When Japanese companies talk about “going global,” the conversation usually centers on strategy, markets, and culture. For decades, the solution has been framed as cross-cultural communication training—teaching Japanese leaders how to adapt to Western business etiquette, and vice versa.
But after years of working with multinational teams, I’ve realized something deeper is at play. It’s not just about cultural difference. It’s about language itself—and how words quietly shift meaning when they cross borders.
This isn’t a minor nuance issue. It’s a breakdown in shared reality.
When the Same Word Doesn’t Mean the Same Thing
Here’s what I’ve observed again and again: Japanese companies adopt English business terms, but over time, those terms evolve inside Japan’s corporate environment. The word looks familiar. It sounds familiar. But it doesn’t mean the same thing.
Take a few examples:
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“Consensus” (コンセンサス)
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In English: general agreement.
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In Japan: unanimous agreement—every single person must be brought on board, often informally, even if it delays decisions.
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“Optimization” (最適化)
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In English: making something as effective as possible.
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In Japan: often used to describe minor, incremental tweaks instead of true, systemic change.
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“Challenge” (チャレンジ)
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In English: a difficult task, often risky.
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In Japan: a positive new initiative, stripped of the difficulty or risk implied in English.
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On paper, these are small shifts. In practice, they create huge gaps in understanding. Two executives may sit in the same meeting, nodding at the same word, but walking away with completely different interpretations. That’s not just a communication issue. It’s a trust issue.
Why This Matters More Than Ever
In a domestic context, this reinterpretation doesn’t cause much damage—everyone shares the same background assumptions. But the moment a Japanese company expands abroad, those hidden differences surface.
Western partners may feel Japanese teams are “slow” or “risk-averse.” Japanese leaders may feel global colleagues are “reckless” or “impatient.” In reality, neither side is wrong—they’re just operating with different dictionaries.
And when leaders can’t trust that words mean the same thing, decision-making slows, conflicts escalate, and collaboration erodes.
The Solution: Build a Shared Dictionary
The answer isn’t just more cultural training. It’s deeper than etiquette. It’s about reclaiming language.
Here’s the approach I use with teams:
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Identify the critical words — the ones that shape strategy, decision-making, and culture (e.g., “leadership,” “risk,” “efficiency”).
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Examine origins and shifts — where did this word come from? What did it mean historically? How has our company or culture redefined it?
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Spot the gaps — where do different groups assign different meanings? Where does this cause friction?
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Redefine together — create a shared definition that reflects the company’s actual values, goals, and global context.
It’s not about deciding whose definition is “correct.” It’s about designing a shared reality everyone can operate in.
Why This Builds Trust
At the heart of it, global business isn’t about perfect grammar or flawless presentations. It’s about trust. And trust requires alignment—not just on goals, but on meaning.
When a team knows what “consensus” means here, or what “challenge” means to us, they can stop second-guessing and start acting. Decisions get faster. Collaboration gets easier. And leaders stop feeling like they’re speaking past each other.
The first step to becoming truly global isn’t opening an office abroad. It’s building a shared dictionary at home. Because only then can your words carry the same weight across borders.
Final Thought
Language is power. It shapes how we think, how we act, and how we connect. If Japanese companies want to thrive globally, they must stop borrowing words and start owning their meaning.
Because once you align on words, you can align on vision. And that’s when real trust—and real growth—begin.
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