Design

After the dinner I organised between Chinese investors and Saudi officials, a Saudi advisor messaged me. "The dinner was excellent. But the Chinese laughing loudly at how the Arabs were eating hot pot was inappropriate. It could damage the partnership." I had already noticed this during dinner and quietly addressed it with the Chinese delegation. They were genuinely surprised, in Chinese culture, laughing together over food mishaps builds rapport. They thought they were being warm and inclusive. But in Arab business culture, laughing at someone's unfamiliarity with food can be read as mockery, not friendliness. Both sides had good intentions. Neither understood how the other would interpret the moment. This is why I spend so much time on cultural briefings before bringing delegations together. One moment of misunderstood laughter can undo months of relationship building. The Saudi officials remained professional throughout, and the Chinese investors sent enthusiastic follow-up messages about collaboration. To an outside observer, the dinner looked successful. But I know that trust develops or breaks in these small cultural moments, not in formal negotiations. My Saudi contact is now arranging cultural training for Chinese workers joining an Aramco project next month. We'll use this as a case study, not as criticism, but as learning. After twenty years of facilitating cross-border partnerships, I've learned that cultural intelligence determines deal success far more than financial terms. The consultants who studied the Middle East will never catch these moments. Cultural fluency comes from being in the room, reading the signals, and managing both sides in real time. Successful partnerships require someone who understands what each side actually means, not just what they say. #CrossCulturalBusiness #MiddleEastBusiness #SaudiArabia #ChinaBusiness #CulturalIntelligence #InternationalPartnerships #BusinessStrategy #GCCMarkets #DealMaking #BusinessNegotiation #GlobalBusiness #MarketEntry #BusinessLeadership #StrategicPartnerships #CulturalAwareness

Is brainstorming safe across all cultures? 💡 You might think sharing ideas in a meeting is harmless, right? Think again. What is considered a creative exercise in one culture could be a minefield in another. A few years ago, a business owner who had come to Singapore for a conference shared with me how his Western style brainstorming accidentally ruined an international collaboration with his Japanese business partners. During a meeting he perceived as a brainstorming session, he casually mentioned the idea of establishing an entity in Europe. This was intended as a potential avenue to explore, not a concrete plan. However, the Japanese team interpreted this differently. A few months later, when the European entity didn't materialize, they viewed it as a failure to deliver on a promise, leading to the end of the collaboration. This incident highlights an important difference in how brainstorming is perceived across cultures. In many cultures, ideas are shared freely, with the understanding that many may not turn into actions. However, in other cultures, sharing an idea can be seen as a commitment to its implementation, and careful consideration is expected before presenting your thoughts. How can we deal better with cultures that are not used to brainstorming in its Western form? Here are my 3 tips to consider: 1. Avoid throwing spontaneous thoughts in the air and spend more time thinking through your ideas before you present them to others. 2. Use language that emphasizes the fact that you are in the idea-generation phase, not the decision-making stage. For instance, use phrases like "This is just a preliminary thought" or "To turn this idea into reality, we may need to consider a, b, c." 3. Follow up shortly after the session on which ideas should be seriously considered and which were just part of the creative process. How is brainstorming conducted in your culture? Can you share a time when your ideas put you in trouble? 🙃 #brainstorming #globalmindset #culturalintelligence #culturaldiversity

