Asia’s immense diversity is both a strength and a challenge for businesses. With over 4.5 billion people spread across dozens of countries, the region is a mosaic of languages, religions, traditions, and work cultures. Startups and multinational companies alike often find themselves managing teams with members from vastly different cultural backgrounds.

Diversity fosters creativity and innovation but can also lead to misunderstandings and conflicts if not managed effectively. This article explores the unique dynamics of managing diverse teams in Asia, highlighting challenges and strategies for creating a cohesive, productive work environment.

Why cultural diversity matters in Asia

• Innovation through multiple perspectives: Teams with diverse cultural backgrounds bring varied viewpoints, leading to more creative problem-solving and innovation.
• Market insights and localisation: A culturally diverse team helps businesses better understand and cater to Asia’s varied markets.
• Global competitiveness: As Asia becomes a global economic hub, companies with multicultural teams are better equipped to collaborate internationally.

Key challenges in managing diverse teams

• Communication barriers
• • Language differences: Even when English is the working language, fluency levels and communication styles vary.
  • Non-verbal cues: Gestures, facial expressions, and body language can have different meanings across cultures. In some cultures, direct eye contact conveys confidence; in others, it may be seen as disrespectful.
• Differing work styles
  • Hierarchy vs equality: Some cultures value hierarchy and formal authority, while others prefer flat organisational structures.
  • Approach to decision-making: Western-style assertiveness may clash with consensus-driven decision-making in many Asian cultures.
• Conflicting expectations
  • Work-life balance: Some team members may prioritise work over personal time, while others value boundaries.
  • Feedback styles: Direct feedback may be appreciated in one culture but seen as rude or confrontational in another.
• Unconscious bias
  • Cultural stereotypes or assumptions can create divisions within the team, affecting trust and collaboration.

Also Read: How did Ninja Van build a culture of creativity and innovation

Strategies for managing a diverse team in Asia

• Foster cultural awareness

Why it matters: Understanding cultural differences reduces miscommunication and fosters empathy.

• • Conduct cultural sensitivity training for team members.
  • Celebrate cultural events or holidays to promote inclusivity.
  • Encourage employees to share aspects of their culture during team-building activities.

A Singapore-based startup with employees from India, China, and Malaysia hosted a lunch-and-learn series where team members introduced their local cuisines and customs.

• Create Clear Communication Protocols

Why it matters: Structured communication reduces misunderstandings and ensures everyone is on the same page.

• • Use plain, simple language in meetings and written communication.
  • Clarify expectations, roles, and deadlines to avoid ambiguity.
  • Encourage active listening and repeat key points to confirm understanding.

A logistics company in Vietnam implemented a standardised agenda for meetings and used visual aids to bridge language gaps among its multicultural team.

• Adapt leadership styles

Why it matters: A one-size-fits-all approach to leadership may not resonate with a diverse team.

• • Adjust leadership approaches based on team members’ preferences (e.g., directive for hierarchical cultures, participative for egalitarian ones).
  • Show respect for cultural norms while fostering an inclusive environment.

A manager in Thailand held one-on-one meetings with team members from cultures that value privacy over group discussions, ensuring their voices were heard.

• Encourage cross-cultural collaboration

Why it matters: Building relationships across cultural lines enhances team cohesion and trust.

• • Pair team members from different cultural backgrounds on projects to encourage collaboration.
  • Facilitate informal interactions through social events or virtual coffee chats for remote teams.

A fintech startup in Indonesia created cross-functional teams with members from diverse cultural backgrounds, leading to a more unified and innovative workplace.

• Respect work-life balance

Why it matters: Recognising differing attitudes toward work-life balance prevents burnout and promotes well-being.

• • Offer flexible work arrangements to accommodate diverse lifestyles and family commitments.
  • Be mindful of time zones when scheduling meetings for regional teams.

A regional startup based in Hong Kong staggered work hours for employees across multiple countries, ensuring equitable work-life balance.

• Provide constructive feedback thoughtfully

Why it matters: Feedback is critical for growth but must be delivered in a culturally sensitive manner.

• • Use a balanced approach, mixing positive reinforcement with constructive criticism.
  • Avoid public criticism in cultures where saving face is important.

A Japanese manager working in a diverse team gave detailed, written feedback to avoid the potential embarrassment of public critique during team meetings.

• Build an inclusive culture

Why it matters: An inclusive workplace fosters belonging, which improves morale and retention.

