Introduction Culture is a collective programming of the mind that distinguishes the members of one group or category of people from another. Before venturing on a global assignment, it is probably necessary to identify the cultural differences that may exist between one's home country and the country of business operation. Where the differences exist, one must decide whether and to what extent the home-country practices may be adapted to the foreign environment. According to the case study the question is asked: How does culture and environment affect institutions and their management? In this paper, we will discuss the problem of what went wrong during Ms. Myers tenure. Using Hofstede's five dimensions of culture we will explain the problem Ms. Myers encountered to compare Korean and American assumptions about interpersonal relationships and management. Additionally, we will propose a recommendation of three specific changes Ms. Myers could have made to her leadership style to accommodate the Korean environment. How does culture and environment affect institutions and their management? Schein (2004) emphasizes that ‘perhaps the most intriguing aspect of culture as a concept is that it points us to phenomena that are below the surface, that are powerful in their impact but invisible and to a considerable degree unconscious (as cited in O’Donnell & Richard Boyle, 2008). Schein uses a comparison that culture is to a group what personality or character is to an individual. He goes on to say that “we can see the behavior that results, but often we cannot see the forces underneath that cause certain kinds of behavior” (O’Donnell & Richard Boyle, 2008). Furthermore, as our personality and character guides and constrains our behavior, so does culture guide and constrain the behavior of members of a group through the shared norms that are held in that group. What went wrong during Ms. Myers tenure at SK Telecom? In this case, Linda Myers agreed to take a human resources position at SK Telecom in South Korea. Apparently, she assumed it was the prospect she had long been working toward. In accepting this venture she would break ground as being first American female executives at a Korean company. Meanwhile, she would direct an initiative to globalize the organization. Having spent an inordinate length of time consulting on expatriate transitions, this appeared to be a chance of a lifetime. Upon arriving in Seoul, Korea Ms. Myers began to doubt her decision. Having experienced unfamiliar territory before something about this opportunity was unsettling. Deprived of any guidance or direction from her chain of command, Ms. Myers struggled in becoming familiar with the organization. With only a few Americans on staff and only a handful of women at the VP level Linda felt isolated. In spite of these challenges, within four months Linda became head of Global Talent at SK Holdings. Meanwhile at SK, Ms. Myers was immediately confronted with a communication gap. Her lack of Korean turned out to be a vexing problem. Unable to communicate in meetings and in other instances was very disturbing to her. Although she was provided an interpreter and had an assistant which spoke English it was not enough. She felt it was not always productive. As she saw it, even diplomatic inquiries could be construed as confrontational and critical. Despite the odds Ms. Myers tried to push forward, yet her straightforward style was not too settling amongst her Korean peers. Filled with enthusiasm, Linda felt she would change the culture. Unfortunately, she would soon realize the ideas of her leadership role would be much different than what the company had in mind. Consequently, Ms. Myers was ill-equipped for the company’s rigid hiera