 Hello, everyone. So, should we wait a little? Or should we start? So, it's already 3.45. Okay. Yeah. So, we should be monochronic. So, I'm going to talk about monochronic culture. So, it's part of my presentation. So, okay. So, we are going to start on time. So, welcome to my session. Thanks, everyone. So, my session topic is know your team, know your customers, delivering multicultural environment. So, this is my two years of observation. So, working in multicultural teams, leading multicultural teams, working with different clients. And so, a quick introduction of mine. So, this is going to create problem for me. So, who am I? And what I do? So, my name is Manover Alam. So, I'm Indian living in Paris. So, two years ago, I shifted to France for my higher studies. And this is my second Drupalcon. So, I have done international project management with couple of certifications. So, this is I'm certified agile project manager. I do agile. So, I love agile. I try to implement agile. So, I'm not much active on Twitter, but I do tweet. So, Manover Shake is my Twitter handle. What I do? So, I'm technical project manager at ADEX. By this, I mean like I'm from Drupal background. I know how magic happens in background. So, sometime it's create problem for my Drupal team. So, because I know stuff. So, they feel very concerned while sharing like implementation with me. But yeah, I used to check them. So, I used to keep eye on them. So, I work in multicultural environment. So, ADEX has like more than 200 of Drupalers having 12 offices. So, it's like largest company in France providing Drupal solutions to international clients. Before ADEX, I was working with Platform Assets. So, in Paris, I worked with Platform Assets. And prior to Platform Assets, I was working in India. So, in Drupal company, Shrejan Technologies. So, all three companies are here. So, all three companies are Drupal sponsors. So, quick agenda. What I'm going to be talking about. So, I'm going to talk about intercultural management. So, why it's important. And then managing intercultural team, cross-cultural team and also serving international clients from the friend geographical region. And then my second part would be like talking about culture. I know culture is like very sensitive topic, but these are my observation. So, I put some of my findings for analyzing cultural difference and studying cultural difference and also in the last to become a cross-culture competent. Yeah. So, definition says intercultural management is interdisciplinary human resource field for managing communication, effective interactions between personal and customers across border. So, this definition sense hard. So, I simplified it here. So, what I mean from intercultural management. So, it's like managing international team, building a new culture by analyzing existing difference in culture and then providing solutions if you have like conflicts in your multi-cultural team and different perception of your clients for getting requirements in project model, project development model and also linking different cultural difference to come up with like international strategy. We can make our like international culture for our multi-cultural team. So, I put like this. So, why intercultural management is important? So, first, so it's like getting international markets, getting business from across the globe. So, serving customers across the globe and then if you have customers and if you have international market then you need to analyze your international customer needs for that you will need multi-cultural team. So, some members in your team from your local market so that they can analyze needs requirement for your customer and if you have multi-cultural teams then obviously you will have cross-cultural conflict. So, intercultural management provides knowledge with dealing with this cross-cultural conflict and based upon different cultures, so based upon culture difference we can come up with like common strategy coming with implementing major cultural change in your team and last one is situation where classical management model doesn't work. So, by this I mean so we use to follow more US culture in our model in IT. So, if you have team members from different culture and they will have different style of working, different style of thinking, manipulating, so this can help. So, having different win-win situation, win-win strategy for your team. So, I put two big challenge. So, one is very common. I think we all are working in multi-cultural environment. So, quick question. So, how many you have a multi-cultural team? So, yeah, it's common. And how many you have remote teams? Yeah, okay, nice. And how many have a multi-cultural remote teams? No. So, my findings are going to be interesting for you. So, second challenge is are you moving to a new country under European Union? This was my case. So, two years back I moved to France and I came in a group like 40 members from 23 countries. So, I started living, working, playing with them. So, 23 countries and that was like tough for me from India, from high-context culture, from high-power distance. I came in people with... So, I have German's colleagues, British colleagues, Americans. So, there were lots of cross-culture conflicts. So, that's why I tried to put all of them and that... So, maybe you all are not agree with those points, but these are like my personal observation. So, here, so