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Decoding India: A Few Lessons in Workplace Culture and Collaboration

Indian professionals working with Western companies or clients often participate in intercultural training to prepare themselves with the skills and understanding needed to navigate cultural differences effectively.

 

Attending intercultural training while working for a multinational company was a valuable learning experience, broadening my perspective in ways I hadn't considered before.

 

Having grown up and worked most of my life in India, I’ve always been immersed in the unique dynamics of our workplace culture. I realized just how different our approaches to work, communication, and problem-solving can be.

 

We Tend To Avoid A Straight-Out "No"

I learned how communication styles vary across cultures. In India, we routinely use hints and infer messages through context, while in Western cultures, people tend to be more direct. Expressions like "hit the ground running" and "be on the same page" used to confuse me, but the sessions helped me understand them better. I had to adjust to speaking and giving feedback more directly, and accepting that saying "no" politely in most Western cultural contexts doesn’t equate to rudeness! That’s because in India, instead of saying “no” outright, we might soften the response or avoid saying it altogether to maintain harmony between speakers. This can sometimes confuse people from Western cultures, where directness is often valued and seen as a sign of clarity. 

 

These nuances are often embedded in the language too. For example:

 

"I know" in English is a straightforward statement. In Hindi, it might be phrased rather as "मुझे पता है" (mujhe pata hai) or मुझे मालूम है (mujhe maaloom hai), which literally means "It is known to me" or "it is aware to me". This construction subtly shifts the focus away from the speaker's direct certainty and adds an indirect layer of humility or understatement.

 

I’ve had to learn to balance both styles — being respectful and indirect in Indian settings while being more straightforward when working with Western colleagues.

 

Add Some Pop Culture To It

Personally, one of the most fun ways in which I explore different communication styles is through watching movies, TV shows, and videos. Shows like Friends or How I Met Your Mother helped me understand humor, daily interactions, and even things like sarcasm, which can sometimes be tricky to catch.

 

Diving into intercultural competency has also revealed to me the subtle nuances of workplace expectations, like following set schedules, meeting deadlines, and respecting work-life balance. These ideas originally felt different from the more flexible way we work here, but I saw how integral they are in Western workplaces.

 

In India, our cultural traditions also play a big role in shaping how we approach relationships at work. In India, life is deeply communal, and this spills over into the workplace. Social bonds are often seen as just as important as professional ones. Celebrations like Diwali or Holi aren’t just holidays to celebrate privately. They’re opportunities to strengthen connections with coworkers.



Family plays a big role too, and it’s common for personal and professional lives to overlap in ways that might seem unfamiliar in the West. After discussing this with CultureComms, I realized that what I thought was normal, such as routinely communicating with teams, professional networks, and business contacts via WhatsApp individually or in groups, is generally not considered best practice or appreciated by Western teams, who tend to separate business and personal communication channels.

 

You see, in India, relationships matter in order to work with people, so taking the time to connect on a personal level can go a long way. For Western colleagues, this might feel like a slower process at first, but it establishes a strong foundation for trust and collaboration.

 

Incorporating Aspects of Each Other's Cultures

One of the biggest differences I noticed is how decisions are made. Traditionally, Indian cultures emphasize top-down decision-making, with one’s elders, senior leaders, and managers expected to provide direction, and employees deferring to authority rather than contributing equally to decision-making. Working in multinational companies or certain startups in India, have recently begun to incorporate more egalitarian practices of incorporating feedback, blending Indian and some Western decision-making styles. 

 

Another defining aspect of Indian work culture is the concept of jugaad. It’s a term that captures the Indian spirit of innovation & adaptability — finding creative solutions to problems, no matter the constraints. I’ve seen this in action countless times, whether it’s fixing equipment with minimal resources or improvising a way to meet a tight deadline. Some Western colleagues might view jugaad as cutting corners, but for us, it’s a reflection of resilience, resourcefulness, and our profound cultural value of flexibility. It’s about getting things done, even in challenging circumstances.

 

These cultural differences have taught me the importance of mutual understanding and respect. I’ve realized that it’s not enough to assume one way is better or worse. Each has its strengths. For example, Western workplaces often prioritize efficiency and order, which can be inspiring, while Indian workplaces focus on relationships and flexibility.

 

Both sides need to approach each other with curiosity and empathy, rather than judgment. I’ve seen how focusing on shared goals can bring teams together. Looking back, I’ve learned to appreciate the richness of Indian workplace culture and how it complements Western styles. The key is to embrace what we’re trying to achieve and then it becomes easier to collaborate effectively.

 

If businesses are hiring Indian teams or moving operations to India, it's crucial for Westerners to be trained on working with Indian colleagues too. Understanding cultural differences, like communication styles, hierarchy, and local customs, can improve your teams’ dynamics.

 

Without training, unintended misunderstandings can occur. A balanced approach with training for both sides will enhance international collaboration.

 


 


 

About The Author:

Roop Bhatnagar
Roop Bhatnagar

Roop Bhatnagar is the Director of Operations at a multinational company. With over 18+ years in talent marketing, Roop drives digital transformation and enhances employer branding through strategic campaigns. Her expertise encompasses digital marketing and talent acquisition, as well as cross-cultural competency to empower employee engagement and organizations to attract and retain top talent.



 

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