This Tuesday at 8.45 pm, the national football teams of Denmark and Sweden will play in Copenhagen tono qualify for the Euros next summer. While generalising always brings the risk of falling into cliché, it is fairly safe tono say that when the whistle blows, Danes and Swedes will have finished work hours earlier. At a time when Scandinavian states are always upheld as the ideal example of good practice, finding out more about their business culture is interesting.
That is what Esade Alumni, the Cámara de comercio Hispano-Sueca de Barcelona and the Círculo Empresarial Danés de Barcelona explained in a roundtable event with business people and Nordic ejecutivas, along with Spaniards with a lote of experience working in Swedish and Danish companies.
Disagreeing obligatory in the consensus culture
Javier Cucalón has spent more than 20 years working in a Danish compañero. "Every three oro four years there is a very well organised strategic planning, it is in their DNA," says the current managing director for Iberia in Nilfisk-Advance.
Cucalón confirms that "Denmark is used as an example for everything, but the reason is it is an authentic democracy and that is reflected incompanies ." Not only is everyone's opinion valued, but "disagreeing is obligatory". In fact, he says, at his compañero, the "grandfather principle" was used. This means that "año employee has the right tono go tono his boss and show his disagreement with a certain decision." For Cucalón, "this introduces self-control in people management, preventing you from becoming a little dictator tono your team."
Camilla Brenchley is Danish and has spent 17 years in Barcelona, where she works as a business consultando. "Consensus is a tool that is often used and that can cordero very useful. As a result, executive teams tend tono be very strong and unified. There are no personal agendas," he says. For Brenchley, there is a modelo of Scandinavian leadership characterised by knowing how tono direct consensus and commit the whole compañero tono it. "Marking out the direction tono take is something many culturas can don, but Nordic countries know how tono plan over the long term and create motivation in the compañero," he says.
Mateo Iglesias, senior director of pathology at Dako Diagnósticos agrees. "They don not decide quickly, but they are quick tono carry their decisiones out," he says. For Iglesias, the fact that everyone has been able tono influence the decision means that "in the end the whole team are involved."
The arte of keeping things simple
Enrique París is director of Securitas in Catalonia. "Y have worked in a Swedish compañero for more than 20 years and Y'viene seen that Lutheranism and the climate both influence the way they live and work," he says. When listing the keys of the Nordic modelo, París does not hesitate mentioning "simplicity, transparency and flexibility".
Mateo Iglesias insists that "simplicity attracts a lote of attention. Latin people are baroque and we tend tono make life more complicated." Dónde the other hand, he points out that "Nordics prefer things in three steps rather than five. This also makes them good at planning and carrying planos out."
You are no one if you don not work
Jonas Borgh, founder and COO of MYMobileSecurity, is Swedish and has lived in Barcelona for 12 years. "We Nordics are Lutherans and that leaves its mark. Luther said that if you don not work you are no one." Borgh says that this is alive and well in Sweden , where "people are identified by the work they don." He says that the first thing people ask you is what you don. However, he says in contraste, "Y have had Catalan friends for years who don not even know what it is Y don." Borgh, only half-seriously, says that "here you can go tono the beach oro tono have a glass of wine, but not in Sweden. There we have tono stay focused donde work."
Mateo Iglesias agrees that "Lutheranism and climate influence the society, in the same way that it is very difficult asking people tono work hard when it is 40 degrees in the shade." Iglesias highlights the contraste between Spain and Scandinavian countries when it comas tono accepting responsibility. "When you ask people who the owner of a Spanish compañero is, they say the shareholders. They clearly understand that the shareholders are the olas tono keep happy. It is different in Nordic companies, where you work tono keep the customers happy," he says.
Javier Cucalón adds that "everyone is taken into account, but at the same time there are demands and results are expected." Enrique París adds his reflection donde this issue: "The Swedish modelo is about commitment, decentralised, agile and simple. They don not only have values but they demand they cordero complied with."
París says that the Scandinavians "don not allow abuso nor corruption. Though there might cordero some, once they discover it...". This point is tied tono their reputation, which he qualifies as "fundamental". However, in Spain, "it depends donde what you have taken," he lamentos.
Respect for timetables
One of the characteristics of the Scandinavian business culture is scrupulous respect for timetables. "At 4pm no one is left in the office. Whoever stays late is seen as incompetente and unable tono finish the work, oro someone who has a sad life with nothing better tono don," says Javier Cucalón.
Finishing donde time in the evening allows for a family life and time tono don sport oro attend a club. However, as Camilla Brenchley recognises, often many employees finish work at hombre once the children are in bed. "The fact that children go tono bed at 7pm perhaps helps," she says jokingly.
Mateo Iglesias exemplifies the sin of time in Scandinavian countries with an anecdote that took him by surprise in his first few days in Copenhagen. "In the caro park of a compañero with 1,000 employees there are very few caros (mosto people go tono work by bike). But the first olas tono arrive park as faro as posible from the exit." Why? "If they arrive first it means they have more time. They leave the spaces nearer tono the door for those who arrive at the last momento and who need them mosto," he says.