I put just a definition of culture, what culture means. So, culture is very vast topic. So, I just put like a different set of values and norm which our society follows and which comes with different ways of thinking and can be adopted at large scale. So, at mass level and that brings culture and if you have different norms and those norms come out with difference, cultural difference. So, there is an interesting topology from Hofstede. Sorry. So, from Hofstede, Hofstede says culture is a software of the mind. So, here I put all common problems. So, we all have multicultural remote teams and so I put all common problems here. So, first one is communication style. So, at most of the workplace in Europe as well, we have English as a common language. So, I work in France. So, I work in French culture, but we still have English as a common language at workplace. But, and in France we have people from different European countries. So, same in like in my group. So, having like members from 23 countries. So, they all have their different accents, different fluency. And so, those were like creating problem for native speakers. So, in India. So, in India we have our language, but most of the time we speak English. So, okay. Sorry. So, yeah, first time I'm trying with this mic. So, that's why. So, my pitch is normally high. So, I can present without mic. Okay. It's okay? Okay. So, first is linguistic issue? No? Okay. So, linguistic issue in linguistic issue I put like if a project manager from a high context culture and having English as a native language. And if you have a team members from different European countries, having members having English as a like second and third language. So, they will have like different fluency. So, most of the time you will struggle hard to understand them. So, every time you will try to understand them by asking like questions, double sure. So, that will create problem. So, sometimes most of the times I can say like creates problems with my team. So, my team is based in Ukraine, Russia. So, and they are more, they are not using English as a first language. So, this is like common problem which I observed working with Europeans and also with my team. Second is high context and low context. So, this is very interesting for me, high context and low context. So, by this I mean like indirect and direct communication. So, if you have a team member from high context culture, then instruction will not be clear. So, there can be like many hidden instruction. And your team member from a low context culture will not understand. And if you have a project manager from low context culture, then everything will be like more communication. So, lots of communication. Your team member may not like that. So, a tone challenge. So, it's interesting. So, I talked about fluency in every culture. We have different tones for expressing our ideas, expressing our emotions. So, in some culture having high tone, let's say if you have idea. So, Germans, Germans used to share ideas at broader level. So, they used to have like high sound. That may be a problem for team members from Southeast Asia, Japan, China, India. So, for them like with low tone is more adequate. So, they share ideas with low tone. So, this is a common problem. So, which I faced verbal and textual communication. So, this is again related to linguistic issue. So, let's say if you have team member who is not so much comfortable in English. So, he will prefer to have textual conversation with you in which he can use Google translate and other translation tool to understand you. And if you have a native speaker, then they will prefer to have more verbal communication. So, this is dicey for me. So, in my team, so I have members, team members having like English as a native language and English as a second, third language. So, I used to maintain balance between all team members. Some prefer to have verbal communication. Some prefer to have textual communication. And last one in communication is unfamiliar words. So, by this I mean, so in some culture we have slang. We used to have some sarcasm. So, some of your team members will not understand. So, here, so one incident happened with me last week when I was coming here. So, X person in my company asked about Y person. And I shared, okay, that X person is in go down. So, I was telling that that person is in downstairs in the store room. So, I used go down word and French colleague was lost. What does mean go down? And then I quickly checked on internet. Go down is more familiar in Eastern Asia. So, that means warehouse. So, yeah, sometimes we use these kind of words. So, that's create like confusion. So, yeah, so I checked on internet and came. So, this word is go down is more popular in Asia. So, if you have different communication style, then you will have conflicts in your team. So, I think so. So, this is very common in multicultural team. So, conflicts happens due to different understanding. So, different misunderstanding. We can say different perception for roles, different responsibilities at social and professional level. So, if you are in a cross cultural environment, then it's important to know culture at social level as well. So, I used to get lots of information, lots of insights of different cultures over lunch. And so, I came with different disagreement. So, that's why I put conflicts can happen at social and professional