Corporate America still has a long way to go before business becomes a fully automated landscape with robots and no people. To date, the most that companies have done to minimize their labor cost component is to outsource entire departments to countries with cheap labor or use cheaper migrant workers.  What remains are automated systems that are still manned by people in IT departments, R&D Product Development, and marketing and sales, to mention the major ones.  But this trend shifts the challenge from a systems perspective to a labor or people-centric one.  You now need managers who can overcome the challenge of improving productivity of a more diverse ethnic workforce to overcome cultural and religious and possibly language problems.  Thanks to management consultancy companies like Emile Haddad Seattle in Washington State, companies can have a good referential insight to what makes people management more attuned and focused on achieving their business objectives.

Founded by Emile Haddad, the management consultancy firm has been in the forefront of providing managers in many companies with the needed skills to motivate their workforces and overcome any ethnocentric barrier that may come with a global operation. Cross cultural motivational people management is the training demand in the global corporate arena where it becomes paramount to get your international labor force to share the same vision and business impetus as the parent or headquarter company.  Emile Haddad Seattle may not be armed to tell you that your IT systems, production methods or standards not the best of breed in the industry – something all other consultancy firms generally counsel their clients with.  But it has the experience and the insights to tell you that after all are said and done, your people remain your best asset.

Emile Haddad graduated in Environmental Design from the University of Oklahoma and took his Master’s Degree in Fine Arts at the University of Montana in 1976. An architect by profession, he was noticed more for his ability to work successfully in international building projects than his architectural designs which were impressive nonetheless.  But the skill to make things happen from people across cultural borders is a rare talent and one that has become increasingly in demand with a global economy. When he founded the Emile Haddad Seattle in 1992, his reputation as a maverick motivational people manager already preceded him and he has since grown his consultancy firm to where it is today.

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