Jeremy Hutton's Key Ideas from The Culture Map (INTL ED)
by Erin Meyer

Cultures differ in how they deliver criticism—some are frank and blunt (e.g., Netherlands, Russia), while others are diplomatic and subtle (e.g., Japan, Indonesia). Ignoring this can damage relationships or lead to ineffective feedback.

• Apply it to avoid offending colleagues or diluting your message.
• Ask your team how they prefer to receive feedback and adjust your tone accordingly.

Some cultures prefer starting with theory and logic (France, Italy), while others start with data and examples (U.S., Canada). This impacts how you build credibility and persuade.

• Apply it to structure your arguments in a way that resonates.
• Match your persuasion style to your audience—lead with frameworks for principles-first cultures, or examples for applications-first ones.

In egalitarian cultures (e.g., Sweden, Australia), leaders are seen as equals; in hierarchical cultures (e.g., India, China), respect for rank and status is critical. Missteps can cause friction or disengagement.

• Apply it to set the right tone for influence and decision-making.
• Before meetings, clarify if titles, age, or formality matter in how decisions are made.

Consensus cultures (Japan, Sweden) value group alignment; top-down cultures (U.S., China) expect decisions from leaders. Confusion arises when expectations for how a decision is made differ.

• Apply it to avoid delays, confusion, or resistance.
• Align on decision-making processes early in a project—who decides, how, and when.

In some cultures (U.S., Germany), trust comes from reliability and competence. In others (Brazil, China), it is built through personal bonds and time spent together. Ignoring this can erode influence.

• Apply it to build credibility and rapport globally.
• Invest time in informal socializing with those from relationship-based cultures—don’t skip the dinners.

Cultures vary in how open they are to debate. Some (e.g., France, Israel) see disagreement as intellectual engagement; others (e.g., Thailand, Japan) view it as rude or disruptive.

• Apply it to foster respectful, productive dialogue.
• Check in with quieter team members after meetings—they may disagree but not speak up in public.

Cultures differ on how they perceive and manage time. Germans and Swiss prefer punctuality and deadlines; others like Saudis or Nigerians take a more fluid approach to schedules.

• Apply it to plan timelines that actually work across cultures.
• Build buffer time into plans with flexible-time cultures and confirm mutual expectations about deadlines.

Most people believe their style is “normal.” Without recognizing your cultural defaults, you risk offending others or misreading situations.

• Apply it to grow as a more effective global leader.
• Reflect on how your own country ranks on Meyer’s 8 scales and where you may need to flex.

The “culture map” framework is a practical diagnostic for teams to explore cultural differences and create shared strategies. It turns invisible assumptions into visible discussion points.

• Apply it to boost team cohesion, reduce friction, and build global success.
• Map your team’s cultural profiles across the 8 dimensions and discuss norms, gaps, and ways to adapt.