The story takes place during the integration of a German SME — a Mittelstand company — into a large French group.
At first, everything looks promising:
the teams want to collaborate, move forward, and build something together.
And yet, very quickly, the connection weakens.
Tensions rise. Conversations become strained.
Misunderstandings, frustration, and confusion emerge.
👉 To unlock the situation, the French team decides to travel to Germany.
A sincere initiative, driven by the desire to be effective:
meet in person, brainstorm, and find solutions together.
But once there, the welcome feels unexpectedly cold.
The absence of a clear agenda, a structured visit plan,
or a precise list of questions shared in advance
is perceived as a lack of preparation.
Worse — as a lack of professionalism.
💡And this is where the real question arises:
what does it actually mean to be effective?
Is it about improvising, adapting, and solving problems through direct exchange?
Or about structuring, anticipating, and defining each step beforehand?
Both visions are genuine.
Both are sincere.
But they rely on different underlying logics.
💡Because efficiency — like many concepts we assume to be universal —
is in fact deeply cultural.
Wanting to collaborate is not enough.
We also need to learn how to translate:
our intentions,
our methods,
our logic.
💡A simple intercultural reflex can help:
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Make your intentions explicit — explain not only what you want to do, but why you chose this approach.
-
Share your working method in advance — agenda, expectations, decision points, or room for discussion.
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Clarify what “success” looks like — alignment, decisions, relationship-building, or next steps.
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Invite the other side’s preferences — ask how they usually prepare and what helps them feel ready to move forward.
Because before moving forward together,
it helps to make the path visible — and understandable — for everyone.