• • Ensure equal opportunities for career growth, regardless of cultural background.
  • Address unconscious bias through training and open dialogue.
  • Recognise and celebrate diverse contributions in team achievements.

A multinational company in Malaysia implemented a mentorship program to support employees from underrepresented cultural groups.

Also Read: Cultivating an honest culture: Why leaders should be transparent

Case study: Managing cultural diversity in a Singaporean tech company

Scenario:

A Singapore-based tech company expanded into Indonesia, India, and Vietnam, creating a highly diverse team. Early challenges included communication gaps, conflicting work styles, and difficulty building trust among team members.

Actions taken:

• Introduced biweekly virtual cultural exchanges where team members shared insights about their local customs and work practices.
• Implemented a feedback framework that balanced cultural preferences for directness and subtlety.
• Used Slack channels for informal conversations, promoting relationship-building across regions.

The company reported improved collaboration, higher employee satisfaction, and a stronger sense of community within six months.

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Did you also know many SaaS startups fail to fundraise because they missed out on some crucial points? In this article, we outline the top five blunders to avoid when you’re looking for investment.

Many founders overlook critical aspects like cash-basis accounting and churn metrics. These are essential elements that SaaS founders need to be trained on. Neglecting these factors can significantly hinder your fundraising efforts.

It’s also important to monitor your customer acquisition costs and your cash flow. Don’t be fooled by hopeful sales cycles; they can lead to unrealistic expectations.

We’ll guide you through how to correct these gaffes and get VCs excited about your startup. Let’s get into it and ensure that your SaaS startup is not another statistic.

Understanding SaaS fundraising mistakes

Getting your bearings in the world of SaaS startup fundraising can be overwhelming. For many founders, the challenge is getting lost in the weeds of day-to-day life or raising money. Let’s take a look at some common traps and how to avoid them.

• Why cash-basis accounting fails

Many SaaS startups will initially rely on cash-basis accounting, which can obfuscate the true health of the company. Switching to accrual accounting lends a clearer picture for VCs. This helps them learn ownership stakes for different key exit events.

Accrual accounting makes a distinction between recurring and one-time revenue, which is important for transparency. For example, a SaaS business may get an annual fee up front, which can distort short-term cash flow. Seeing revenue trends over time increases investor confidence.

This is important because 45 per cent of SaaS businesses fail due to incomprehensible financial projections.

• Importance of churn metrics

Churn metrics are a key indicator of customer satisfaction and business stability. By implementing strong systems for monitoring retention and churn levels, you will ensure resources are focused on enhancing customer success.

Also Read: A recap of e27 Contributor Programme’s noteworthy offerings in 2024

Katy frequently sees founders talk about product roadmaps but do not connect them back to client growth or retention. Strong retention metrics during fundraising can really entice investors. They assure them of the company’s ongoing viability and ability to acquire new customers.

• Realistic sales cycle assumptions

By basing sales cycle predictions on historical data, you avoid the trap of making unrealistic forecasts. It can be tempting to show investors an optimistic timeline, but honest communication increases your trustworthiness.

Buffer periods in financial models account for unexpected delays. Founders frequently learn this lesson after spending months raising funds because they focus too much on their initial targets. This is in line with the idea that fundraising is a second job, which requires precision and vision.

• Customer acquisition cost awareness

Monitor Customer Acquisition Cost (CAC) to ensure it’s within industry standards. Good marketing needs to weigh the efficiency of acquisition against sustainable growth.

Transparent presentation of CAC data reassures investors of the profitability potential. Many founders identify with Katy’s hockey card analogy to investing. Each card holds value for the customer, but ultimately, you need to be able to justify the costs.

• Cash flow management essentials

Rigorously tracking cash flow prevents financial shortfalls, a common downfall during downturns. Maintaining reserves for operational expenses supports ongoing growth.

Accurate cash flow forecasts are indispensable for business stability and investor confidence, especially when 10 per cent of VC-backed companies face demoralising down-rounds. Understanding these dynamics helps founders manoeuvre the intricate dance of fundraising, where sourcing new deals is critical and analysts serve as the front lines.

Conclusion

Fundraising for SaaS isn’t exactly easy. One misstep and you’ve boxed yourself in. We discussed common missteps, such as knowing your metrics and timing. These are blunders that cost time and cash. You have to know your numbers, and you have to hit the right time. Investors love a story backed with solid data. You need to keep this pitch clear and focused. Don’t forget what the market vibe is. Stay sharp and learn from each round.

