One of my first challenges in learning Korean was also trying to figure out romanization. As a historian, we favor the McCune-Reischauer (MR) method. BTW I quickly found out that romanization actually hurt learning Korean, nevertheless, I find it interesting that it continues to be modified and stir debate,
Joongang Ilbo notes. “The Korean romanization system has been modified three times over the past six decades since 1948 when it was first officially formulated,” said Professor Song Ki-joong, a professor emeritus of Korean language at Seoul National University, who has been involved in numerous Korean romanization projects since 1983. “There have simply been too many changes.”
The romanization system last got an update in 2000, when the Korean government implemented use of the Revised Romanization of Korean.
Prior to that, romanization of Korean was primarily accomplished through the system created by scholars George McCune and Edwin Reischauer, albeit with two major adjustments in 1959 and 1984, when the Korean government adopted it as the country’s official romanization system.
The Revised Romanization system doesn’t differentiate between how voiced and voiceless sounds were transliterated, resulting in the change in the way the name of the southeastern city was written in English: from “Pusan” under the McCune-Reischauer system to “Busan” under Revised Romanization.
The romanization issue recently flared again when the Presidential Council on National Competitiveness announced two weeks ago that it would change the system yet again in a bid to raise the Korean language’s international competitiveness.
Under the plan, a new romanization system would be introduced in 2011.
The announcement caused immediate controversy among scholars and the general public, mainly due to the fact that the latest revision was carried out only nine years ago.
“The current system is causing confusion because it is different from the McCune-Reischauer system used widely abroad,” the council said.
Kang Man-soo, the council chairman who is well known for his advocacy of the McCune-Reischauer system, said that the Revised Romanization system should be changed to reflect international standards and the preferences of foreigners.
In early 2000, when he was the vice finance minister, Kang had a heated argument about the government’s shift away from the M-R system with the National Institute of the Korean Language, which created the Revised Romanization system, through a series of columns.
Last year, when he was the head of the Ministry of Strategy and Finance, Kang, a major political figure with close ties to President Lee Myung-bak, was also reported to have made a personal request to Culture Minister Yu In-chon to consider revision of the romanization system.
“It is also problematic that discussion of a matter of such national importance would be put down according to the will of someone higher up,” Professor Song said.
Skeptics tend to argue that romanization should be a matter of consistency, rather than of efficiency.
“It’s not uncommon to find signs and Web sites that use old spellings [from the M-R system]. What’s confusing is not necessarily the current system, but rather that there are a couple in use, and there are a number of hybrids,” Brian Deutsch, an English teacher based in South Jeolla and a regular JoongAng Daily contributor, wrote in a recent column. “The fact that there are so many systems and hybrids in use shows that no single one is perfect and that a great deal of thought is needed before changing things yet again.”
But any changes to the system at this point will put a large economic burden on the nation. According to estimates by the presidential council, implementation of a new romanization system, which includes the cost of changing English names on official documents and signboards around the country, would cost 300 billion won ($235 million).
The idea that the government should take its time before moving forward with its romanization plans may be, in part, a response to the government’s previous attempt to change the system.
Youe Mahn-gunn, a professor emeritus at Sungkyunkwan University who chaired a subcommittee of six scholars established by the National Institute of the Korean Language charged with devising a new system, acknowledged in a 2005 interview with a local broadcaster that the decision to change the M-R system and the process of developing Revised Romanization was done quickly in anticipation of the number of foreign visitors set to arrive for the 2002 World Cup.
Professor Song at SNU, who had initially been part of the subcommittee, which was set up by the Culture Ministry in 1997, said he was one of the people on the committee who was strongly opposed to the introduction of a new system.
“I actually preferred the previous system [M-R] to the current one [adopted in 2000]. But I object to a new revision of the system, even if that means going back to the previous system,” Song said.
“What we need is not to create a new system but stick to a single system once it is set. I think it is problematic for the government to change the system every now and again,” he added.
“Given that it is impossible to perfectly transliterate Korean into English or another language, who can guarantee that the government will not come up with a new method again, say, after 10 years, that it claims is even more efficient?”
The necessity of staying with a single system once it is established seems evident, considering the confusion that already exists.
BCW is a huge supporter of the Korea WEST program This is an article in Korea Daily, LA edition, on an event we co-hosted. I translated the text, too.
