JYSK culture across all 19 conuntries and more to come

Transcription

1

2 JYSK culture across all 19 conuntries and more to come

3 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

4 LARS LARSEN GROUP LARS LARSEN RETAIL LARS LARSEN INVESTMENTS JYSK GROUP FURNITURE GROUP NORDIC DÄNISCHES BETTENLAGER FRANCHISE

5 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

6 The very first JYSK Silkeborgvej Aarhus April Lars Larsen reopening October

7 Further expansion 1979 Danmark 2003 Tjekkiet 1984 Tyskland 2004 Ukraine 1984 Grønland 2004 Kosovo 1986 Færøerne 2005 Ungarn 1987 Island 2005 Bulgarien 1988 Norge 2006 Holland 1991 Sverige 2006 Kasakhstan 1995 Finland 2006 Slovakiet 1996 Canada 2006 Schweiz 1996 Letland 2007 Frankrig 2000 Polen 2007 Rumænien 2000 Østrig 2008 Storbritannien 2002 Estland 2008 Makedonien 2002 Litauen 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 butikker employes

8 Expansion Whats next? April 2017? DBL??

9 Financial Goals Total Sales Growth 10% EBIT min. 10% +10% Min. 5% sales growt on comp. stores FY09/10 FY10/11 FY11/12 FY 12/13 FY13/14 F16/17 Omsætning EBIT

10 Number of staff

11

12

13

14 JYSK VALUES

15 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

16 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

17 JYSK LEADERSHIP

18 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

19 Working Cross Cultures

20 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?

21 A model of culture Physical contact Work ethic Public emotion Language Food Architecture Music Pace of life Noise Climate Literature Dress People & Performance A/S Reworked from: F. Trompenaars, D. Eaton, R. Gesteland

22

23

24 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

25 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.

26 The Cross-Cultural 3R Recognise Respect Reconcile

27 The Cross-Cultural 3R.. 3 R Recognise Be aware of own cultural assumptions & values Work actively to uncover your counterparts' key values Meta-communicate about differences to establish common ground Respect 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 Reconcile Listen actively & test for understanding Uncover propositions Ask for background to understand Work with positives & negatives Reconcile for progress

28 THANK YOU HAVE A NICE DAY