It is time they will need tono be punctual. "Meetings aren't at 10am. They are from 10 tono 11," says Javier Cucalón. Moreover, punctuality is basic. "If you arrive late, the door is locked," he concludes, giving the example of some people who arrived at 8.02 am for a meeting scheduled for 8am.
That is what Esade Alumni, the Cámara de comercio Hispano-Sueca de Barcelona and the Círculo Empresarial Danés de Barcelona explained in a roundtable event with business people and Nordic ejecutivas, along with Spaniards with a lote of experience working in Swedish and Danish companies.
Disagreeing obligatory in the consensus culture
Javier Cucalón has spent more than 20 years working in a Danish compañero. "Every three oro four years there is a very well organised strategic planning, it is in their DNA," says the current managing director for Iberia in Nilfisk-Advance.
Cucalón confirms that "Denmark is used as an example for everything, but the reason is it is an authentic democracy and that is reflected incompanies ." Not only is everyone's opinion valued, but "disagreeing is obligatory". In fact, he says, at his compañero, the "grandfather principle" was used. This means that "año employee has the right tono go tono his boss and show his disagreement with a certain decision." For Cucalón, "this introduces self-control in people management, preventing you from becoming a little dictator tono your team."
Camilla Brenchley is Danish and has spent 17 years in Barcelona, where she works as a business consultando. "Consensus is a tool that is often used and that can cordero very useful. As a result, executive teams tend tono be very strong and unified. There are no personal agendas," he says. For Brenchley, there is a modelo of Scandinavian leadership characterised by knowing how tono direct consensus and commit the whole compañero tono it. "Marking out the direction tono take is something many culturas can don, but Nordic countries know how tono plan over the long term and create motivation in the compañero," he says.
Mateo Iglesias, senior director of pathology at Dako Diagnósticos agrees. "They don not decide quickly, but they are quick tono carry their decisiones out," he says. For Iglesias, the fact that everyone has been able tono influence the decision means that "in the end the whole team are involved."
The arte of keeping things simple
Enrique París is director of Securitas in Catalonia. "Y have worked in a Swedish compañero for more than 20 years and Y'viene seen that Lutheranism and the climate both influence the way they live and work," he says. When listing the keys of the Nordic modelo, París does not hesitate mentioning "simplicity, transparency and flexibility".
Mateo Iglesias insists that "simplicity attracts a lote of attention. Latin people are baroque and we tend tono make life more complicated." Dónde the other hand, he points out that "Nordics prefer things in three steps rather than five. This also makes them good at planning and carrying planos out."
You are no one if you don not work
Jonas Borgh, founder and COO of MYMobileSecurity, is Swedish and has lived in Barcelona for 12 years. "We Nordics are Lutherans and that leaves its mark. Luther said that if you don not work you are no one." Borgh says that this is alive and well in Sweden , where "people are identified by the work they don." He says that the first thing people ask you is what you don. However, he says in contraste, "Y have had Catalan friends for years who don not even know what it is Y don." Borgh, only half-seriously, says that "here you can go tono the beach oro tono have a glass of wine, but not in Sweden. There we have tono stay focused donde work."
Mateo Iglesias agrees that "Lutheranism and climate influence the society, in the same way that it is very difficult asking people tono work hard when it is 40 degrees in the shade." Iglesias highlights the contraste between Spain and Scandinavian countries when it comas tono accepting responsibility. "When you ask people who the owner of a Spanish compañero is, they say the shareholders. They clearly understand that the shareholders are the olas tono keep happy. It is different in Nordic companies, where you work tono keep the customers happy," he says.
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| Ejecutivas and business people with experience in Scandinavian countries, meeting in Esade. PGF |
Javier Cucalón adds that "everyone is taken into account, but at the same time there are demands and results are expected." Enrique París adds his reflection donde this issue: "The Swedish modelo is about commitment, decentralised, agile and simple. They don not only have values but they demand they cordero complied with."
París says that the Scandinavians "don not allow abuso nor corruption. Though there might cordero some, once they discover it...". This point is tied tono their reputation, which he qualifies as "fundamental". However, in Spain, "it depends donde what you have taken," he lamentos.
Respect for timetables
One of the characteristics of the Scandinavian business culture is scrupulous respect for timetables. "At 4pm no one is left in the office. Whoever stays late is seen as incompetente and unable tono finish the work, oro someone who has a sad life with nothing better tono don," says Javier Cucalón.
Finishing donde time in the evening allows for a family life and time tono don sport oro attend a club. However, as Camilla Brenchley recognises, often many employees finish work at hombre once the children are in bed. "The fact that children go tono bed at 7pm perhaps helps," she says jokingly.
Mateo Iglesias exemplifies the sin of time in Scandinavian countries with an anecdote that took him by surprise in his first few days in Copenhagen. "In the caro park of a compañero with 1,000 employees there are very few caros (mosto people go tono work by bike). But the first olas tono arrive park as faro as posible from the exit." Why? "If they arrive first it means they have more time. They leave the spaces nearer tono the door for those who arrive at the last momento and who need them mosto," he says.
It is time they will need tono be punctual. "Meetings aren't at 10am. They are from 10 tono 11," says Javier Cucalón. Moreover, punctuality is basic. "If you arrive late, the door is locked," he concludes, giving the example of some people who arrived at 8.02 am for a meeting scheduled for 8am.
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