한미대학생연수취업프로그램 '웨스트'(WEST) 학생들이 미국 기업 문화 학습을 위해 현장 체험에 나섰다.
Caption: Korean students in the WEST program visit the Emerging Media Lab at the LA office of Initiative Media to experience American company culture.
Korea Daily LA (Joongang Ilbo) July 3, 2009
지난달 30일 웨스트 프로그램으로 UCLA 에서 어학연수 중인 12명의 학생들은 스폰서 기관인 CIEE와 컨설팅펌 브리징컬처월드와이드(Bridging Culture Worldwide)가 공동으로 기획한 기업 문화 체험 프로그램의 일환으로 글로벌 광고 마케팅 기업 '이니셔티브(Initiative)'를 방문했다.
이들은 '이니셔티브' 관계자들의 회사 소개와 최근의 업계 트렌드 브랜드 런칭 케이스에 대한 자세한 설명을 듣고 이에 대한 다양한 질문을 던지는 등 주류 마케팅 기업의 문화와 업무 내용에 관해 공부하는 시간을 가졌다.
특히 '이니셔티브'내 위치한 미디어랩 투어를 통해 광고 마케팅업무를 수행하기 위해 반드시 알아야 할 세계적 미디어 환경과 트렌드에 대해 직접 체험하는 기회를 가지기도 했다.
이경민 기자 rachel@koreadaily.com
English Translation On June 30, 12 Korean students who are currently taking the language portion of the WEST (Work Study English Travel) program at UCLA recently visited a global advertisement marketing company, ‘Initiative Media.’ To share American corporate culture, the field trip was hosted by CIEE, a US State Department approved sponsor & Bridging Culture Worldwide, a Korea-focused consulting firm.
The WEST students attended a presentation conducted by Initiative Media LA executive Fred Sattler. The presentation shared background on the global media company, recent industry trends, and a case study on it's latest brand launch-- the new Hyundai Genesis. After the presentation, the students had Q&A time to learn more about the culture and business of major marketing companies.
The students also had an opportunity to experience the latest in media research and development by touring Initiative's Emerging Media Lab ( see photo above).
Stay on Top with Korean Culture and Business Training
Time to time, I feel it's prudent to share some basics on Korean global business.
First and foremost...
Korean culture training within your organization should be a constant and never ending process. In addition to providing new team members with awareness and skills, provide all team members and key management with coaching and ongoing training. In other words, just because a team member has worked in Korea, for a Korean-based firm, or on a Korean-based project they can still benefit from training. More significant, Korea is constantly changing--so staying current is vital.
In addition...
I have observed countless non-Koreans visiting Seoul. Some were there as suppliers and vendors to the local firms. Many were there to work on projects, providing services and expertise to Korean businesses.
In conversations, I found that some non-Koreans, although savvy and experienced business people, lacked a real understanding of the working norms and expectations of Korean business and their client. Most often those new to Korea acknowledged their inexperience, while “veterans” actions showed a gap in understanding.
These cultural gaps are deeper than issues of where to eat, find lodging, shopping, or even business card protocol. For example, they include the dynamics of meetings and the discussion of sensitive issues. In Korea some issues will never be discussed in a formal meeting. It is also a good idea to allow Korean partners to preview and analyze discussion topics prior to the meeting. Finally, Korean’s prefer quiet and reserved interactions to loud boisterous conversation.
That said... Always provide your teams with training and support. More specifically, go beyond the details and scope of the project to ensure they have insights and understanding of the Korean partner’s company culture. For example, Samsung is very different from Hyundai, which is different from Lotte. Norms even vary within the segments of the larger firms—some are more global while others are more rigid and traditional. Each requires a unique understanding.
BCW.. As always, BCW is dedicated to supporting you and your team. I hope my insights and commentary stimulate and provoke thought, which leads to positive change and progress.
There are many ways to rank Korea's top business groups (chaebol). In terms of size, Samsung Group and Hyundai-Kia Motor Group top the list. This chart looks at recent changes in market capitalization. With the economy, I see no real surprises.
Korea Times
Korea's bricks-and-mortar industries have waned in the midst of the global financial crisis but high-tech and auto-making businesses showed resilience on the Seoul bourses.
