dias nummer 1 · 2000 polen 2000 Østrig 2002 estland 2002 litauen 2003 tjekkiet 2004 ukraine 2004...
TRANSCRIPT
JYSK culture across all 19 conuntries
and more to come
Lars Dahl Christensen
• Head of HR for JYSK NORDIC in Logistics Denmark, Sweden, Poland and China and JYSK in Norway, Romania, Bulgaria, Hungary, United Kingdom and Greece.
• More than twenty years of experience within HR and Retail working in an international environment
LARS LARSEN RETAIL LARS LARSEN INVESTMENTS
NORDIC
DÄNISCHES BETTENLAGER
FRANCHISE
JYSK GROUP FURNITURE GROUP
LARS LARSEN GROUP
JYSK NORDIC February 2016
Countries 19
Stores 1040
Turnover 1.6 billion euro
Employees 9,980
Denmark 101
Norway 81
Sweden 134
Finland 71
Poland 189
Czech Republic 75
Hungary 73
Netherlands 82
Slovakia 36
United Kingdom 16
Slovenia 20
Croatia 39
Bosnia-Herz. 17
China 12
Serbia 24
Ukraine 31
Bulgaria 6
Romania 29
Greece 4
The very first JYSK
Silkeborgvej Aarhus April 2. 1979
Lars Larsen reopening October 9. 2014
Further expansion 1979 Danmark
1984 Tyskland
1984 Grønland
1986 Færøerne
1987 Island
1988 Norge
1991 Sverige
1995 Finland
1996 Canada
1996 Letland
2000 Polen
2000 Østrig
2002 Estland
2002 Litauen
2003 Tjekkiet
2004 Ukraine
2004 Kosovo
2005 Ungarn
2005 Bulgarien
2006 Holland
2006 Kasakhstan
2006 Slovakiet
2006 Schweiz
2007 Frankrig
2007 Rumænien
2008 Storbritannien
2008 Makedonien
2008 Slovenien
2009 Italien
2009 Spanien
2009 Kroatien
2010 Bosnien
2010 Kina
2011 Serbien
2013 Armenien
2014 Indonesien
2015 Montenegro
2015 Grækenland
2015 Singapore
2015 Albanien
2015 Vietnam
41 countries - + 2.300 butikker - + 20.000 employes
Expansion Whats next?
April 2017 ? DBL ? ?
851 880 853
+10%
F16/17
1.500
15.000
FY13/14
1.165
10.922
FY 12/13
936
10.121
FY11/12
9.337
FY10/11
9.008
FY09/10
8.378
Omsætning EBIT
Financial Goals
Total Sales Growth 10% EBIT min. 10%
Min. 5% sales growt on comp. stores
Number of staff
JYSK VALUES
JYSK Values – Group work
• Align on the meaning of the words in JYSK values – Tradesman – what do we mean by service minded etc.?
– Colleague
– Corporate Spirit
• Find examples in your daily work!
• Bring in the cultural aspects and own experiences from when you have encountered some differences in culture
• 30 minutes
• 6 groups
– Tradesman
– Colleague
– Cooperate Spirit
Presentation 5-10 minutes pr. group
Groups • Tradesman I:
• Mogens Futtrup, Theodora Antonatou, Kirsti Lorentzen Bergdahl
• Colleague I: • Theresa Færch, George Tsironis, Rusi Totev
• Corporate spirit I: • Lisbet Ritter, Konstantinos Dimopoulos, Anna Poradovska
• Tradesman II: • Mette Skovbjerg Jensen, Henriikka Tuovinen, Marco Woudstra
• Colleague II: • Camilla Ölander, Sandra Litwiniec, Rune Jungberg Petersen
• Corporate spirit II: • Britt-Marie Hult, Alia El-Azzeh, Lars-Petter Christensen
JYSK LEADERSHIP
JYSK Leadership expresses the behavior and attitude we expect from you as a manager at JYSK. We have Scandinavian roots and we trust each other. We believe in delegation and freedom with responsibility
Leader Result-oriented Decisive Responsible Proactive
Coach Developing Involving Feedback Focusing
Communicator Visible Motivating Convincing Informative
Working Cross Cultures
7 questions that can be used to find the culture
• What is more important, rules or relationships?
• Do we function in a group or as individuals?
• Do we display our emotions?
• How separate we keep our private and working lives
• Do we have to prove ourselves to receive status or is it given to us?
• Do we do things one at a time or several things at once?
• Do we control our environment or are we controlled by it?
A model of culture
Language
Food
Architecture
Music
Dress
Literature Climate
Noise
Pace of life
Public
emotion
Work ethic
Physical
contact
© People & Performance A/S
Reworked from: F. Trompenaars,
D. Eaton, R. Gesteland
Differences in National Culture – a starting point for cross-cultural understanding (1/2)
• Titles and position matter. Respect is based on “who you are” and your ranking in the organisational hierarchy. You are expected to follow the hierarchical structure and ways of working.
• In companies there is one boss who takes complete responsibility. Employees expect to be involved once a decision has been made by managers
• Status symbols of power are very important in order to indicate social position and hierarchical rank.
• Relation matter and it is accepted to bend the rules for relations
• Results and track record matter. Respect is earned based on experience and results. Hierarchy is not considered important and it is accepted to go directly to anyone in the organisation.
• High degree of autonomy. Power is decentralized and managers count on the experience of their team members.
• Managers are accessible and are expected to facilitate and empower employees.
• Relate to rules and formal structures. Believe in equality and rules apply to everyone regardless of their position
Differences in National Culture – a starting point for cross-cultural understanding (1/2)
• Business meeting are characterised by small talk. It is important to build up trustworthy and long lasting relationships: a meeting usually starts with general conversations in order to get to know each other before doing business.
• An effective manager is solely responsible for business decisions and will be very directive in his/her management style
• Few questions are asked
• Greeks are very passionate and demonstrative people: emotions are easily shown in their body language
• Avoid risks and uncertainty
• Formal rules and bureaucracy should be followed and changes cannot be implemented rapidly. We must follow the plan
• It is relatively easy to start doing business with the Danes. Small talk is kept at a minimum and you do not need to create relationships first. Danes are also known for using a very direct form of communication
• An effective manager is supportive and decision making is achieved through involvement.
• A lot of questions are asked
• Danes are more formal and will keep a professional attitude
• Take risks – it is better to ask for forgiveness than permission
• Do not need a lot of structure and predictability in their work life. Plans can change overnight, new things pop up and the Danes are fine with it.
The Cross-Cultural 3R
Recognise
Respect
Reconcile
3R
The Cross-Cultural 3R..
• Be aware of own cultural assumptions & values
• Work actively to uncover your counterparts' key values
• Meta-communicate about differences to establish
common ground
• Accept your own cultural standpoint
• Accept your counterparts’ standpoint
• Don’t assume that what you meant was understood
• Don’t assume that what you heard was what was meant
• Listen actively & test for understanding
• Uncover propositions
• Ask for background to understand
• Work with positives & negatives
• Reconcile for progress
Recognise
Respect
Reconcile
THANK YOU HAVE A NICE DAY