One of the most common frustrations overseas companies face when working with Japanese partners is decision-making speed. Meetings feel productive, feedback seems positive, yet decisions take weeks—or even months—to materialise. This is rarely a sign of disinterest. More often, it reflects a fundamentally different decision-making structure . Understanding how decisions are made in Japanese companies is critical for building successful partnerships. Decision-Making in Japan I

When international companies partner with Japanese firms, challenges rarely come from technology, pricing, or product quality. More often, friction arises from differences in working culture —how teams communicate, make decisions, manage time, and define responsibility. Understanding these cultural fundamentals is essential for building sustainable, productive partnerships in Japan. 1. Consensus Over Speed Japanese organisations prioritise consensus and risk management  over

When working with Japanese companies, meetings are not just places to exchange information — they are critical trust-building mechanisms . Many international firms underestimate this, leading to frustration, slow progress, or missed opportunities. Understanding how meetings function in a Japanese business context can dramatically improve the chances of successful collaboration. 1. Meetings Are for Alignment, Not Debate In many Western business cultures, meetings are used to d