According to the Korea Exchange (KRX), Monday, the world's top shipbuilder Hyundai Heavy Industries saw its market capitalization dwindle 13.31 percent from 21.36 trillion won at the end of last August to 18.52 trillion won last Friday.
The global No. 4 iron-maker POSCO also suffered a 7.86 percent loss in the market value over the 10-month period from 41.95 trillion won to 38.66 trillion won.
``Among the nation's 10 leading conglomerates, bricks-and-mortar businesses experienced setbacks. In other words, the financial tsunami mostly swept traditional companies,'' a KRX official said.
``Hyundai Heavy and POSCO were the major victims. In addition, the airline industry was hit hard as demonstrated by KumhoAsiana Group and Hanjin Group,'' he said.
Hanjin, which holds Korea's No. 1 flag carrier Korean Air under its arm, faced a 17.13 percent decline in its market capitalization, the biggest downturn among the top 10 players.
Kumho, the parent company of Korean Air's cross-city competitor Asiana Airlines, faced a similar fate as the group's market value slid 12.08 percent.
In particular, KumhoAsiana languished last year in the midst of the credit crunch due to its leveraged buyouts of Daewoo Engineering & Construction and Korea Express.
The nation's ninth-largest chaebol eventually signed a corporate restructuring pact of late with its main creditor ― the state-run Korea Development Bank ― and it may have to sell off Daewoo.
Also included in the underachievers' list is the Lotte Group, which leads the distribution and beverage industries. Its value depreciated by 3.76 percent.
1. Korea WEST received a huge endorsement last week. Ambassador Stephen Bosworth stressed the need to support the Korea West program during his keynote speech at the Korea Society annual diner. The event honored Henry Kissinger and Hyundai Kia Motors Chairman Chung Mong Koo.
2. A number of Korea based Groups have also been requesting their U.S. organization hire Korea WEST interns.
3. CIEE, an official State Department sponsor, has begun providing U.S. firms with resumes for placement.
If you have not already, I strongly suggest contacting CIEE asap.
Bridging Culture Worldwide: Unique Skills and Passion
By Don Southerton
What make a business unique? A great question. I feel it centers on something unique they bring to the market. In my work on entrepreneurship, I found it often involved filling a need or gap in the market.
BCW stands out because we focus on Korean global business. We work with both Korea and Western management and teams. I'm happy to say we have a wonderful reputation. I once attributed this to 3 skills. I'd like to add a fourth.
#1 Critical Thinking.
Critical thinking is a cognitive skill that allows us to logically investigate a situation, problem, question, or phenomenon in order to make a judgement, decision, or recommendation.
#2 Strong People Skills.
This is especially important when working with people under stress. Moreover, the Korean workplace is relationship-based vs. the West's procedure or system-based mindset.
#3 Finally, BCW has decades of experience.
We understand business. We understand Korea. And, we have been there, observing, and working with hundreds of executives, managers, and teams as Korea-based firms have gone global. We know the challenges. We can help.
And #4 Passion, we love what we do... and it shows in our work.
I follow Lux and the luxury market in Korea. On one level, luxury goods are status markers in a traditionally status conscious society--reaching back hundreds of years. That said, I also see today's younger generations in Korea driving demand up market. I feel at times it's similar to America in the 1980s as many looked to be young urban professionals (yuppies) with their Rolex watches, Gucci ties, diamond tennis bracelets, and BMW.
Author Richard Baker shares some insights from his forthcoming book, “The Future of Luxury: The Peacock and the Prius." I then plan to link Baker's thoughts to Korean wealth in a future blog post.
“Life style” is the result of a pattern of decisions made regarding how to spend, invest, give away or save time, money, attention and other scarce resources, which reflects a basic set of values. It is the organizing principle for the accumulation and signaling of social capital, i.e. wealth.
Through our research we have discovered six basic patterns of decisions, which are the result of six different affluent life styles:
What is interesting is that each of these life styles can be lived at a variety of price points. Money, in a very real sense, is not the issue. It is the pattern of choices made with the money, the time, etc. There are distinct differences in where the various LifeStyles shop, travel, in what they read and drive, what they eat and drink, etc.
BCW’s executive-level commentaries share a first hand insight into Korean-based global business. Our message in January was quite simple—this year would be all about the economy.
