This year I spent at the Colombian-Japanese Chamber of Commerce and Industry was an invaluable experience. My days in Colombia were full of challenges and I faced new difficulties. The increase in responsibilities put my communication skills to the test, providing me with deep learning in an intercultural environment. Therefore, in this article, I will share my reflections on the differences between Japanese and Colombian business cultures.
Photo: CCJCI
Meetings: Identifying the Client's Business Process
In informal meetings, it is important to identify which business processes the client is prioritizing at the moment.
In Japan, when moving forward on a project, we often focus on one thing and, even if there are attractive ideas, we do not mention them if the priority is low. This is to prevent the discussion from straying from the main topic and the meeting from turning into chaos. However, when the Japanese party is the client, interventions are sometimes perceived as sparse, lacking enthusiasm and not enjoyable.
In Colombia, when clients are asked about their business development plans, most answer "Yes." However, that "Yes" covers a variety of nuances: "I would like to do it someday," "It seems interesting, I would like to try it if there is a possibility," "It is difficult now because of the budget, but I would like to do it if I had it," "The time is not now, but I would like to do it in the future," etc. Therefore, it is necessary to identify among all those "Yes" which ones are currently being allocated a budget and are being considered for execution.
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Responses to requests: Feasibility and presentation of alternatives
The way of responding to requests also differs greatly between the two countries. In Japan, if the content of a request is judged to be unrealistic, it is common to point out the risks, even if the possibility of realization is low, and to propose alternatives. If unfavorable results for the other party are foreseen, we often do not focus on the original proposal, but instead present only alternatives.
This is a strategy unique to Japan, which values tacit understanding, but it does not work in Colombia, which has a different culture. In Colombia, alternatives are also presented, but above all, the attempt is made to appeal as much as possible to the chances of success of the original proposal. Even if 80% of the conversation includes uncertain elements, it is boldly said "If everything goes 120%, we can do this." And often, the deliverables include alternatives that were not on the initial agenda.
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Meeting Development: Converging vs. Diverging
Meetings in Japan are generally of the convergent type. Before the meeting, an agenda is prepared and each participant is encouraged to contribute their own opinions. And by comparing, examining or merging the opinions contributed, the aim is to create a better opinion. However, this approach has the problem that it is difficult to express opinions midway. Presenting a new opinion in the convergence phase can interrupt the logical flow of the discussion, so the intervention must be logically consistent. In other words, precisely because the Japanese have this awareness, if someone speaks, it is considered that their opinion will be reflected in the final result. That is, weight is given to the content of the intervention and, in meetings with several participants, the main objective is to converge the discussion. In the decision-making phase, there is a tendency to respect the structure of the previous discussion and to improve the existing opinions.
On the other hand, in Colombia, the opinions that arise during the meeting are valued more than the preparation prior to it. The participation rate therefore tends to be higher. Moreover, even if the content of the intervention deviates slightly from the current topic, if it is an interesting opinion, it is positively accepted. The act of speaking itself is valued and, in meetings with several participants, the main objective is the divergence of the discussion. In the decision-making phase, there is also a tendency to seek new and better opinions.
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Delivery Times: Margin vs. Optimism
In Japan, it is common to communicate delivery times with a margin. This is to ensure time to deal with unforeseen problems or because it is believed that customer satisfaction is increased if delivery is made before the deadline. However, in Colombia, it seems that a date is often presented that is supposed to be 100% completed without problems. In this case, the Colombian client may think that the deadline will be extended because they do not know Japanese business culture, or they may simply be more interested in the shorter deadline. On the other hand, the Japanese client may be disappointed if the deadline is met but there are no results. Even if the project deadline is longer, if there are many involved, it can cause delays in subsequent projects. Japanese companies are slow to start projects, but once they get going, they are more likely to deliver high-quality results within the deadlines. In contrast, in Colombia, projects are started quickly, but may not be finished. Therefore, when comparing timeframes from conception to completion, the difference between Japan and Colombia may not be that significant. Understanding cultural characteristics and responding flexibly to the characteristics of each project is key to success in international business.
