FEATURE customer engagement. With this deeper cultural awareness, companies are better equipped to make informed choices, manage risks and compete effectively in a global market.
Three steps to drive success in global markets
When expanding internationally, businesses need to prepare carefully to make sure they align with local culture. It is crucial they understand the cultural differences between their home country and the region they are looking to expand into. Breaking down the process into actionable steps can make it easier to undertake and less of a daunting task. There are three key steps organisations need to follow:
1. Prepare ahead of time
Nita Nambiar, Chief People Officer at Hexaware Technologies
expectations around work hours. Hierarchical systems, how feedback is delivered and even how meetings are organised can vary widely. For instance, in some regions, employees are expected to be reachable after 6pm, while to others this would be considered out of the question, or even a sign of rudeness. Business etiquette also differs, from bowing in Japan to handshakes in the US.
Understanding countries’ local cultures enables businesses to avoid potential misunderstanding and ensure employees feel their own traditions and viewpoints are valued. For example, in the UAE, employees can benefit from reduced working hours and flexible arrangements to accommodate fasting during Ramadan. In Saudi Arabia, work schedules are often structured around the five daily Islamic prayers, whilst any business practices must adhere to Sharia Law, such as a prohibition on alcohol. Beyond meeting legal obligations, respecting these local customs also strengthens employee engagement, which in turn accelerates international expansion efforts.
If planned effectively, international expansion can be hugely beneficial beyond just the immediate bottom line boost. By understanding more about how different workplaces operate, organisations can increase their knowledge base, garnering unique approaches to solving problems, improving decision-making and boosting employee and
First of all, organisations need to complete a thorough assessment of the region. Even deciding to open a new office in a city, let alone a new country, can require months or years of background study to determine if it is the right decision. This decision-making process involves talent mapping and carrying out walk-in interviews. Detailed research of the competitive landscape is also required to understand the potential target market and which service lines or technologies best align with the needs of local businesses. Once a company understands who the key players are, what gaps exist and how their offering stands out, it can focus on improving employees’ understanding of cultural nuances.
2. Prioritise diversity in hiring
When hiring employees to work in new geographical regions, it’ s important for leaders to not only prioritise skillsets but also to make sure those with local knowledge have a seat at the table. Including local people, from senior positions down to local leadership teams, can ease transitions to new markets, allowing these employees to share their knowledge downstream and across teams. Alongside these new hires, businesses taking a longer-term view can create technical and soft skills in local hires. To drive long-term innovation, businesses can collaborate with schools and universities on STEM( Science, Technology, Engineering and Mathematics) programmes, helping to shape the emerging talent pipeline. It’ s not about the volume of hires from these initiatives but rather ensuring that team members understand local culture, align with business goals and are capable of advancing success in the new region.
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