Many German managers switch to Chaebols like Samsung, Hyundai or LG because they feel the appeal of a global technology group: innovation, dynamism, international career paths. On paper, everything fits - job title, responsibility, salary.
After a few months, however, many realize
This article is intended for German, Swiss or Austrian Executives) at chaebols such as Samsung, Hyundai or LG (and comparable Korean companies in the DACH region). You get 10 concrete insider perspectives, so that you can fulfill your role with confidence, avoid cultural stumbling blocks and Realistically utilize career opportunities within the Group can.
As a German manager at a large corporation such as Samsung, Hyundai or LG, you work in two systems:
Successful are those who do both Think and act at the same time can:
You explain German framework conditions to Korea in an understandable way - without acting as a „brakeman“ - and interpret Korean expectations in such a way that your German team supports them.
Question for you:
Can you describe your current conflict of objectives in one sentence from both perspectives?
In many Korean companies, the hierarchy is more finely graded than in German companies. Title, year of birth, affiliation - all these things have an influence, who talks to whom and how.
As German executives, you have to learn:
Who can „read“ hierarchy, reaches decisions faster instead of repeatedly running into informal blockades.
In Korean-style organizations, communication is often more indirect:
As a German manager, it is crucial, to inquire, to mirror and to read nuances, for example:
„So that I'm sure: How would you formulate the next step in concrete terms?“
In this way, you avoid projects that appear to be „green“ but in reality no one is really „committed“.
Many German executives experience at chaebols such as Samsung, Hyundai or LG:
This seems chaotic - but often follows a different priority logicMarket window, competitive pressure, internal power constellations.
If you want to make a career, you learn two things:
In Korean corporations, it is not only what You deliver, but how visible You do that:
This does not mean that you should accept every hour of overtime without criticism - but:
If you always first point out your limitations, you will quickly come across as „difficult“. It is better to Conscious balanceclear priorities, visible commitment - and professional communication of boundaries.
Careers in Korean companies in the DACH region are rarely based on KPIs alone. The decisive factors are:
Invest consciously in:
German executives are planning the „decision meeting“.
In the Korean reality, the following often applies:
When you talk about your idea for the first time in a meeting, you often too late. Successful are those who Talk bilaterally beforehand, listen and record concerns.
Direct criticism in plenary or in a meeting can be perceived as disrespectful in a Korean context, especially towards higher-ranking people.
Better:
In this way, you remain clear on the matter - and at the same time relationship-oriented enough to work together in a trusting manner in the long term.
If you want to make a long-term career, it is not enough to be considered a top executive in Germany. The decisive factor is, how you are perceived in Korea:
Plan „career communication“ consciously: short updates to headquarters, joint success stories with Korean colleagues, presentations in global rounds.
Working in a fast-paced, hierarchical company can be enormously motivating, but at the same time grueling.
That's why you need:
Only those who manage themselves well can use this environment in the long term - instead of burning out.
Who the 10 cultural codes and consciously work with them:
Make a request; Checklist and the „Career Guide“ (PDF, approx. 18 pages) with Korean companies such as Samsung, Hyundai and LG in the DACH region, and gain clarity about where you stand today - and which 2-3 steps will specifically advance your career within the Group.
You can find the offer presented here under „Intercultural Service„: International onboarding. Profit You will benefit from interactive and exciting practical knowledge from the international working world. We help you to operate effectively in intercultural environments.
Book your appointment online now and start your journey to successful leadership and collaboration in one of Asia's most dynamic markets!
Knol, B. (Univ. Twente): „Transforming Korean corporate culture for increased innovation“ - Bachelor thesis with theoretical background on hierarchy, Confucianism, Kibun, Inhwa, Chaemyeon and their influence on autonomy and innovation.
Almeida, H. et al: „The structure and formation of business groups: Evidence from Korean chaebols“ (Journal of Financial Economics) - empirical analysis of vertical pyramid structures, centralized firms and growth logic of chaebol groups.
The book „The Koreans are crazy!“ by Eric Shurderz, former CEO of LG Electronics.
In his book „“ the rigid hierarchy, exaggerated performance culture and fixation on efficiency in chaebol companies, which lead to burnout and a lack of innovation. He contrasts this with Western values and argues for more work-life balance, creativity and global adaptability in the era of multinational corporations. This book offers a critical analysis of Korean corporate culture from the perspective of an executive at Korean corporations in Europe.
This blog „Careers at Korean corporations“ addresses role changes, hierarchy and group dynamics. This fits Movie Parasite (2019) - The invisible systems. He is the tenth in the series „10 movies that every manager should have seen“
This article is based on SEO Crossing Cultures' many years of consulting experience with German managers in Korean corporations. The cultural patterns described are typical for large Korean companies (chaebols) such as Samsung, LG, SK or Hyundai. All examples are generalized and serve the purpose of intercultural education.
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