This report analyzes the challenges faced by Accenture, a multinational consultancy, during its international expansion into Germany, Brazil, and Japan. It explores the impact of cultural differences on organizational culture, comparing the UK headquarters with its international outlets using Hofstede's cultural dimensions theory. The report discusses how differences in power distance, individualism, masculinity, uncertainty avoidance, long-term orientation, and indulgence affect Accenture's business practices and human resource management. Furthermore, it critically examines the reasons for expatriate failure, emphasizing the importance of proper candidate selection, cultural adaptability, and effective HRM strategies in diverse cultural environments. The report concludes by highlighting the need for Accenture to adapt its business model and workplace environment to align with the unique cultural requirements of each country to ensure successful global expansion. Desklib provides access to similar past papers and solved assignments for students.