While working in Singapore, I once openly challenged a fellow Western colleague during a business meeting. An hour later, we shared a friendly lunch as if nothing had happened.
A Singaporean colleague was puzzled. “How can you two be so friendly after such a disagreement?”
It highlighted an important cultural difference: Western management techniques like “disagree and commit” often champion healthy debate in decision-making. In contrast, many other cultures prioritise harmony and consensus, where direct critique can be seen as disruptive rather than productive.
This personal anecdote reflects a broader issue I’ve seen repeatedly: companies underestimating the critical importance of cultural intelligence (CQ) – the capability to understand, adapt and effectively navigate cultural differences – when entering new markets.
I was reminded of this when reading about Deliveroo’s exit from Hong Kong on Monday....