Prepare for the changes and differences of projects with foreign companies

My name is Ota and I am in charge of projects for our overseas clients.
Have you ever heard a story where a project that was progressing smoothly until yesterday suddenly goes back to square one due to a change in global strategy?
It's a situation that makes you want to scream, "Why!?", but the problem is that it's not that uncommon, especially for people who work for foreign companies.
This time, we would like to think together about how to best respond in such situations.

There are differences in business practices

In Japan, there is a culture of carefully proceeding while building consensus, but overseas, especially in Western companies, speed and flexibility are emphasized. Therefore, it is natural for policies to change in accordance with management policies and market conditions, and the standard is to move forward without fear of change.
From the perspective of Japanese business practices, this is a sudden change, but from a Western perspective, it is a natural shift in direction. It is important to be prepared to deal with this difference in perception.

For example, suppose you suddenly receive notice that the budget for a project has been cut in half.
Rather than rushing and redoing the whole thing, it's important to first determine what needs to be preserved.
One way to prepare is to clearly state the purpose and background of the project and have a basis for making decisions.

Prepare for the common occurrence

A particularly common issue with projects involving foreign companies is the stagnation of progress due to delays in obtaining approval Head Office.
To prevent such situations, it is important to understand the decision-making structure at an early stage of the project.
Who makes the final decision, and which department has influence?
If you clarify those relationships early on, you can estimate the risk of stagnation in advance and design the flow accordingly.

Another common issue is the reset of relationships due to a change in the person in charge at Head Office.
The trust built over six months is wiped out by a change in personnel.
That's where a document that concisely summarizes the project's history comes in handy.
Sharing the background and reasoning behind decisions allows the new person in charge to understand the situation quickly and makes it easier to get back on track.

Furthermore, if a proposal is not communicated to Head Office, efforts are needed to bridge the gap in understanding.
For example, even if you explain that "this concept design will resonate with Japanese customers," it may not be accepted by Head Office' standards.
In such situations, using common "numbers and words," such as data and examples from other companies, can make the discussion more constructive.

The idea of collaboration premised on change

How do we overcome this kind of chaos on the ground? I'd like to share some of my insights.
NOMURA Co.,Ltd. Ltd. has collaborated with companies from various countries, regions, and industries.
What I've come to realize is the importance of accepting change not as an "extraordinary event," but as "a part of everyday life."

I once received a consultation from a marketing manager who said, "I don't know how to explain our results in the Japanese market to get approval from Head Office."
Therefore, we compiled past case studies from within Japan and created documentation that is easy for our overseas Head Office to understand.
As a result, decision-making became smoother, and the person in charge was able to approach the next proposal with confidence.

We have been accumulating such "organization and support."
We need to understand the situation the person in charge is in and how to move things forward.

I would like to continue to be your companion, supporting you every step of the way.