level. So, team are individuals. So, in a team if you have members from similar culture, same culture, and if they have conflicts and you are alone from different culture, then there will be a problem in resolving those conflicts. So, maybe your team can be like biased. So, they will not support you because they belong to same culture. And so, if you are alone, then you can't share at team level. And if they are like in a group, they have same concern, then they will prefer to share them at team level. And this can be a problem for leader, for project manager from different culture. Face to face again. So, it's like having a high context and low context culture. So, some of your team members will prefer to resolve conflicts. Face to face. And if you have a problem with your team member and he is not a native speaker, so then he will try to solve conflict over textual conversation. This happened to me. So, I was not happy with my one-off team member. So, he was not meeting expectation. And I shared lots of concern. And in the end he shared, so I can't speak in English. So, I can't share my ideas. I can't share my concerns. So, it's better to have textual conversation. So, that's why I put this as a common problem in multi-cultural team for resolving problems, for resolving conflicts. Body language. Body language is also important. So, if you are a native speaker, then you will be more strong in body language and that can bring confidence of, bring down confidence of your team member. So, there were multiple problems in my team. So, because of body language, so sometimes they were not preferring to have visual conversation over video call because they were not comfortable in English. So, it's all about language and communication style. So, task completion. So, this is interesting. So, in different cultures, we have monochronic, polychronic people. So, monochronic people used to work on one task at one time. For them, time and commitment is more important. And if you have polychronic team member, then polychronic team member will have multiple tasks in multiple directions. And so, in our model, project development model, let's have an example. Let's say, if you had stand-up in the morning and you shared what's like our daily tasks, so what's like today's delivery, you shared tasks with your team member and few have like from monochronic background and few of them from polychronic background. So, monochronic people, monochronic team member will oppose your priority because you already shared priority with them in the morning and if you are, let's say, you discussed some problem with clients and clients asking just to resolve this issue, leave everything behind. So, here your polychronic team member will pick that task while monochronic will not. So, this will create a team conflict. So, because for monochronic, it's like working on one task within timeline, within deadline. And for polychronics, it's interesting. He can pick. Next is I2 details. So, it's again, so it's my observation. So, I got one requirement from client and for this requirement, I was not having like much clarity. I asked my team member to provide solution and those team members, let's say, are from low-context culture. So, they will ask for more details because there may be situation your client is not aware what's the solution and your client asked you to provide that solution and you have a low-context team member and low-context team member will ask for more details and you don't have. So, this is a problem. And in polychronic, in flexible, so if your team member is flexible, then they can have, okay, let's start, let's see. But monochronic will not give you a favor. So, this is a problem. So, this problem is more common in agile. So, if you have a low-context team member, then you can't follow agile and you can't work in Kanban model with peace. So, time and resources are provided. So, it's again related to monochronic culture. So, if you shared some requirements, some commitments with your team members in monochronic culture, so they will treat deadline as a written on stone. So, they will try to finish those, but maybe polychronic not. So, they can't complete on time because they can have excuse like we are working on multiple tasks. So, we are polychronic. So, task completion is also more related to personality traits. In every team, we have different roles. So, different roles like finisher, implementer, resource investigator, planter, task completer. So, these task completion is also more related to personality in different culture. So, rewards association. So, this is interesting. So, in a team, if you have 10 tasks and your monochronic team member picked two and polychronic picked all and started working simultaneously on all tasks, then your monochronic team member will not be happy because polychronic person will think, okay, so this task is going to bring more business value, better relation with clients, better relation with project manager, lead. So, maybe he will pick before monochronic will pick. So, this is common team conflicts. So, this is also interesting for me. So, decision making. So, in different cultures. So, cultures, we have team members from high power distance, low power distance. So, they will have a different perception for making decisions. So, let's say I'm here. So, my team is working there. If they came up with problems, then there is no one to take a