Want more than that? Review our guides and get out in front. Your SaaS journey begins here. Don’t let the common traps slow you down. Keep it real, keep it simple, and remember: every mistake is a chance to learn. So get out there and make your next capital raise go to work for you. Let’s get that growth back on track!

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Launched two decades ago, Singapore’s Yellow Ribbon Project was created in the hopes of supporting ex-offenders in their reintegration into society, particularly in encouraging the wider public to accept them back into the folds of everyday life and work.

Employers have indeed become more accepting — but limits remain.

For many ex-offenders, the path to rebuilding their lives often begins with (and, at times, may even be restricted to) taking up blue-collar jobs. This is occasionally in service industries such as logistics and F&B, but more commonly in construction or janitorial services, the physically demanding, hard labour that “no one else really wants to do”.

While these offer opportunities for a fresh start, it’s hard not to notice how rarely ex-offenders are seen in white-collar environments. Office roles, corporate sales, and professional industries seem like an untouchable dream for people who’ve seen the inside of a jail cell.

I know firsthand what that’s like because I experienced that same struggle trying to get my own life back on track.

As a teenager, I couldn’t have been more removed from the business and sales world that I live in now. I was raised by a single mother who had me when she was just 16, and though she gave everything she had to raise me, I strayed down a frankly irresponsible path. By the time I was in school, I’d already been entrenched in gang life with a lot of unsavoury bits to my name: solitary confinement in Singapore Boys’ Home, 60 cane strokes, and even near-imprisonment when I was caught red-handed in the middle of a serious crime.

That moment, staring down the barrel at the possibility of losing my freedom forever, was the wake-up call I desperately needed, and was maybe even waiting for.

When all I had ever known was this life of violence, though, I was shut out from all kinds of opportunities. Only after a little luck and a lot of persistence did I manage to find a mentor who decided to give me a shot in something unexpected: being a salesman.

I had no experience, no idea what I was doing, and a whole lot to prove. But it was that shot — so precious and hard to come by for an ex-convict fresh out of the trenches — that gave me the determination to learn an entire industry from scratch. I knew I was going to be in this for the long haul, because I saw it as more than a job; it was a chance to challenge the stigma that ex-offenders face when it comes to equal opportunities in professional industries.

Many of us can do the job. We just need the chance to be able to do it.

Supporting the growth of ex-offenders as a valuable pool of talent

Employers are often hesitant to hire ex-convicts due to the perceived risks associated with criminal records. That’s just what it is though: a perception.

Also Read: How mental health startup Intellect’s founder catalysed his personal battle with anxiety

In truth, these individuals represent an often-overlooked talent pool that not only has potential waiting to be tapped, but also can help bring years of rare lived experience to entry and mid-level roles. Many acquire valuable skills either through training programmes during incarceration or through the jobs they held before their convictions, and have a remarkable ability to learn and adapt on-the-go.

Because it is something society rarely extends to them, ex-offenders often deeply recognise and appreciate the trust they’re given. This gratitude often translates to a strong work ethic and lower turnover rates, as many are determined to prove themselves worthy of the chance they’ve been offered — just like how I stuck to my salesperson job, going from total greenhorn to now running a company that has helped more than 1,000 offices streamline their operations.

While the government has taken steps to ease re-integration with training programmes and support networks, I believe employers play an even bigger role in providing the right opportunities for ex-offenders to fully put these qualities to good use.

And for businesses to make this shift, as with all things, change must begin from the top.

Also Read: Big wins for small businesses: Supercharging growth with online content

Recruitment leaders, CEOs, and business owners all hold in the palm of their hands the power to reshape hiring practices and foster a more inclusive culture. One that not only welcomes people of different ethnicities and economic backgrounds, but also those who have made mistakes in the past but are eager to try again. Otherwise, we run the risk of missing out on capable individuals that bring a unique, human, and often more empathetic perspective to the table.

Having helmed an office solutions company for more than a decade, I came to realise that the core of the business — and what has helped us win over so many repeat clients — is almost entirely shaped by my experience as an ex-offender looking for my footing in society.

I’ve faced insane challenges that pushed me to my limits, and I bring that same grit to solving problems for my clients and supporting my team. I know firsthand how much a good relationship can determine the outcome of your path, which is why I hold such a strong emphasis on collaboration and understanding.