We feel that's still true amid the political factionalism surfacing with the death of former president Noh Moo Hyun, and the North Korean regime's need to position itself for succession ( bold nuclear weapons and missile tests).
BCW’s 2009 mid-year commentary provides a frank update into recent developments within Korean based global business. The report then shares some timely recommendations.
First, the recession has driven most decisions so far in 2009. Firms are in crisis mode, which to many in Korea is nothing unusual.
As we noted in January, the recession has the heads of Korean conglomerates looking to inspire their organizations to meet the challenge with passion and determination. Leadership urged their teams to capitalize on the global downturn, press for new opportunities, and seek innovation. Sadly we have seen little innovation—an exception has been Hyundai Motor America’s Assurance and new monthly Cash Back ad campaigns.
Why? Crisis mode has pushed Korean management to take an “old school” hard-core approach. Progressive global mindset has taken a back seat to a traditional top down Korean management style. For example, in many instances CEO-level review of new programs has teams in analysis mode vs. action mode. One outcome is the loss of Korea’s competitive advantage—quick implementation and “turning on a dime.”
Another strong indication of crisis mode management was the long overdue budget causing projects and teams to wait several months for approval. Extended delays in budget approval translated in a late 2009 start and even later implementation of key programs needed to drive business.
Three Recommendations. Now more than ever, understanding the dynamics of the Korean business mindset and major business groups is vital. While working with Korean firms consider the impact of the Crisis mode mindset. Moreover, we suggest you align your thinking to the core values that their nation, leadership, and teams respect and embrace.
#1 Be upbeat and forward thinking—maintain a “glass is half-full vs. half-empty” attitude. Show passion and enthusiasm.
#2 Recognize that most top Korean leadership endured the limited resources of the post-Korea War era, rapid growth through the 60s, 70s, and 80s, only to fight for survival in the late 1990s with the IMF Crisis. Current leadership played key roles in the post IMF era restructuring of their companies and made “ the impossible, possible.”See the current crisis as an opportunity for your firm to shine and stand out, while others retrench.
#3 Find innovative ways to overcome the challenges. Provide “out of the box” thinking to your Korean partners and teams. Understand that there is huge risk—to not taking a risk. Develop a reputation that will follow you into the future. And, when possible, showcase new technology to overcome challenges.
To conclude, It is critical to take into consideration Korea’s past and current trends in the wake of the recession in dealing with your Korean partners. Understand the huge stress loads within Korean based firms—pressures to endure and leap frog ahead of the global competition. Be mindful and culturally sensitive. BCW is dedicated to providing much needed coaching, research, analysis, and strategy to you and your teams. As always, we are here to assist and support 24-7-365.
Over the past few months, I've been sharing information on the WEST (Work, Study English, and Travel) program launched by the Korean Ministry of Foreign Affairs and Trade (MOFAT) and the U.S. State Department. This is a high profile government program. I strongly suggest you get involved, since it promotes goodwill and cooperation between the U.S. ad Korea. Since it will get lots of media attention, your involvement will also be noted in Korea.
It's now time to take action...
The Timeline I've had a number of requests on the program's timeline. Each year, 2 waves of participants will arrive in the U.S.
April 2009 The first group arrived earlier this year and are enrolled in intensive language programs across America including NYC, Chicago, San Francisco, and LA.
May 2009 CIEE (a U.S. government approved sponsor ) conducted in depth interviews and screenings with each of the students. This information will be used to assist in placement of the participants.
May-June 2009 CIEE is meeting with firms to explain the WEST program. Early placement has also begun.
June- July 2009 Participant interviews with employers and placements will be finalized.
September 2009 Participants begin internships
I hope you plan to support the program.
If you are ready to enroll or would like more information please contact:
In Monday's NYT, a full page ad ( similar to the one I have posted) corrects the paper for recently labeling the waters east of Korea as the Sea of Japan. Historically, it's called the East Sea. The use of Sea of Japan irks many...
Don
Southerton has
been friends with Korean Consulting and Translation Service,
Inc. for long enough that we feel we are of “one mind” when
it comes to matters involving Korean business culture. Southerton’s
Bridging Culture Blog examines Korean global business and popular
culture with a shrewd eye toward current and future trends, as
well as provides insights into the dynamics of Korean global
business.
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