solution, no one to guide them because maybe they are from high power distance culture and taking decisions is not in their hands. So, they will think, okay, let them, let's project manager come. He will decide. So, what we are going to take, it's not part of our job. So, boss is always boss. So, yeah, this happens. So, this happens. This is very common in team for taking decisions if there is no lead, no project manager, and team is facing some technical problems. So, they will look for decisions from higher members and responsibility. So, again, so, problems where there is problem, there will be less responsible person. So, if problem is like crucial, so if your team members belongs to high uncertainty avoidance culture, then they will not try to resolve them. They will not try to take responsibility. So, this is, again, common problem and it's related to decision. So, problems and taking decisions on problem, addressing those problem, facts and consequences. This is interesting in some cultures. So, we follow facts. We follow like what we have in our past, what we have in present. And so, based upon past and present, we predict future. So, if your team members are having that consensus mind, so they will try to focus on facts. So, let's say project manager is not there, but they will try to take decision on facts. And if you are a project manager and you are not aware of like things in the background and if you are taking wrong decision, then your team will not say anything. So, this happens because you are responsible for taking decision. So, this happens. This happens in many cultures, in low power distance culture. So, team members don't want to take part in decision making process. And in high power distance, if your boss are wrong, then it's okay, he's boss. So, individual expectation. So, it's related to team personality traits. So, ways of task completion. So, some team members will have high expectation from themselves. And some team members will have less. Someone will try to work within their job roles. Description and being monochronic and polychronic will set their expectation. So, epistemology. So, this is interesting. So, this was main point of conflicts. So, what I faced in my experience during professional and social activity. So, in some cultures, people used to analyze facts. So, if you share some incident, some insights with them, they will try to analyze them. They will check on Google, they will ask for cognitive means, like facts. So, maybe that will be annoying at some point. So, let's say if you shared some idea and you are not sure, and in front of you, your team members start looking, looking for more insights. So, that's embarrassing. Sometime it happens in the friend culture. Verbal over textual. So, it's like in some cultures, people used to prefer having verbal communication. So, if you are a project manager from a high context culture and having like English language, so you will prefer to have like verbal communication so that you can explain stuffs to your team. But, let's say you have like European team members where English is not a native language. So, again, they will try to have like textual conversation and they will ask you a specification. Most of the time, like detailed requirements, they will try to get insights from them. Because they will try to show like, they are understanding you, but they are getting nothing. So, this happens. So, they will ask for more specification, more use cases. So, precise and detailed. So, yeah, it's again, so related to low context and high context. So, in my team, so I have few members. So, I was working with Germans and British. So, they were like very comfortable in getting like precise information. You just need to share requirements, what they want. That's all and they will provide you solution. But in some, in my other team, so I have like team member from low context culture. So, always they look for more detail. So, it's contradictory for me. Like, in one team providing like detailed specification, in one team just providing requirements in project management tool. And they have that understanding like, we are expert, we can provide solutions. And in low context culture, I need to come up with long specification. So, this is interesting. So, I'm still like observing different cultures, different, my team members in like 12 countries in Europe. So, I have team members from Eastern Europe, Scandinavian countries. So, it's interesting for me. So, I put all these in five categories. So, here, so we, in culture, so I put this Hofstede. So, this topology is very widely used, very popular for analyzing culture. So, analyzing cultural difference. So, quick background, so Hofstede. So, he's the founder of institute doing research in intercultural management. So, his studies are based on IBM employees, 100K employees of IBM. So, main Hofstede topology is based upon like six dimensions. So, I mentioned five here. So, and these are power distance, uncertainty avoidance, UA individualism, collectism, masculinity, long term orientation. And there is one indulgence. So, it's like more related to desire. So, controlling your desire for getting short term and long term benefits. So, power distance. So, power distance in simple. So, it's like extend to which we have a variation. So, heretical difference in our organization and also at social level. So, I put some artifacts here. So, this