Being on top of your game is key to being successful in business. But when trading internationally, there is an additional factor that is at play: cultural differences. Understanding these cultural differences can have a serious impact on business and may be the deciding factor for signing or losing a deal.
Damien Viollet knows well about such pitfalls. As a Frenchman working for a German company doing business in East Africa, he is at the coalface of juggling multiple, fundamentally different cultures. While Damien grew up in France, he has also lived in Germany in his adulthood and had to quickly learn that, for better or for worse, many stereotypes of the two nations contain an element of truth. And knowing how to handle them can open many doors. “The business environments in Germany and African countries are also completely different”, explains Mr. Damien, who first landed in East Africa 12 months ago. Landing with a wealth of experience backed with technical knowhow, he had some tough lessons to learn right from the start.
He invested himself heavily in getting to know his customers and their needs, in understanding the Bayer team and appreciating local cultural dynamics. The 46 year old Genetics and Molecular scientist is a ‘people person’ and has thrived on establishing relationships and building trust across the agricultural sector in his early days. He has also created positive relations with colleagues at Bayer CropScience.
Briefly discuss Damien Viollet (background and country head BCS East Africa)
“Slowly and steadily I’ve made my way up for the last 20 years at Bayer Cropscience, bringing together scientific understanding with business strengths and marketing expertise. Over the years I’ve held a variety of positions in different parts of the organisation and have worked with a broad range of people with different cultural backgrounds and varying levels of seniority. In doing so I’ve acquired a deep understanding of the strengths of Bayer CropScience. This is what I bring to East Africa,” said Mr. Damien.
Mr. Damien’s roots are scientific. He holds diploma in crop protection from the most prestigious higher education establishment for agriculture in France, the Ecole Nationale Superieur d’Horticulture, and a Masters in Genetics and Molecular Biology. His technical expertise focuses largely on crop protection and seeds.
Mr. Damien joined BCS East Africa in May 2012 following a five year assignment at Bayer’s global HQ in Germany where he successfully led the team that launched globally Bayer’s latest cereal fungicide blockbuster. In East Africa, Mr. Damien confronts the unique challenges of six key countries namely; Kenya, Tanzania, Uganda, Ethiopia, Rwanda and Burundi. “It is a good mix of cultures and experiences,” said Mr. Damien who has travelled extensively in his first year in the region.
How would you describe your first year as the Head BCS East Africa? Are you passionate about what you do?
“I remember very well May 2012 when I first arrived in Kenya. It was my first visit to Africa and I did not know what to expect; I kept an open-mind. But today, I can sit back and honestly say I have enjoyed every bit of my stay so far. It has been an intensive but extremely motivating first 12 months.
“My priorities have been to get on the road and meet as many customers as possible (from small scale farmers to our major customers) and to understand the individual members of my team, their ambitions and interests, and to learn as much as possible about the local environment from them.
“There are two things that I have found completely compelling in Kenya: the diverse range of crops and the Kenyan Highlands where farming conditions are easily comparable to the best in Europe.”
What is your vision for BCS?
What are your top priorities?
Bayer’s mission in any market in the world is to provide ‘Science for a Better Life’ and this is my vision for BCS. Specifically in Kenya and in CropScience, sustainability is at the top of our agenda to counter the challenges of securing food supply. 80% of the population in Kenya lives in rural areas and draws its income from agriculture but there is limited arable land at their disposal. Our priorities are therefore to provide innovative solutions and new ideas that will extend Kenya’s agricultural potential in a sustainable way.
In a nutshell describe Bayer CropScience products and services to the farmers
“In German culture, the quality of the product is paramount. And like many other Germany companies, Bayer is an innovative company that focuses on providing high quality, break-through technologies to the farming community.
“We focus on providing more than just high performing product to farmers; ours is a different mentality or approach. We seek to create long-term ‘win:win’ partnerships that create value for all. We are incredibly accurate. Our business culture is about understanding our customers and carefully planning to their specific needs and then sticking to our plans. This approach ensures a very personal touch for our customers.
Briefly discuss the BCS team
“It is probably the greatest and most inspirational any manager would wish to have. The team is comprised of only Kenyans, except for me, and is highly experienced with deep knowledge of the organisation. The management team has been working together for many years (more than 10 years) and they understand each other very well. But it doesn’t end there.