Cultural awareness isn’t a ‘soft skill’—it’s the difference between a win and a loss in negotiations. I’ve seen top leaders close multimillion-dollar deals and lose them, all because they misunderstood cultural dynamics. I learned this lesson early in my career. Early in my negotiations, I assumed the rules of business were universal. But that assumption cost me time, deals, and valuable relationships. Here’s the thing: Culture impacts everything in a negotiation: - decision-making, - trust-building, and - even timing. Let me give you a few examples from my own experience: 1. Know the "silent signals": In one negotiation with a Japanese client, I learned that silence doesn’t mean disagreement. In fact, it’s a sign of deep thought. It was easy to misread, but recognizing this cultural trait helped me avoid rushing and respect their decision-making pace. 2. Understand authority dynamics: Working with a Middle Eastern team, I found that decisions often come from the top, but they require the approval of key family members or advisors. I adjusted my strategy, engaging with the right people at the right time, which changed the outcome of the deal. 3. Punctuality & respect: I once showed up five minutes early for a meeting with a South American partner. I quickly learned that arriving early was considered aggressive. In that culture, relationships are built on patience. I recalibrated, arriving at the exact time, and it made all the difference. These are the kinds of cultural insights you can only gain through experience. And they can’t be ignored if you want to negotiate at the highest level. When you understand the subtle, but significant, differences in how people from different cultures approach business, you’re no longer reacting to situations. You’re strategizing based on deep cultural awareness. This is what I teach my clients: How to integrate cultural awareness directly into their negotiation tactics to turn every encounter into a successful one. Want to elevate your negotiation strategy? Let’s talk and stop your next deal from falling apart. --------------------------------------- Hi, I’m Scott Harrison and I help executive and leaders master negotiation & communication in high-pressure, high-stakes situations.  - ICF Coach and EQ-i Practitioner - 24 yrs | 19 countries | 150+ clients   - Negotiation | Conflict resolution | Closing deals 📩 DM me or book a discovery call (link in the Featured section)

When platforms are treated as assets and people as costs, the data strategy is already broken. Progress is measured by what can be built, automated or purchased. Budgets are drafted as if the future of an enterprise were a procurement list: a platform here, a catalog there, a few governance layers in between. And only when the infrastructure is complete the question arise: Who will give this data meaning? Who will sustain it? Who will ensure it delivers value? At that point, it’s too late. It is a sequence that is based on old logic: One born in the industrial age, where control, predictability and output defined value. In sociology, Max Weber called this the “iron cage of rationality”: the condition in which human work becomes governed entirely by systems designed to optimize it. The tragedy is that today, in data, we have built a digital version of the same cage. We invest in systems that promise efficiency, yet quietly displace the very human judgment that once made information meaningful. The result, beyond what we assess with the eye, is emptiness. MDM, MDG, EDC and so on - they all are there but remain unfilled, without understanding, without purpose and life. Behind that emptiness lies a cultural assumption that technology, if sufficiently advanced, will compensate for the absence of human stewardship. But technology does not absolve us of responsibility; it only disguises its absence. Every organization that funds tools before roles is making a cultural statement about what it believes creates value. When platforms are treated as assets and people as costs, the data strategy is already broken. What is built may function but it will not live. Any data strategy begins with the acknowledgment that data has no intrinsic value. It gains meaning only through the people who define, contextualize, and contest it. Data professionals are not peripheral functions; they are the interpreters of truth inside the enterprise, the ones who transform raw traces into shared understanding. To underfund them is to erode the very capacity of an organization to think. Durkheim wrote: “Society is not only something that exists outside of us; it exists within us.” The same is true of data strategy. It cannot be imposed from above or automated from below; it must live in the habits, responsibilities, and dialogues of those who create and use data every day. Strategy, at its highest form, is purpose, it is culture. That is why true data strategy is not a blueprint for machines, but a covenant among people. It is an ongoing negotiation between: - clarity and ambiguity - precision and interpretation - automation and empathy It asks not only what we build, but who we become while building it. And perhaps that is the quiet failure of so many transformations... Not that they lack intelligence, or resources, or tooling. But that they lack belief in the humans who give data its meaning.

I’ve always wondered what really made companies like Google build such incredible internal developer platforms. Was it just the tooling? Recent advancements from organizations such as Harness, where I previously worked, are working toward solving the tooling problem. Yet, in many organizations, developer experience still feels inconsistent across teams. Over time, I’ve realized that platform engineering goes beyond tools. It’s about culture, the rigor and discipline to make hard, unglamorous investments: taming the monorepo, writing exhaustive test cases, and reviewing detailed health dashboards week after week. Tools amplify culture though! I wrote about this in my recent article in Platform Engineering: https://lnkd.in/gUrTE8He Would love to hear other thoughts!

