[MUSIC] The next question, of course, is how do organizations get such a culture and how can they sustain it over time? This is a very valid question because a culture is something once it's there, it's very hard to change. It tends to be something that is very stable and it has an influence to the people working in the organization. What should you take into account when creating and sustaining a culture? First of all, selection. Who do you get in your organization? Of course, in general, if we select people for a job in our organization, we want these people to fulfill the job requirements. We want these people to perform well. But a second criteria is do these people fit to the culture of the organization? Is this someone who we could easily work with? Is this someone who buys in and who can make a contribution to the culture, to the social system as we have it here? A second very important criteria is the behavior and the actions of the top management. When it comes to organizational culture, the top management of an organization really is a role model for living that culture. Because people watch what happens at the top of organizations, they pay a disproportionate amount of attention to what these people say, how they act what they do, and they attach meaning to it. They start adapting their behavior according to how they see their top managers doing things, very important. Also important to mention that the top management, or let's say maybe the founders of an organization, often are the ones that start creating and initiating a culture. A culture really evolves from the early actions, and the early decisions, the early behaviors, the early words and communications from the founders and the top managers of an organization. And then it starts developing from there. A third mechanism is socialization, that is, once people enter an organization, they get exposed typically to all kinds of formal and also more informal socialization processes. This was what I was referring to when I was giving the example of the values in an organization. When you value something, when something is important, this also has the tendency to, let's say, impact other people. If you enter in a new organization, you start paying attention to what other people are doing, to how other people are acting, to what is, let's say, the appropriate way of doing things. As a newcomer, you adapt to that. Of course, you also remain yourself but it is also very real and very apparent that you socialize, that you adapt to the system that you are part of. Especially, organizations with a very strong culture trend to pay a lot of attention to affect this socialization process. They value our culture so much that they want to be very explicit about explaining and telling newcomers about the culture, about what is the appropriate behavior, what they value and what not. With that, let's make the transition to start discussing national culture. Because if we think x1, I told you they have subsidiaries in over 30 countries, they sell their products in over 100 countries. Yes, they have their organizational culture, which in a certain way, is going to be something that is very stable across countries. Whether you entered x1 in the Netherlands, in Spain, in Russia, in the U.S., it has always this touch of. The culture is something that is very stable and very pervasive, in all these countries. >> But nevertheless, national cultures also have an influence. If we really want to understand the topic of organizational culture, let's also start considering the topic of national culture, country cultures. For this, I'm really happy to introduce to you my colleague from the IESE Managing People in Organizations Department, Professor Echo Liao who is an expert in the topic of national culture. She's done a lot of research teaching and working with companies in this area and she will explain to you the topic of national culture and cultural intelligence. [MUSIC] Let's get started with that. [MUSIC]