For professionals from high power distance index (PDI) and very low individualism countries like Indonesia, adapting to a corporate culture that highly values individualism and competitiveness can be challenging. Moreover, entering an organization with no traditional hierarchy requires a significant shift in mindset and approach.

According to Hofstede's framework on National and Organizational Culture, individuals from countries with a high PDI and low individualism tend to prioritize hierarchical relationships and group harmony, making the transition to an individualistic corporate culture particularly nuanced.

This is a case study of a persona with high PDI and low individualism roots who has worked in over 51 countries and thrives in a corporate setting across more than six transnational, multinational, or international companies. In these organizations, individualism and competitiveness are highly appreciated, while hierarchical structures are almost absent, and merit is highly valued.  

It shows the importance of finding a subtle line between individualism and teamwork, and how the three lenses of organization (structural, cultural and political) can be applied to enhance career success. Moreover, an explanation of the crucial role of sense-making for professionals and many others helps them navigate the corporate maze while preserving their unique identity and cultural values.

In hindsight, it is found that sense-making is the first key ingredient that propels success and happiness. According to professors Debora Ancona and Henrik Bresman, sense-making is the ability to make sense of the chaotic and uncertain world around us and is characterized by four essential traits: open-mindedness, learning from others, creating meaning from uncertainty and a willingness to experiment,

A proficient sensemaker possesses the capacity to let go of existing mental models and paradigms to comprehend a changing landscape without being constrained by preconceived assumptions.

By venturing outside of their comfort zone, sensemakers can perceive problems with fresh perspectives and draw valuable insights from the experiences of others. They possess a unique ability to perceive the broader system and the intricate relationships within, consolidating numerous bits of information into a coherent and updated map of current reality.

Furthermore, a sensemaker exhibits comfort in experimenting, seeking to understand what approaches work and what do not, and iterating to find the best way forward.

As professionals transition into an individualistic corporate setting, they may encounter numerous challenges and uncertainties. Sense-making allows them to approach these challenges with an open mind, ready to learn from others' experiences and adapt their strategies accordingly.

Leveraging French and Raven's concept of social power, professionals from high PDI backgrounds can stand out and earn respect in an individualistic corporate culture. By possessing one or several of the powers they enhance their influence and impact within the organization.

The concept, introduced in the 1970s, identifies five sources of power that individuals can acquire, irrespective of their backgrounds.

Reward power: professionals can earn respect by having the ability to offer rewards, such as incentives, bonuses or promotions, for exceptional performance. Utilizing reward power fosters a positive work environment and motivates colleagues to excel in their roles.

Coercive power: while not the preferred approach, having coercive power means being able to apply punishments or negative consequences for noncompliance or poor performance. However, it is crucial to use coercive power judiciously to avoid negative repercussions on team morale and collaboration.

Legitimate power: legitimate power is derived from one's formal position or role within the organization. Owning legitimate power instills a sense of authority and respect from colleagues, making it easier to influence decisions and drive organizational goals.

Referent power: this is earned through personal charisma, respect and admiration from others. Professionals who possess referent power can inspire and motivate their colleagues, building a strong and collaborative team.

Expert power: this comes from possessing unique skills, knowledge and expertise in a specific domain. Professionals who demonstrate expertise gain credibility and become go-to resources, earning respect from their peers.

Once professionals from high PDI backgrounds acquire social power through any of these sources, they can apply the three lenses of organization and sense-making to enhance their impact in the individualistic corporate culture higher up in the organization.

The three lenses are as follows.

Structure lens: embrace the formal organizational design and identify opportunities for cross-functional collaboration. While focusing on their core responsibilities, seek out projects that allow you to work with colleagues from different departments, enhancing their visibility and building strong relationships across the organization.

Cultural lens: align with the organization’s cultural norms while showcasing its accomplishments. Demonstrate humility, respect and adaptability in their interactions while confidently communicating their achievements. Building positive relationships with colleagues who appreciate their contributions will help you succeed.

Political lens: master the informal power dynamics by building a strong network and managing relationships effectively. Advocating for their work and ensuring their contributions are recognized by key decisionmakers can propel their career forward without alienating others.

Sense-making plays a pivotal role in identifying the formal and informal networks within the organization. While the formal network follows the organizational charts, the informal network operates behind the scenes, exerting influence and shaping decisions. With a keen sense of sense-making, professionals can discern the hidden power structures and develop strategies to leverage their social power effectively.

As professionals from high PDI and low individualism countries adapt to competitive corporate cultures, preserving their identity and values is crucial, such as respect for elders, politeness, composure, refraining from causing others to lose face and valuing obedience. These are a hallmark of professionals from high PDI and low individualism countries.

Through effective sense-making, they can integrate these values into their interactions while embracing new ways of thinking and problem-solving.

Understanding advice, trust and communication networks empower individuals to forge meaningful relationships and succeed in their careers despite cultural differences. Striking the right balance between promoting individual accomplishments, collaboration, and leveraging social power, along with applying the three lenses of organization, further enhances their chances of success in a highly competitive corporate world.

By combining sense-making with the power of social influence, these professionals can create a distinct mark among the crowds and contribute to their organization's success in an individualistic corporate culture.

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The writer is a lecturer in industrial entrepreneurship at the School of Electrical Engineering and Informatics-Bandung Institute of Technology (STEI-ITB) and a graduate of Harvard Business School.