If I were Head of Platform Engineering dealing with high cloud costs, I wouldn’t just cut them down – I’d build a cloud-conscious culture. Here’s why that matters and how to make it happen: Cloud cost tools and frameworks are only as effective as the mindset behind them. No product on the planet will help you control costs if your organization does NOT prioritize cost-conscious thinking at every level. Here’s an extreme example: A high-flying SaaS company we worked with at Yotascale justified hiring decisions based on their cloud bill. More infrastructure meant more team members, and no one questioned the high cloud costs. This mindset makes cloud cost-management efforts irrelevant – even the best visibility tools can’t fix a culture like that. But contrast that with organizations where fiscal responsibility is baked into daily conversations. They discuss costs in team meetings, one-on-ones, and even at the board level. In these companies, everyone understands why cloud costs matter – that it’s not just about saving money, but it’s also about protecting jobs, improving business health, and reinvesting in innovation. Saving $5M could mean fewer layoffs in tough times and more resources for growth during good times. The challenge with cloud costs is that they’re often a lagging indicator. By the time costs hit the radar, it’s usually too late – leading to panic-driven decisions like slashing resources without a long-term plan. That’s why building for the future with cost in mind is NECESSARY. Proactive planning prevents reactive decisions. So, how do you create this cloud cost-conscious culture? It starts with the hiring process. Engineers today need to design systems that aren’t just secure and reliable, but economically efficient. Ask candidates how they’ve built cost-efficient systems in the past. Their answers will tell you whether they’ve lived a culture of cloud cost consciousness or not. Cloud cost management isn’t just a technical issue – it’s a cultural one. Build the right mindset, and the rest will follow.

🌏 Navigating Cultural Nuances: Lessons from My Experience in Southeast Asia 🌏 💁♀️ During my time living and working in Southeast Asia, I encountered a fascinating cultural difference that challenged my understanding of communication: the meaning of "yes." Unlike in my native France or in Germany, where "yes" typically signifies agreement or affirmation, I discovered that in Southeast Asia, it often served a different purpose. 👉 In this vibrant region, saying "yes" was more than just a simple acknowledgment; it was a gesture of respect, a way to maintain harmony, and an expression of goodwill. However, this cultural nuance posed a unique challenge in my professional interactions with clients and colleagues. 🤔 So, how did I navigate this cultural landscape and ensure effective communication? ✅ Clarifying Questions: I learned the importance of asking clarifying questions to ensure mutual understanding. Rather than assuming that a "yes" meant full agreement or commitment, I would delve deeper to uncover the underlying meaning and intentions behind the response. ✅ Identifying Next Steps: By proactively asking about the next steps the team would take, I could gauge the level of commitment and ensure alignment on future actions. This helped prevent misunderstandings and kept projects moving forward smoothly. ✅ Addressing Potential Barriers: Understanding that a "yes" might not always translate to immediate action, I made it a point to inquire about any potential barriers or challenges that could hinder project delivery. This proactive approach allowed me to anticipate obstacles and provide necessary support to the team. 💁♀️ While my experience in Southeast Asia highlighted the complexities of cross-cultural communication, it's essential to recognize that similar nuances exist in other cultures as well. 🤔 Have you ever encountered a situation where a "yes" meant something else in a different cultural context? How did you navigate it? 🤩 Let's continue the conversation and share our experiences in navigating cultural differences to foster better understanding and collaboration across borders. 🌍 #CulturalIntelligence #CrossCulturalCommunication #GlobalWorkplaceInsights