“More broadly, they have a ‘let’s-get-down-to-business’ mentality and are open to new ideas which is an asset to the organisation. To crown them, integrity is very important. If they promise something , they keep that promise. The team would do anything to keep our customers satisfied.
For the last one year we have seen a more aggressive BCS launching four products with the last, Luna Sensation, described as new and unique, what can you attribute this to?
“It is not gainsaying to state that within the agri-chemical industry, BCS has one of the most significant innovation pipelines. And unlike before, we are now focused on bringing break-through technologies to the Kenyan market as quickly as we are able and to the benefit of the agricultural community. Luna Sensation is a prime example of this approach. Along with the US and Europe, Kenya is one of the early markets to access this new chemistry.
In our last discussion you hinted that you’re looking to expand into Biologicals and Seeds, what are the factors that you’re considering in making that choice?
“In this kind of business, sustainability is a key factor. We have the possibility to alternate agro-chemicals and biologicals to drive a sustainable intensification of agriculture – helping to raise both productivity and environmental compatibility. We believe in ‘sale, stay and participate’ not ‘sale and go’. We are part of the community and we must ensure sustainability. The seed line is in synergy with the BCS approach of ‘seed to shelf’ which is one way of creating value solutions.
Where do you think the most significant growth will occur in the company in the next few years? What new competition are you expecting then?
“In Kenya, we foresee massive growth and development of small scale farmers that will have to provide more food for a growing population. The Kenyan market is set for faster growth than more established markets and regions such as Europe. As a result, more and more players are seeking to enter or re-enter the market after a period of absence. This will create a dynamic environment where expertise and proximity will be critical.
What’s the biggest challenge YOU feel your company faces, and how do you inspire your employees to meet it head on?
“Diversity. Bayer has long been a champion of diversity but this has been a little slower in BCS East Africa (in the areas of gender, age and diverse backgrounds for example) although we are making encouraging progress specifically in gender diversity. It may be a little slow but I firmly believe diversity will help our business in the long-term and I’ll continue my focus in this area.
Where do you see the agrochemical sector globally in the next 5 and 10 years from now? How are you prepared for this change in the industry?
“We are set to see broadening solutions for farmers: from pure chemical formulations (synthetic) to solutions based on living organisms (biologics, bio-fertilisers and seeds).
What is your personal work ethic, and how does this affect the company culture?
“I have come to understand different business cultures. Germany’s famous virtue, punctuality, collides with the African thinking that good things take time and making someone wait is a sign of authority. I have come to understand this and I treat people fairly and with respect. “I’m passionate about business. I like to challenge the status quo and take calculated risks, but also to roll-up my sleeves to get down to the ‘nitty gritty.’ This sits well with Bayer’s corporate culture and values that are summarised by the term LIFE (Leadership, Integrity, Flexibility and Efficiency).
What decisions have you made in your career that you look back on feel where mistakes and what have you learned from them?
“I wouldn’t cite any specific decisions. Instead I believe that each day brings new learnings. Every single time I meet a customer, I learn something new. I’ve learned that to be open-minded is essential to doing good business.
Discuss the most pivotal moments in your career that you either learned from and/or that got you where you are?
“In all honesty, I’ve only had two pivotal moments in my career life. The first was the transition from France to international. The second was the transition from technical to business. However, both transitions have always been positive in my life.
Describe your ordinary day?Do you have enough personal time?
“My typical day involves contact (either in person or by phone) with members of my management team to ensure we’re dealing with business priorities. In the space of a few hours I can cover a diverse range of topics that relate to our work environment: from regulatory to technical development, finance, supply chain, sales and marketing. “When I’m in the office I have an open door policy which employees take full advantage of. Whenever I can, I get out on the road to meet with customers.
“I try to reserve some time at the end of the day to liaise with colleagues across the organisation. With my counterparts in Africa, we regularly exchange, but developing our business also means talking with colleagues in Europe, the US and Asia. I have less and less personal time but my family is very understanding and supportive.
Give your final comments
After many years working with Bayer CropScience and in the field of agriculture, I can get to the heart of farmers issues and offer sound advice on specific problems. Through business partnerships, my team and I bring very specific Bayer CropScience values and these can be summed at as competence (we have some of the best products available with good after sales), preparedness (to find ways to deliver solutions to even the most difficult of customer needs) and delivery on time (perhaps this comes from our Germanic origins, but we also recognise today this is an important quality that farmers need to know that they can trust in their business partner of choice).
Thanks For your time