Cases using the serial number from the magazine, select the appropriate case for yourself. Solve it, answer the questions. Link the answers together and form them into a summary

CASE 21
Rolls-Royce engines
At a recent conference on cross-cultural management, a consultant presented a paper on a problem faced by the British company Rolls-Royce at one of its aviation plants. The new aircraft engine was put into production and was very successfully sold to customers around the world. After a certain period, in a number of countries, engines began to jam, while in others they worked absolutely flawlessly.
The engines were technically sound, the instructions for their use and maintenance were presented in clear language, and highly qualified engineers made great efforts to advise specialists from the countries that bought these engines (USA, Germany, countries of the Arab East).
Due to the problem, these engineers were again sent to advise maintenance technicians on the operation of the engines and ensure that they were doing everything correctly. After this, engine failures in the USA and Germany stopped, but in the countries of the Arab East everything remained the same. Rolls-Royce, in the highest degree of good faith, commissioned the above-mentioned consultant to conduct interviews with the company's engineers involved in this work. The consultant found that in the countries of the Arab East the problem was not in the technical, but in the intercultural sphere.
Assignment: What, in your opinion, was the problem? What could you suggest to solve it?
CASE 22
Features of Ukrainian business
Scott, an influential entrepreneur, developed a plan to modernize the machine tool industry in Ukraine. This industry could well get back on its feet if funds intended for the development of modern engineering equipment are added to existing equipment. By helping Ukraine, Scott expected to receive an impressive income. Scott worked with a team from New York to provide the necessary support for the ambitious undertaking. Scott made a preliminary visit to Ukraine to test the waters in government circles there, to identify officials who not only have a sufficient understanding of the machine tool industry, but also a desire to modernize this industry. Scott found such people at the middle levels of power. Preliminary negotiations went well. Scott returned to New York with a list of names of industry officials with whom he had already spoken. There he received permission from his partners to conduct official negotiations. A lot of time and money were spent to convince machine tool specialists in the Government of Ukraine that the project was very profitable. Despite a promising reception by Ukrainian officials, after two years of hard work and significant financial expenditure, it turned out that Scott and his team had made no progress towards signing the coveted contract.
Task: What happened? What should Scott do now? How to avoid a similar situation in the future?