Intercultural management

Intercultural management, when mastered and relevant, enables companies to get the best out of the strengths of the company, whatever their origins. It uses a series of techniques and tools to manage individuals in an organisation that wishes to take into account and value all the differences induced by their cultures (e.g. way of thinking, view of the world, behaviour, operating mode, etc.). It also aims to provide solutions to intercultural problems such as divergent visions, communication difficulties, etc.

Many contexts (relocation, company takeovers or mergers, employee mobility, etc.) require intercultural management to create fluid and effective interactions within an organisation that favours the diversity of profiles. 

As a consultant in intercultural management, one of my expertises is to facilitate the emergence and acquisition of intercultural skills – listening, respect, openness, defined as the capacity of an individual to analyse and understand situations of contact between people from different cultures, then to apply them in the interests of the company. 

In the context of company mergers, intercultural issues naturally arise in the context of international mergers, but also in the context of mergers between companies with strong and potentially antagonistic business or corporate cultures. In these situations, my interventions consist in diagnosing the cultures involved, their commonalities and complementarities, and facilitating intercultural dialogue. 



  • Development of interpersonal intelligence skills (understanding, empathy, tolerance of ambiguity),
  • Work on non-verbal communication and intercultural communication
  • Adaptation of managerial methods to a multicultural context

Development of intercultural skills

  • Work on the capacity for openness
  • Raising awareness of productive and constructive dialogue, cooperation and experimentation
  • Work on the ability to conceive and communicate on collective and inspiring representations

takeover or merger of companies

  • Inventory of shared values and divergences (e.g. leadership, vision)
  • Communication
  • Negotiation