company organization, growth strategy, and marketing plans.
  • Initial findings and recommendations based on initial data and analysis done at GW.
  • Story-boarding to share our findings in a cohesive yet clear, concise message to present to our clients.
  • Presenting, presenting, and presenting (I gather that presentation skills are considered somewhat important)!

Leading up to this point has been a mixed bag of emotions. The aforementioned excitement has swirled in and out among a vast array of other feelings throughout this semester – the uncertainty and anxiety of initial client interactions, the concern of developing an appropriate scope (which my team learned first-hand can change numerous times throughout the engagement), the stress of dress-rehearsals/presentations, and of course, finals shortly before takeoff. Suffice it to say, we are all ready to get to Berlin and finish strong!

Blog post by Calvin Sanders, GMBA '20

CAP South Africa will take place during a critical moment in South African politics, as South Africans go to the polls for the 5th time since Nelson Mandela ended apartheid 25 years ago. The incumbent is Cyril Ramaphosa, a legacy member of the African National Congress (ANC) political party. The hot issue is Land Reform – an ANC proposal to redistribute agricultural land to South Africa’s black and colored populations. I encourage readers to look into the issue as it is a fascinating backdrop for the 18 members of the GWSB community who travel to South Africa to complete their CAP engagements.

I am Calvin Sanders, a rising 2nd year Global MBA fellow. Thank you for taking the time to read about my CAP experience. The 2019 CAP South Africa clients come from diverse backgrounds, as do the students working with them. Until now, four teams comprised of four students each have assessed, diagnosed, and solved a host of client challenges. The time spent on-site in Cape Town will help the CAP teams refine their recommendations and create practical implementation steps given the client’s capabilities. Here is an overview of the 2019 CAP South Africa clients, and their GWSB student consultants.

The first team is Jembi. Jembi is a non-profit whose mission is to improve global health by developing information systems, growing partnerships and building local capacity, with a focus on developing countries. Team Jembi is composed of Olivia Gant, Pravallika Yemba, Mike Bonfatto, and Dana Omair. These four are tasked with an organizational redesign mission; essentially, to help Jembi formalize their management processes to keep up with their growth over the last few years. This is a particularly important client engagement, as healthcare advances in Sub Saharan Africa can have potentially enormous benefits on the impacted populations.

Team two is VoiceMap. VoiceMap is a GPS guided audio tour company that enables visitors in over 150 cities to take walking tours of various attractions, told through the voice of a local inhabitant. Andy Bauder, Becky Xia, Juanita Abii, and I compose the VoiceMap student team. Our mission is to design a market entry strategy into Washington, D.C., so VoiceMap can expand the B2B side of its business in a mature market.

The third team is Sealand Gear. A forward-thinking company in the fashion industry, Sealand Gear uses upcycled materials to build backpacks, purses, and other accessories. Max Silverstein, Vedika Jajodia, Swarchaa Kataria, and Will Ronalter look to expand Sealand Gear’s geographic coverage into other developed markets.

The last team is RainFin. RainFin blurs the line between traditional financial institutions and modern peer to peer lending platforms. They want to bring financing access to deeper into the South African economy. Ramzi Soueid, Shehu Bello, Joe Kovacs and Tasorn Pornsikrul team up to generate alternative lending and collateral arrangements for businesses.

These four teams will spend the next two weeks working with clients during a charged era in South African politics. This dynamic experience – balancing consulting obligations, politics, and personal development – is what CAP is all about. I look forward to keeping you updated over the next two weeks!

Blog post by Joshua Lodestro, GMBA '20

For a team of four MBA students with no consulting experience the last four months have been nothing short of challenging and rewarding.

In January, sixteen classmates and I learned that we would be going to Hong Kong for our Consulting Abroad Program (CAP). Our three teams would be working with two different clients, Click Ventures and Regal Hotels. Click Ventures is a venture capital fund. One group would be working on a way to analyze investments in blockchain companies, and the other team would be working on a pitch deck for an upcoming fund. The Regal Hotels team, my team, would be working through a marketing and competitive analysis of the hotel industry in Hong Kong.

Again, my team had no consulting experience. We brought together a diverse range of backgrounds: human rights, public service, finance, and customer service. For us, everything was new. We quickly learned how to set expectations as a team as well as set expectations with the client. With the challenge of working with a time zone thirteen hours ahead, we found ourselves on 9pm WebEx calls with the client. However, we found WeChat to be the most effective way to catch our client.

We learned a few different methods for active consulting engagements, the first being Team FOCUS, and the second being design thinking. My team would adopt design thinking due to its stress on empathy. As we were working on a marketing project, having empathy with the target customer and their needs would prove crucial to execute our project successfully.

We were fortunate to be working in Hong Kong insofar as cultural barriers are minimal for typical Western business norms. We did not find that there was a language barrier with our client and they were open to our questions and ideas. We were fortunate to have a friendly and funny client!

We wrapped up our semester’s work in two significant events. First was the storyboarding session where we presented our research and findings to a group of second-year students for feedback. Their feedback was helpful and set us on the right track for creating a successful final product. Two weeks before we were to leave for Hong Kong, was the Panel Presentations Day with industry experts from consulting heavyweights like PwC and Booz Allen in attendance. While their feedback was tough, it was the last guidance we would receive before we flew to Hong Kong to meet with our client face-to-face.

With packing done and a long flight ahead of me, I look forward to getting to Hong Kong and meeting our client in person!