Africa this, Africa that. Foreign Investors and even founders talk about Africa as a singular entity all the time. Foreign companies scale into Africa, not understanding there are 54 different markets within one continent. All have their own nuances and intricacies, from ideological to cultural to regulatory differences. Selling a product in Senegal isn't the same as selling it in Kenya. Selling a product in Namibia is different to selling it in Algeria. For example, you will inevitably shut down trying to scale a credit financing product into Tunisia. Most won't adopt it because it's Riba, it's interest and this is against Islamic beliefs. Why would you scale a non-Halal product into Senegal or Tunisia or Egypt? Most don't think of this when working within the continent. Even within countries, there are nuances to navigate from state to state. If you're running a business in Lagos, Nigeria, you're better off scaling to Accra, Ghana before scaling to Kaduna, Nigeria. Knowing this is key to survival. Don't scale to bottlenecks and dead-ends. Understand the market, understand the differences. If you run a service in the Ivory Coast, you'd be better off scaling into Cameroon, Togo or other francophone countries before anywhere else because it's easier to transfer your offering due to similarities in culture of those countries. Likewise, if you run a startup in Angola, scaling to Mozambique would be easier than Tanzania or Lesotho because of the Portuguese similarity. Some products cross across cultural differences or language and religion, but not all, and understanding this is pivotal. What works in Casablanca, Morocco may not work in Cape Town, South Africa. In fact what works in Cape Town may not work in Pretoria, South Africa. Why? Purchasing power plays a part in identifying and understanding markets too. What Loyiso in Cape Town can afford, Teko in East London (SA) may not be able to. Whether you're an investor or a founder, understanding the unique African markets is pivotal, from state to state, country to country, region to region you need to grasp the fundamental understanding of these markets to succeed. Same applies to Asia, what works in Indonesia may not work in Thailand, Indonesia being a Muslim dominated country have requirements that a Singapore doesn't have so your product may be better served launching there. I can go on and on but most seem to skip market analysis and trust me if you do, you'll fail. No two ways about it.

What I’ve Learned Working in Africa After spending significant time working across the African continent, I’ve learned that success here is less about applying a one-size-fits-all approach and more about humility, adaptability, and deep engagement. Here are some of the most valuable lessons I’ve learned—many through experience, and others through the wisdom of those who’ve been here even longer than I have: 1. You are a guest in the country you're working in. Respect that privilege, and embrace everything that comes with it—cultural norms, history, and traditions. 2. Africa is a continent, not a country. Every nation has its own unique nuances, cultures, ways of working, and rhythms of life. Take time to understand and respect these differences. 3. Lead from the front. Don’t expect others to do what you wouldn’t. Earn trust by showing, not just telling. 4. Direct confrontation is not the cultural norm in many workplaces. Build a culture that encourages healthy feedback and open dialogue—with patience and consistency. 5. Communication at all levels is essential. Avoid creating a divide between “locals” and “expats.” A shared mission requires shared understanding. 6. Learn the local language—even just a few words. Eat the food, attend local events, and genuinely engage. It shows respect and helps build real connections. 7. Patience and perseverance are non-negotiable. Bureaucracy, logistics, and timelines can be unpredictable. Resilience pays off. 8. Shortcuts and 'backhands' may seem tempting—but they’re corrosive. Integrity, even when slower, builds stronger foundations. 9. Take time to explore. The history, natural beauty, and cultural diversity of Africa are incredible. Don’t miss it. 10. Relationships matter. Networking is not just useful—it’s critical. Trust and personal relationships often drive business more than formal processes. 11. Language matters in more ways than you think. A brand message in English doesn’t always land the same in Swahili, French, or local dialects. Understand the context behind the words. 12. Get out of the office. Walk the market. Speak to customers, consumers, and communities. That’s where the real insight lies. 13. People come before process. Investing in people—through training, mentorship, and empowerment—often yields the biggest return. 14. Progress can be nonlinear. Celebrate small wins, adapt fast when plans shift, and keep your long-term vision steady. Africa challenges you, teaches you, and—if you’re open to it—transforms you. I’m grateful for the lessons, and even more excited for what’s ahead.