About Coface

Coface is a multinational credit insurance and business information services company, with about 5,000 employees worldwide. The headquarters are in Paris (although with US ownership) and the organization is structured in geographical regions. Among these, Mediterranean & Africa includes Italy, Greece, Spain, Portugal, the Middle East (Emirates, Saudi Arabia, Oman), Egypt, Israel, Turkey and South Africa: a large and culturally heterogeneous perimeter, where daily operations require international coordination. Our partners are in charge of this geographical region.

The challenge

Within the Mediterranean & Africa perimeter, Coface has brought together a multi-country and multi-hierarchical population (from junior roles to very senior figures). As a result, an important challenge has emerged for Coface, which consists in ensuring effective communication and capacity for cross-cultural collaboration in this population, despite the differences in responsibility in the group and the different cultural affiliation (linked to different ages and geographical specificities). Working together effectively was not a given when cultures, languages and levels of responsibility are very different. The risk is always fragmentation and less effective collaboration between teams from different regions.

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The Solution

Coface chose Wibo for a journey that would bring together people from different countries and levels in a single safe space for discussion. A space created specifically to work on cross-cultural communication and collaboration in a practical and engaging way, always supported by the experience of a trainer. The group has not only worked on the theoretical concepts behind multicultural collaboration, but it has discovered tools and strategies to be able to better manage these dynamics. The format with continuous interaction, Q&A and exercises has kept attention high and fostered engagement, while the presence of top executives has provided concrete and comparable examples. This last detail has led to easier resale within the company. The direct presence of bosses and reports in the same classroom worked: the transparent sharing of difficulties by senior leaders activated mutual trust and peer learning.

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The Impact

The first effect was clear: greater awareness of multicultural dynamics, more ease in discussing real problems and a structured place to train discussion. The idea that “difficulties exist at all levels” has reduced psychological barriers and has fostered a more practical and concrete approach to collaboration. The suggestions and insights of external experts have remained imprinted, becoming tools that are still used today in everyday work. Another equally obvious effect was that the path created a structured space for discussion, which is often missing in business contexts. The participants involved perceived an open environment, where discussing problems was easier and sharing common challenges, even among people of different levels, reinforced the sense of community and of belonging to the team. The impact was not only momentary, as the feeling of having a place to interact and reflect together has remained over time.

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Key Metrics

What the participants say

We asked, “What did you like the most or did you find most useful about the route?”

“Some key points to reflect on when we find ourselves operating in a multicultural context: listening, empathy, respect, authenticity and emotions”

“Tips for people who face difficulties in multicultural situations”

“The outside experiences were very much appreciated.”

“Empathy in communication”

“Communication is the key to overcoming difficulties in multilingual settings.”

“The executive's speech was full of ideas and interesting experiences. Listening to the challenges of other colleagues was also very stimulating.”

“The workshop with listening to the discussions.”