Hills Bank and Trust First to Include Mandarin Chinese on ATMs

(Iowa City) - Building upon its designation as an "International Welcoming City" last March, Iowa City officials and businesses continue to improve their offerings for immigrants and international students who now call Iowa City "home."

Kate Moreland, director of collaboration and community relations at the Iowa City Area Development Group, says an ICAD Group led task force has been working on projects aimed at improving communication with the international community.  "Translation is always an area of focus and we continue to work with local entities on how to better reach out to our international community and be more welcoming," said Moreland.  "This includes translating the Convention and Visitor Bureau's welcome guide into multiple languages and working with area banks to add Chinese to their ATMs."

Most recently, Hills Bank and Trust Company became the first area bank to offer Mandarin Chinese as an ATM language option.

"We have been long time supporters of the International Community and we were pleased to have been able to work with the Shazam network to incorporate multiple languages into our ATM network," said Marty Maiers, Senior Vice President and Director of Retail Banking for Hills Bank. "We updated the ATM in the lobby of our Old Capitol Town Center location in mid-December and will install Mandarin Chinese on other ATMs campus wide as part of software upgrades."

Suyun Ma, Global External Relations Coordinator for International Programs at the University of Iowa, sits on the International Relations task force at ICAD Group and says these accommodations help new, international students adapt to a new life during their not-so-easy transitional period.  "I have been in their shoes.  Immersed in a totally different culture and language, most new international students feel overwhelmed and even scared at some point," said Ma.  "I appreciate the importance of having this kind of convenience and assistance in local ATMs."

Ties will continue to strengthen between the public and private sector, the university, and the international community as more projects come online.

Tom Markus, City Manager for Iowa City, says the task force is looking next at improving housing and international relations.  "We've started communications with the university about how to improve temporary and permanent housing options for new international students who arrive on campus," said Markus.  "Also, there is initial discussion on developing an ambassador program to help students, visitors and new residents navigate our community and share in our culture."

"These basic resources serve as a gateway to our welcoming and diverse community, which is one of reasons that some international students choose to study at University of Iowa and fall in love with the city," added Ma.

The work of innovative thinkers is why the world has smartphones, laptop computers, toaster ovens and numerous other gadgets and creative approaches to problem solving.

Yet groundbreaking ideas aren't always welcome in the corporate world or within other institutions.

Instead, those who suggest a different approach often find their ideas shot down by co-workers or blocked by an organizational system that is unwelcoming to change, says international speaker and innovation consultant Dr. Neal Thornberry.

That doesn't mean innovation can't happen, though.

"The innovator needs to know how to operate in these less than friendly cultures without waiting for some miraculous transformation in corporate policy," says Thornberry, author of the book "Innovation Judo: Disarming Roadblocks and Blockheads on the Way to Creativity." (www.NealThornberry.com)

He says there are five innovation "killers" within organizations that a person with ideas can expect to confront.

•  People. Sometime it's an individual, sometimes it's a group. Regardless, people often resist innovation, and many times for illogical reasons. "The more rigid people reject innovation simply because they are uncomfortable with the new or don't want to spend the energy to try something different," Thornberry says. They may be quick to point out flaws in your ideas.

One way to counteract that, Thornberry says, is to be your own worst critic. Discover those flaws first and highlight them yourself. Then you can address how you plan to mitigate them, thus stealing the critics' thunder, he says.

•  Politics. You can usually get around one or two individuals who try to block your idea, but it's more challenging when the organization is rife with politics. "I hate working in highly politicized organizations," Thornberry says. "They make work a lot harder and make you spend considerable time on non-value-adding activities." In fact, Thornberry devotes an entire chapter in his book to "Right Mindedness" so that innovators practicing his seven secret judo skills are not seen as innovating for personal gain or exploitation, but as enablers of company success.

•  Organizational design. An out-of-whack organizational design usually is not generated on purpose or with malice, Thornberry says. Instead it develops over time, with one well-intentioned move after another leading to unintended consequences. Often the result is a proliferation of controls, along with structures and processes that create barriers to innovation.

When an idea is blocked by layers of decision-making, one solution is to use leverage, Thornberry says. Enlist the aid of a customer who would benefit from the innovation, he says, because paying customers have huge leverage.

•  Company values. Here the innovator has both a challenge and an opportunity. Many companies articulate their values, but don't always live by them. "The upside for innovators is that values can be used as leverage for innovation even if they aren't true," Thornberry says. For example, if the company declares, "The customer is No. 1," then it becomes difficult to ignore an innovation that is positioned as being for the customer.

