As the world becomes more interconnected, businesses will require a more global workforce—employees who are able to work across and within other countries and cultures. That requires not only language skills, but the ability to adapt and find common ground.

Increasingly, USAID and DoD share the same operating space. In order to cooperate effectively in the diverse places where USAID and DoD personnel find each other, it is important to draw upon lessons from experiences in Iraq and Afghanistan and from cooperation in other countries and regions where we have worked together, including Colombia, the Philippines, the Balkans, and the Sahel.

Uniforms reflect the military's organizational culture, a pattern of basic assumptions, ideas, beliefs, and values that prescribe both external behavior and internal management and integration. Brig. Gen. Kim Field discusses what military uniforms symbolize, and what skills and attributes they fail to represent.

Company culture is something that is critical for the long-term success of a company. If anything, it is the DNA that helps guide everyone.

Col. Emmanuel Kotia writes about the characteristics of military professionalism, and its role in the organizational culture of the military.

This TD at Work excerpt identifies 10 competencies essential for people who wish to be effective in international talent development assignments.

Read about Staff Sgt. Jomar Perez and his experience adapting to military culture as an immigrant, and how he learned to flourish in the military.

What role does understanding culture play in the trajectory of your professional military education?

Mark is an HR director looking to improve his company’s cross-cultural skills, especially in Germany where his company is doing an increasing amount of business. After considerable research, Mark hires a firm to deliver a training solution that seems like just what the doctor ordered. It’s a tool that enables employees to discover their “cultural profile” and then compare that profile to those from a range of other cultures.

While group intellectual capital, manifested in the ability to transfer core competencies from one experience to the next, is critical for sustaining competitive advantage, today's organization faces the difficulty of measuring and managing these intangible assets. Here we examine the unique role of expatriate managers in enhancing group intellectual capital by facilitating the transfer of knowledge across national borders.