would help us to analyze like culture. Having high power distance and low power distance. So, centralization. So, these are like organization stuff, steep pyramid, supervisors. So, one interesting fact I came to know from my Russian team member in Russia. So, power distance is too high. It's near 200. So, in some situation, they have like five, six people to report in a team and just one developer to work. So, it's interesting power distance. So, I put illustration here. So, high power distance and low power distance. So, pictures is lot. And here artifacts, low power distance culture. So, subordinates expect to be consultant. Bosses are accessible. So, I think in Drupal, so we are small. So, every company used to have like 50 hundred, maximum 200. And we follow flat hierarchy. So, we can relate like we all are low power distance culture. But in low power distance culture, we have some high power distance. That belongs to like country in which country you are living. So, in startup, you do have low power distance flat hierarchy. But if your startup is in France, in Germany, in Ukraine, so there will be a problem. So, here, so these are artifacts of low power distance and high power distance subordinates expect to be consulted. Bosses to be told what to do. Sorry. So, I can't see from here. Privilege and status are normal, superiors, inaccessible. So, I put, so these, I think this is more interesting. So, putting all countries on low power distance and high power distance. So, I put all European countries. So, North, South and West. Scandinavian countries, Denmark, Finland, Sweden are like low power distance. Austria, Austria has very low. So, it's like 10, 15% power distance. Luxembourg, Hungary, United States and UK. I'm still not sure why on a half-stated dimension US and UK are in low power distance. So, it's contradictory for me. So, high power distance. Portugal, France, Belgium, India. So, I was in high power distance culture back in India and again I'm in high power distance in France and my team are in Russia and Ukraine. So, it's a problem for me. So, having like all people high power distance culture. So, sometimes, so I have like deadlock in my team. So, every time I need to follow, I need to follow them. What to do? Because it's not my perception. It's their perception as well. They are like from high power distance culture. They want to work in their role. So, this is interesting uncertainty avoidance. So, degree to which we accept ambiguity. So, if you have a team members, if your team is like having high UA, then I think you can't implement agile. So, high UA is threat to agile for me. So, in agile, so most of the time requirements are not clear. Project is like evolving. You can't predict what's going to happen with your client. So, maybe they are like evolving with their requirements and if you have your team members from high UA, then they are not going to work. So, things will not good for them. So, every time they will ask for lots of details from you and you will ask your client and if client is also not ready to provide you all details. So, this is a big problem. So, for me, so for some clients, so I face this problem. So, project was evolving. So, project was from a startup. So, we were building products and clients was like coming from requirements with their partners. So, this was like problem. This was like changing requirements suddenly and having like hot discussions with team why I'm changing requirements. First, like putting my perception and then again putting client's perception why client want change, why clients want things in that way. So, here I put UA. So, it's interesting Scandinavian country just Denmark and Sweden has low UA. Again, US and UK, India. So, in India, so we have low UA. So, we used to accept surprises. We do accept surprises at last minute. And here in France, Austria. So, I highlighted Austria. So, being a low power distance culture, Austria is on high UA. So, it's like implementing agile in Austrian team is like big trade. So, yeah. For me, it's a big trade. And I have team member from Russia and Ukraine. So, most of the time I discuss like no, we are not waterfall. We are doing agile. So, for them it's not clear because requirement is not clear. So, we can't freeze requirement. So, with the sprint we used to evolve with requirements for few projects. So, I have lots of discussions. So, to come up with solutions having like providing detailed requirements. So, freeze requirements to my team members. So, another dimension is individualism and collectism. So, it's interesting. So, in individualism, so ties between individuals are loose. People like to work more. Relationships are less important for them. Tasks are like having more priorities. And in the other hand, in collectivism. So, people like to work in group. So, here so I put some artifacts for high individualism culture. So, these are like identity based on individuals. So, we respect boss. So, high individualism comes with like high power distance culture. So, task prevails over relationship. So, it's like work to leave or leave to work. So, I mentioned somewhere. So, here in collectivism it's opposite. So, the team likes to work in group. So, relationships are more important. So, let's see infographics here. So, weak individualism. So, Greece, Portugal, India, China. So, we work in India. So, it's hard. So, task prevails over relationship. Indians