By turning to people over profit and making an effort to truly understand their character before all else, I believe employers are doing what it really means to employ: not just filling a position, but rather investing in individuals — who, when truly supported, can give back as an invaluable addition to a business, an industry, and even to society as a whole.

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Artificial Intelligence (AI) has become a buzzword in recent years, especially with the rise of Large Language Models (LLMs). But AI’s story didn’t begin with chatbots or mind-bending video generation — its roots stretch back over 80 years.

In 1943, Dr. Warren McCulloch and Walter Pitts laid the groundwork for artificial neural networks, planting a seed that would sprawl into today’s AI revolution. Decades of cumulative innovation, including breakthroughs in parallel-computing hardware like GPUs, have brought us to this moment.

Are we standing at the dawn of a transformative era where AI reshapes the world? Or are we riding a speculative wave, teetering on the edge of a bubble? My belief firmly rests on the former.

The challenges in healthcare

Healthcare is a notoriously complex and conservative field. Regulation and legislation form a labyrinth that often stifles change. The system is rigid, and sometimes for good reasons. While AI need not and cannot change all these issues directly, it holds the potential to streamline processes, improve efficiency, and on a whole making healthcare more adaptable to change.

Staffing remains another significant challenge. Post-pandemic, many healthcare professionals are prioritising work-life balance, with some exploring opportunities outside traditional clinical roles. This has left the frontline workforce strained by burnout and staffing shortages. Thoughtfully implemented AI solutions, such as automated workflows or virtual assistants, could alleviate some of this burden, allowing healthcare professionals to focus on tasks that require human expertise and empathy.

The standards AI must meet

In healthcare, accuracy and patient safety aren’t just ideals — they’re non-negotiable. Mistakes in a chatbot recommending dinner are harmless; errors in a clinical setting can be catastrophic. Before healthcare AI can be trusted, it must undergo rigorous testing and adhere to the highest safety standards. Trust is hard-earned in medicine, and once lost, it’s nearly impossible to regain.

Reflecting on the HELF AI’s Journey

Building HELF AI has been a deeply personal and rewarding journey. Our CTO and COO are computing prodigies, and our engineers have dedicated countless hours – weekends, late nights – to creating a reliable product. I vividly remember presenting HELF to senior doctors in Singapore, feeling both nervous and hopeful. Their nods of approval were the ultimate validation of our work. That trust continues to drive us as we prepare to take some of our products into clinical trials in 2025.

Also Read: Running on empty: What happens when AI models run out of data?

The road ahead

Where do we go from here? As we stand on the brink of a new year — and perhaps, a new era — I have a wish list for the collective human effort driving AI forward:

• Invest in computational neuroscience

Transformers, the foundation of modern LLMs, are just the beginning. Addressing challenges like hallucinations may require exploring biologically inspired designs or training paradigms. Imagine 3D architectures that mimic the depth and complexity of the human brain. The closer we align AI designs with biology, the more intelligent and efficient these systems could become.

• Foster collaboration between startups and governments

Governments are making strides in national AI strategies, but startups bring agility and innovation to the table. In Singapore, the government’s efforts to build a national AI backbone are commendable. By fostering partnerships with startups and sharing datasets, both sides can drive meaningful advancements. Collaboration is key to accelerating progress and ensuring that AI solutions are both scalable and impactful.

• Encourage doctors to embrace AI

I understand the hesitation among medical professionals. Medicine has long relied on its monopoly of deep knowledge and expertise to maintain its standing. But AI isn’t here to replace doctors – it’s here to augment them. Whether it’s predictive analytics, natural language processing, or computer vision, AI can be a powerful ally. The key is understanding its capabilities and limitations to use it effectively. At HELF, we believe that the doctor-patient relationship is sacred, and we pledge never to disrupt that bond.

Goodbye or see you?

As 2024 draws to a close, it’s important to remember that AI is just a tool. Throughout history, disruptive technologies — from the wheel to the printing press to the internet — have been met with both excitement and deep anxiety. Yet, they ultimately made life better. AI is no different. It’s here to complement human expertise, not replace it.

To my fellow doctors and AI engineers: let’s approach 2025 with optimism. Together, we can build a future where healthcare is not only more efficient but also more humane. By embracing AI’s potential while upholding the highest standards of safety and ethics, we can ensure that this technology benefits everyone – patients, professionals, and society at large. Kanpai 乾杯!

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic.

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