Fredrick from Bluebilities: You operate in multiple cities, like Berlin, Hamburg and also in cities in India, being an entrepreneur, how do you try to balance the professional and cultural transitions?
Educaro : Well, the most important thing is first understanding and being open-minded when it comes to different cultures because we are right from the beginning a very international company.
As you said, we have offices in India, we have offices in the Arab world, in Tunisia, and in Germany. It is very important for Educaro that everybody is open-minded and I think startup mentality really complements this.
People who are dedicated, entrepreneurial, people who are startup driven and have a clear vision of what they are looking for are the ones we love to work with.
Everybody at Educaro stands behind the vision of giving honest and transparent information as well as high-quality language education to international students not to be deceived and maximizing their potential on the way to Germany. This is one key component that holds the company beyond the national borders together and the other is really the solution orientation and pro-activity.
Often an MBP is better than a full developed solution to be rolled out after five years
Often an MBP is better than a full developed solution to be rolled out after five years.
Fredrick from Bluebilities: Can you share details about the internationality of your team and how do you manage it?
Educaro : We started in February 2016 and have 57 employees. We always bring German interns to Tunisia. There are right now three German interns who help in every level of operations in India.
Yes, we always try the cultural exchange and bring the people from one place to another ultimately when we are better established this will definitely happen that we bring internationals to Germany as well.
We select German interns especially from WHT where I study that’s pretty simple. When it comes to more sophistication of the role – when it comes to more important roles, tech roles that’s definitely something where we still are looking for a sustainable solution.
Fredrick from Bluebilities: What made you and your team to look towards India for testing your business model?
Educaro : Great question, basically, India for us just from a holistic perspective, it was the fact that Chris and I had to do a post-graduate semesters abroad and we wanted to combine this because it was compulsory in our post-grad. We said, „All right, let’s open a new office.“ We together studied at the university and opened an office simultaneously. We studied at the IIM in Bangalore during last year, at the same time, we opened an office in Bangalore.
Fredrick from Bluebilities: What was the main driver for India?
First of all, it’s open regulation. When it comes to accepting foreign direct investments when it comes to building own private limited companies the Indian private limited Educaro company is 100% owned by the German holding so this is very open.
The other thing is the market when it comes to advising students to go abroad. Basically overseas education consultancies charge huge prices and basically deceive individuals for example when saying in German universities you require a certain academic grade which is only relevant for the management degrees and not for any technical studies for example.
That was a main driver as well that we realized,”Aha.” The market is actually very similar to the Tunisian one because there are a lot of small agencies who promise to work with students and who play with their future. I think the Indo-German startup ecosystem could really flourish and we can pretty much increase the speed and the pace at which this transfer process takes place because I think it could at the end be a win-win for everybody.
When it comes to accepting foreign direct investments when it comes to building own private limited companies the Indian private limited Educaro company is 100% owned by the German holding so this is very open.
Fredrick from Bluebilities: What is your experience about working with Indian candidates in general?
Educaro : When you have startup people, you can be more delegating. Obviously, the personal component when it comes to the personality plays a significant factor as well but ultimately there is a trend to see between the ethic and the mindset of an Indian and a German but even now I can also make a comparison between an Indian and the Tunisian in the Arab world working with Indians is easier to work with because an India enjoys high-intensity work environments a Tunisian does not enjoy that.
No matter if it’s a start-up or a corporate but in Indians from my own experience requires more directive approaches when it comes to leadership it has to be more authoritative and driven. In Germany, I can delegate way more and this I always come back to the life cycle of a nation which also impacts the progress or the leadership style you have in your own company.
Obviously, the personal component when it comes to the personality plays a significant factor as well but ultimately there is a trend to see between the ethic and the mindset of an Indian and a German but even now I can also make a comparison between an Indian and the Tunisian in the Arab world. They’re comparing the Indian is easier to work with because an Indian enjoys high-intensity work environments a Tunisian does not enjoy that. Our head of marketing in India is very competent. He graduated from Christ University in Bangalore. I have connections to the IIM in Bangalore and we might look at somebody from that institute as well to hire. But definitely for the local offices we need Indian and International brains as well. It’s always a mix.
Fredrick from Bluebilties : What are the synergies that you like to build for an International team such as yours?
Educaro: On a personal level it’s a huge opportunity for development. How you really broaden horizons, you broaden your perspectives and you really are able to see through different eyes and different pictures and that’s what I am personally extremely grateful for it at my age to be able to experience this level of development through understanding different cultures.
With every new office we gather best practices, we understand what could we do better with the next office. We have a digital infrastructure that we just copy for every new office and expense, it’s a very much human approach. With every new office we learn a new and the cultural components is there yes, but our office set up basically remains the same.
Ultimately there are a lot of synergies when it comes to having one office and multiple offices and the bigger the network and the more offices we have the easier it will be to leverage the infrastructure and just start opening new office. From an HR perspective, I think it’s a blessing to have a huge pool of intercultural individuals who work at in Educaro because then we can also establish role taking programs and send people from one country to another. We have a global wikipedia where people can read how the IT works which processes to follow in what respect, what customer inquiries to answer how. Ultimately that’s the value we have in every new office is just a new effort, a new perspective and optimizes our existing infrastructure.