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 reaching out to Japanese companies for the first time—whether by email, chat, or LinkedIn message —the initial communication carries more weight than many overseas teams expect. In Japan, the first contact  often sets the tone for the entire relationship. A poorly framed message may be ignored, while a thoughtful one can open doors to long-term collaboration. 1. First contact is about trust, not speed In many markets, first outreach focuses on efficiency: who you are,

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