•  Corporate culture. The corporate culture essentially is how the people, politics, organizational design and values interact. "The greatest challenge to any innovator, and to embedding and sustaining innovation over the long term, is culture," Thornberry says. To make it even more challenging, often organizations have micro-cultures within the culture. That means, he says, you will need to adapt the use of innovation judo principles depending on which micro-culture you are dealing with at any given moment.

"Innovators throughout history have faced both roadblocks and blockheads on their path to creativity," Thornberry says. "And so will you."

But with a little courage and some counterbalancing skills, he says, these challenges can be overcome.

About Neal Thornberry, Ph.D.

Neal Thornberry, Ph.D., is the founder and CEO of IMSTRAT, LLC a consulting firm that specializes in helping private and public sector organizations develop innovation strategies that create economic value by increasing an organization's effectiveness and efficiency. A respected thought leader in innovation, Thornberry is a highly sought-after international speaker and consultant. He  also serves as the faculty director for innovation initiatives at the Center for Executive Education at the Naval Postgraduate School in Monterey, Calif. Thornberry, author of "Innovation Judo: Disarming Roadblocks & Blockheads on the Path to Creativity" (www.NealThornberry.com), holds a doctorate in organizational psychology and specializes in innovation, corporate entrepreneurship, leadership and organizational transformation.

Washington, D.C. - While negotiations for several international trade agreements are in progress, business leaders, including Michael Lassner, President of Allied Steel Buildings in Fort Lauderdale, Fla., will meet with U.S. Secretary of Commerce Penny Pritzker, SBA Administrator Maria Contreras-Sweet, Deputy U.S. Trade Representative Robert Holleyman, and other senior administration officials yesterday to discuss how international trade policy affects their businesses.

"One of the best opportunities to create economic growth at home is to sell American goods and services to the 95 percent of global consumers who live outside our borders," said Secretary Pritzker. "In 2013, the U.S. achieved $2.3 trillion in exports, more than any other time in history, which supported 11.3 million American jobs. To give our businesses access to more markets and more customers, America must continue leading the world in negotiating high-standard trade agreements that reflect our values and set the rules for trade in the 21st century."

At a roundtable organized by the White House Business Council and Business Forward, the discussion will focus on the importance of government and businesses working together to help more American companies reach more international markets.

"Under President Obama's leadership, the U.S. is spearheading the most significant trade agenda in history," said Deputy USTR Holleyman. "I always appreciate the opportunity to hear directly from business leaders who are affected by international trade policies. By helping our businesses sell more exports abroad, United States trade policy can unlock opportunity, support well-paying jobs, and strengthen our middle class."

The discussion will touch on two significant trade agreements that the Administration is currently negotiating: the Trans-Pacific Partnership (TPP) with countries in the Asia-Pacific region and the Transatlantic Trade and Investment Partnership (T-TIP) with members of the European Union. These agreements would boost American competitiveness and help U.S. businesses access more markets abroad.

"Exporting helps companies like ours to expand beyond our borders, offering our products to a wider customer base. As a result we continue to hire more employees to address this growing demand. This practice also helps us to learn and improve our services both nationally and internationally," said Lassner. "It was extremely valuable to have the opportunity to brief the Obama Administration on ways international trade policy can better support Allied Steel Buildings and other's international business activities."

According to the U.S. Census Bureau, more than 300,000 U.S. companies export their goods to international markets. Businesses that do export grow faster and are 8 percent less likely to declare bankruptcy than those that do not export.

About Business Forward

With the help of more than 50 of the world's most respected companies, Business Forward is making it easier for tens of thousands of business leaders from across America to advise Washington on how to create jobs and accelerate our economy. Business Forward is active in more than 100 cities and works with more than 450 senior Administration officials, Members of Congress, governors, and mayors.

To date, the organization has also brought more than 3,000 business leaders to the White House to brief the President's economic advisors. Business leaders who have participated in these briefings have seen their suggestions implemented in the Affordable Care Act, the Jobs Act, three trade agreements, and every one of the President's budgets. Many have also shared their recommendations with their representatives in Congress and through op-eds and interviews with local media. Ninety-eight out of 100 business leaders who have participated in a Business Forward briefing would be interested in participating in another one. For more information please visit www.BusinessFWD.org.

About Allied Steel Buildings

Allied Steel Buildings, is a recognized leading supplier of high-quality pre-engineered steel buildings and metal building systems. In its more than ten years of experience, the company has developed almost 4.000 different steel projects all over the world, delivering building solutions for diverse industries, from aviation to equestrian. One customer and one building at a time.