work a lot. And we have Austria, Japan. And in high individualism, we have Finland, Denmark, Scandinavian countries, UK, US, Netherlands, Belgium, France. France is again high individualism. Masculinity and femininity. So, it's very close to individualism and collectivism. So, masculinity is more for material success. And femininity is quality of life. So, I put some artifacts here. So, these are my observations. So, if I'm not correct, so you can bring me, you can share with me your insights. So, these are my observations. So, in high masculinity, we have like leave to work, distinct gender roles. Managers are expected to be assertive in direct communication, high context. And in high femininity, it's like France. So, France prefers to have like work-life balance. Quality of life is more important. They work to leave, not leave to work. So, here I put my, again, so country-wise. So, it's interesting. Scandinavian countries having low masculinity. And here, so high masculinity. India, US, UK. That's interesting. Austria. So, Austria is there in high masculinity. So, long-term orientation. So, it's like fifth dimension of of stated topology. So, it's like if you are going for engagement. So, in some culture, we prefer to have like long-term orientation. So, we look for like long-term benefits with certain loss in the beginning. And in some culture, we have like short-term goals, short-term orientation for making more profits. So, here, so these are like some artifacts of long-term orientation, persistence, ordering, and observing relationship, biostatism, loss of face, save by thrifty. So, if oriented towards future rewards. So, yeah, again, it's related to long-term goals. So, short-terms looking for more benefits. People try to spend more for getting long-term benefits, higher profits. And I think like short-term orientation are related to culture having like low UA and low PD, low power distance where people like to have like more profit. So, here I put again, so some classification. So, I put again, so all my observation revolves around European countries. So, Scandinavian countries, Spain, US, India, UK, and high Austria. So, it's interesting, France having long-term orientation high Russia and Ukraine. So, here, so we check common problems in cross-cultural team. So, I put all together how to become cross-culture company. So, for me, first thing is like reduce intocentrism. So, by this, I mean like having understanding like my culture is the best. So, most of the time, people used to think like his culture or her culture is the best. So, we need to do some gratification here. So, we need to observe other cultures. So, we need to have like perception. So, maybe we need to explore more other cultures so that we can come up with their interesting dimensions. So, first thing I think this one, so it's important. So, I have seen problems in many Germans and British. So, they have this feeling. So, this is my observation. So, again, I'm having a hard day with Mike. So, understand communication style. So, why? It's not working. So, communication style. So, if English is not a native language, so you can have like some loose points in your team. So, if you have team members from different culture and some are from same culture, then you can accommodate another language. So, maybe internally. So, they can discuss their problems, their concern in that language. Set ground rules. So, this is important. So, in every project, so before starting having like kickoff, I used to have ground rules. Ground rules cover all points like having low context, high context, monochronic, polychronic. You have to be on time. If you have concern, then you need to be like more precise. If you have problem and if you have like better suggestion, if you are not liking things, then you need to come up with solution better way. So, you can't suggest like this problem. This solution is not going to address this problem. So, if you have better solution, then come up with that. Otherwise, just follow. So, what all are doing. So, yeah. So, this is interesting. Setting ground rules. Setting guidelines for team. So, in a multicultural, remote team, most of the time, we have like different time zones. So, in different time zones. So, this, there was problem. So, when I was like working at platform as such, so we were working around the clock. We were having team members from North America to Australia. So, people were working like around the clock. We have someone to address your problem. So, address customer's problem. So, in that case, team guidelines will work. So, if there is any problem, if your team like different departments of your project development looks for some information. So, they can refer to team guidelines. So, like raising issues, raising concerns, checking a specification, and if you have any question, and if your project manager is sleeping at that time, so what you can do. So, those things are in team guidelines. So, you can see my crumb here. So, I used to put like different time zones. So, this is very interesting plugin. So, these time zones from my team members. So, this is very interesting. In the beginning I used to put, but yeah, I'm still using. So, these we can put in our team guideline. And cultural flexibility. So, it's again reducing into centrism. So, you need to explore different cultures. So, you need to be like sometimes friendly with your team