Corporate Cultures — Business Case:

A German and Russian company set up a joint venture entity in the Moscow region.

With the Model of Freedom we measure the different company cultures of the German and Russian entities by subgroups or functional groups.The rating results of the Cultural components shows a TASK-Orientation of the German Management team and a PROCESS-Orientation of the Russian Management members. The Model of Freedom enables us to understand the different behaviors and expectations in the integration process. In the following comparison of attributes some potential threats in leadership and communication style are listed

Behaviors & Attributes

German Team (red)

Russian Team (blue)

  • Goal oriented and fast decisions
  • Motivation through target/ goal setting
  • Everybody is personally responsible and accountable
  • Direct and be critical when needed
  • Relationship management and focus on stabilitiy and protection
  • Motivation by intellectual process, not only by target
  • Time in planning process is well spent. Decisions take time
  • Team responsibility and team rewarding
  • Formal communication base on hierachy


The Russian / German joint venture is facing potential threats if both teams do not recognize each others deep beliefs and consequently not corresponding to the behavioral patterns and expectations of the different cultures. It will lead to conclusions in both teams, that one party is incompetent, not taking the subjects serious and professional and the others is way to serious and working inefficient. For the Russian team the German management style has a negative approach to proposals or target settings and is far too direct and critical not respecting hierarchy and authorities. The German team does not understand the Russian relationship management. With the reliance on hierarchical structures the decision making process is irritating and unnecessary long. To learn from each other and reconcile the strengths of each culture is the mission of Culture Intelligence.