Behaviour does not change at the border. Labour law, notice periods, what counts as a normal working relationship and what a manager is expected to do — all of that changes considerably, and reading it from abroad does not work.
This list is not maintained by hand. It is read from the same system the network runs on, so it is current the moment a partner opens.
Each with a partner company established locally.
Including sub-franchises covering a region within a country.
The same instruments and the same standard everywhere, in the local language.
The live list is not reachable right now. Ask us and we will tell you whether we cover your country.
A branch office is staffed from a head office and reports to it. A partner is a company, owned by the people running it, with an exclusive territory and their own clients. The second arrangement produces better work for a simple reason: the person you deal with owns the consequences.
What is shared is the method, the instruments — I-Profile above all — the training, and the standard. What is local is everything else, including the language you are worked with in and the employment law your consultant has to know properly rather than approximately.
Larger countries can hold more than one partner, with a master franchisor for the country and sub-franchises covering regions. That is why the number of partner companies is higher than the number of countries.
A group with sites in three countries usually has three different management cultures and one org chart pretending otherwise. Because the instrument is the same everywhere, profiles from different countries can be compared directly — which is the part that is normally impossible.
What we do not do is import a management practice that works in one country into another where it is illegal or simply unwelcome. That is the partner’s job to tell you, and they will.
Exclusive territories are open in several countries. If you run a consulting business, or want to, there is a conversation to have.