members from different cultures. So, if they are alone, like having some soft corners for them, like having more lunches with them, discussing problems where they are facing, if they have problem in language, if they have problem in communication, then coming up with solution, like providing written solution, written instruction for them. So, these things brings like flexibility. So, I think so I'm doing this for having like win-win situation for my different team members from different backgrounds. Also, shared responsibility. So, by this I mean, so it's not project manager or your business, product owner, business analyst guy. So, who will be responsible for all like budgets and timeline. So, if we have, so in every team we have expertise. So, we can share some responsibilities, technical responsibilities with different team. We can ask suggestions from them, solutions from them and we can discuss those solutions at team level and we can take like individual decisions, how they feel and we can challenge. Not challenge is bad word I think. So, we can ask for like individual feedback. So, maybe some team member will not be comfortable on sharing at team level during meetings, but it's good to touch them individually. So, politely, silently, that would help and if you are like a boss, you are project manager then you can share openly at team level, getting inputs individually from different team members and also follow-ups in the meeting. So, it's very important. So, I have seen this problem in many cultures. So, if people are like having, it's related to personality as well introvert and extrovert. So, if you have team members from low power distance and low context, they might not take more part in your meetings. So, they might not take part in decisions and they might feel shy for sharing updates, for sharing problems. So, in this case again you can ping them individually and you can follow-up them after meetings. So, this will bring like more trust and you and your team members from different culture and also good for like team building and you can also plan like team building activities. In agile, in scrum, we follow like sprints. So, after a sprint, you can have like some social activities. For a stand-up, you can have like rotation for hosting stand-up so that after some time you are like team member having like English as a second language can become comfortable at least in sharing updates at team level. So, these are my observations. So, now I'm in France in high context, high power distance culture. So, I put my observations. So, comparing France with Germany, with United States. So, these are interesting facts. You can see Japan. So, Japan has like high values on all cultural dimension. So, is there any Italians here? Okay, so I think you will offend. Have you watched this video? It's very interesting. So, let's play this one. Sound is not working. This sound is not working for me. Bad luck. But, yeah, this video is interesting. So, you can also get like a visual. Oh! Polychronic. This one is interesting. Hello! Yeah, so at the end there is no hard and fast rule for like doing project management for managing cultural, cross-cultural team. So, we can have like win-win. So, we can come up with like solutions in different culture. So, here, so I put again interesting. So, in ideal world, so the policeman would be like English, car mechanics would be German, cooks would be French, in keepers would be Swiss, because Swiss are like more on time, organized, and lovers would be Italian. So, because of that video, I think that's why, so they put like lovers would be Italian. So, there will be no rule for them. So, in living hell, just opposite. So, policeman would be German, so Germans are very strict, so cooks would be English. I don't know this one, so I copied from Google. So, yeah. So, these are interesting, in keepers would be Italian. So, that's all about my session. So, these were all my personal observations. So, it's not about like hitting any culture, so not pointing any culture, just to come up with like solutions for leading multicultural teams and delivering customers from different cultures. So, that's all from my session. So, do you have any question? No, no. I think it's a common problem with like people who have like intercultural management knowledge. So, but no, I think no. So, yeah, it's not good. So, let's say if I have like new member from different location or if I'm going to have like meetings with my team. So, I do check from where they belong. So, what are their cultural dimension. So, I do check. So, yeah, it's for like some pre-work, some homework for me. So, it's always like good for me. So, I used to do. But it's not good like judging any team member on their culture. So, it's bad. I would not prefer to select any from one from. And right now, I have like 12, 15 members from Russia and Ukraine. So, all are from like high power distance, low UA. High UA, sorry. So, it's a problem. But yeah, so after like my four or five months of work. So, I came up with solution. So, now things are moving ahead. So, I have like couple of like eight, nine projects with Russian and Ukrainian team. So, three or four of them are live now. So, no problem at all now. Yeah, it's always interesting if you have like some intercultural knowledge. So, every time you will analyze people on culture. So, more questions? No? Okay. Thank you. Then, 55 minutes.