GLOBAL AGILITY GOES BEYOND COMPANY CULTURE
Peter Hawthorne, Senior NetExpat Consultant • November 4, 2019
Cultural development permits an understanding of ones own attitudes and values and enables one to understand the variations in attitudes and values in other countries.

As organizations become more global, it is becoming the norm for employees to start working across borders either physically or virtually.
Click here | Intercultural Solutions
It has been acknowledged for some time that intercultural development is of critical importance to global assignees who move to another part of the world so they may acclimate more quickly to their new environment and perform effectively in their new role.
However, until now, little attention has been paid to employees who travel frequently to other countries to conduct business or to virtual global teams who work together to share best practice and solve business challenges.
Intercultural development for globally interacting employees is equally, if not more, important to ensure time is not wasted by employees: on misinterpretation of communication; delivering sub optimal outcomes through failure to fully engage all team members.
Too often the argument put forward to not provide intercultural development to globally interacting employees is that if they treat every team member as an individual then all will be good.
Their belief is strengthened further when there is a global organizational culture which encourages all behaviors to be the same across the world.
Unfortunately, this argument fails to recognize that behaviors are the visible part of culture which represents no more than 10% of an individual's culture, the remaining 90% is hidden and comprises the individuals attitudes and values. These attitudes and values have developed over time and have been passed down through generations and inform one's judgement of other countries' attitudes and values.
Cultural development permits an understanding of ones own attitudes and values and enables one to understand the variations in attitudes and values in other countries. This knowledge provides the opportunity to learn how to adapt ones way of working to minimize these differences whilst still recognizing that each individual has their own personality.
NetExpat's approach to assisting global employees acquire cross-cultural competencies takes a blended approach of human support from our top experts with the latest in new technology. Click below to learn more about this approach and services available for global employees and multicultural teams.
Share this post

Patricia Biffi brings a rich blend of business acumen and global perspective to her role at NetExpat, shaped by her journey from Brazil’s dynamic fashion retail industry to building a new chapter in the United States. With nearly two decades of experience spanning commercial and marketing leadership, she developed a strong foundation in driving growth, building high-performing teams, and keeping people at the center of every decision. Having personally navigated the challenges of relocation and career reinvention, Patricia combines resilience, adaptability, and a people-first mindset with a deep appreciation for cross-cultural experiences and the evolving landscape of global mobility.

The pharmaceutical industry is operating under extraordinary and accelerating pressure. Patent cliffs heightened regulatory scrutiny, geopolitical instability, pricing constraints, and an increasingly complex global R&D and manufacturing footprint are pushing organizations to do more—faster, with fewer resources, and under intense public and stakeholder scrutiny. At the same time, demand for specialized talent has never been higher. Unlike extractive or capital‑intensive industries such as oil and gas, pharma cannot rely on large financial incentives to drive international mobility. Scientific, regulatory, medical affairs, and quality expertise are scarce globally—yet many of the very professionals pharma needs most are reluctant to relocate. Dual‑career households, two‑income families, caregiving responsibilities, and reduced appetite for long assignments mean traditional mobility levers are no longer sufficient. In this context, Global Mobility (GM) is no longer just an enabler of relocation—it must become a strategic talent catalyst.

Whether driven by mergers, digital transformation, geopolitical shifts, or evolving market demands, change affects every corner of a global organization. And without the right support, teams can suffer, along with morale and alignment. Profit losses, decreased productivity, attrition and reputational damage are very real risks, and often signs that an organization’s change strategy failed to account for cultural context—both the organization’s internal culture and the cultural identities of its employees. Change is universal, but how we deal with it is deeply cultural. Even the most well-designed initiative can falter if it overlooks one critical factor: how people experience change. In global teams, that experience isn’t just shaped by roles, responsibilities, and team dynamics. It’s also shaped by the cultural norms, values, and perspectives each person brings to the workplace. And when leaders assume their teams will respond to change the same way they do, communications and processes can quietly unravel—sometimes under the radar and long before the negative impacts are fully recognized. To lead and address change effectively, business leaders need to understand the cultural lenses that shape how change is perceived, processed, and embraced (or rejected).

This blog post offers a glimpse into the exclusive content available to members of the NetExpat Community —designed specifically for the partners and spouses of transferees. From curated resources to peer-driven insights, this sample reflects the kind of meaningful support that helps partners/spouses feel seen, connected, and empowered.

Gabi brings a thoughtful, human‑centered approach to her work at NetExpat, shaped by a background in intercultural communication and international collaboration. With a strong belief that cultural competence is built through awareness, adaptability, and reflection, she designs practical, evidence‑based learning experiences that help people navigate complexity with confidence. Passionate about how adults learn and change, Gabi is motivated by creating solutions that make a real difference in how individuals and organisations work, connect, and thrive across cultures.