Photo: CCJCI
Contracts: Procurement vs. Results
Because of these differences, in Japan there is a tendency to place importance on contract procurement, while in Colombia there is a tendency to place importance on post-contract results. Japanese companies may have a high probability of success once a project begins, but it takes time to start a project and the number of projects is limited. On the other hand, in Colombia, many projects are being executed simultaneously, but many projects are abandoned midway and completion takes a long time.
Photo: CCJCI
Differences between Japanese and Colombian business culture: Comparative table
Feature | JapónJapan | Colombia |
Focus of meetings | Convergence: Meetings focus on a pre-prepared agenda, deepening the discussion and seeking consensus. | Divergence: Ideas that emerge during the meeting are valued, broadening the debate and exploring new possibilities. |
Value of opinions | Logical coherence is valued. Careful expression is required so as not to interrupt the flow of the discussion. | The act of speaking itself is valued. Even if the content deviates slightly from the current topic, if it is an interesting opinion, it is positively accepted. |
Response to the client | If there are unrealistic elements, risks are pointed out and alternatives are presented. The alternatives are prioritized over the original proposal. | The chances of success of the original proposal are appealed to as much as possible. Even if there are uncertain elements, the benefits of success are emphasized. Alternatives are also presented, but the original proposal is given priority. |
Delivery Times | A deadline is set with a margin. Consideration is given to responding to potential problems and improving customer satisfaction by delivering before the deadline. | A deadline is set assuming 100% completion without problems. The sooner the better. |
Meaning of "Yes" | Clear statement of intent. Affirmative response based on an executable plan. | Includes a wide range of nuances. Includes various meanings such as future possibilities and desires, or conditional statements. |
Importance of the Contract | Contract Acquisition: Importance is given to preparation and negotiation before the project begins. | Results: Importance is given to project execution and creating results after the contract. |
Project progress | Project start is slow, but the planned delivery time is usually met. The number of projects running simultaneously is low. | Project start is fast, but completion is often delayed. Many projects are running simultaneously, but they are also frequently abandoned midway. |
Project duration | There is considered to be no major difference in the total project duration, from the conception phase to completion, compared to Colombia. (See progress above.) | There is considered to be no major difference in the total project duration, from the conception phase to completion, compared to Japan. (See progress above.) |
Communication | Tacit understanding is valued. Direct expression is avoided and there is a desire to understand the interlocutor's intention. | Frank communication is preferred. Emotional expression is rich and opinions are actively exchanged. |
Trusting relationships | Long-term relationship building is valued. Time is spent building trust and deepening the relationship as a business partner. | Quick relationship building is valued. A friendly attitude is used, communication is active, and an attempt is made to build trust early. |
Decision making | Decisions are made carefully, gaining consensus among stakeholders. Decision making sometimes takes time. | Decisions are often made quickly from the top down. Flexibility is provided depending on the situation. |
Photo: CCJCI
MY FINAL OPINION
As I worked in Colombia, I learned important lessons in understanding these cultural differences. Not only is it crucial to be clear when expressing my own opinions, but even more importantly, instead of being ambiguous about aspects that do not seem to fit the interlocutor's wishes, it is critical to specifically mention the possible outcomes that can be achieved. When listening to others, it is essential to identify areas of ambiguity and reflect deeply on them.
Also, in the beginning, I only accepted jobs that I believed I could do 80% of the time, and rejected those with a 50% chance of success. I learned to adopt an attitude of "even if I think something may be impossible, I will try it if there is any chance." And before a project is formalized, to propose a modified solution, based on my own hypotheses. To clarify what is not possible before meetings with clients or superiors, and to obtain approval for a project based on the ideas raised in the meeting. In this way, it is possible to complete a project on time.
FINAL MESSAGE FROM THE COLOMBIAN-JAPANESE CHAMBER
We appreciate the work and commitment Sakura had with the Chamber last year. A year that was full of learning both from her about Colombian Culture, and from the Chamber by having a representative of the country within the Chamber. On behalf of the Chamber team, we wish you a successful professional path where you can explore your knowledge and also share your experiences of Colombia with your fellow citizens.
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