Leaders who invest in genuine cultural exchange build trust faster, avoid costly misunderstandings, and unlock opportunities that their less curious counterparts may not.
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Growing up in Baghdad, I learned English the way many Iraqis of my generation did: through entertainment. As a young boy, I was drawn to Hollywood movies with stereotypical heroes—cowboys with guns or “cool guys” in flashy cars. Old Westerns, watched on VHS, were a favorite. Everything I knew—or thought I knew—about America came from those movies. Visiting the US for the first time changed that, and that experience has shaped how I think about cultural exchange in international business ever since.
The Gap Between Impression and Reality
It didn’t take long after my arrival in the US to realize that the glamorous lifestyles I had seen on screen were not the everyday reality. There were many surprises, from the weather to the food. Even the infrastructure was different from what I’d expected. I was shocked by the magnitude of the streets—so many roads, intertwining and winding through the expansive landscape. I remember thinking that people must get carsick all the time. It was a bit of a culture shock.
I have seen this kind of culture shock from the other side as well, when I witness people come to Iraq for the first time. Visitors to Baghdad are often surprised by the generosity of Iraqis. They may also be surprised that women are not completely covered, which seems to be how Western media portrays all of the Middle East. You will find clubs and pubs and aspects of life that are not so dissimilar from the US. The gap between what people expect and what they find is almost always significant. For international business leaders, arriving with the wrong picture is not just a personal culture shock, but a potential professional liability.
Surface Exchange Is Not Enough
Iraqi people are largely receptive to Western culture, from clothing and food to cars and entertainment. Visit Iraq today and you will see Western-style coffee shops, Burger King, and KFC. Younger Iraqis see the Western world on YouTube or TikTok and emulate it. One example is the Iraqi adoption of American “Fast and Furious” car culture—people racing and drifting, enthusiasm undimmed by the fact that Iraqi roads are nowhere near big enough for it.
The MNCs I have seen struggle in Iraq are often the ones who assume that because Iraqis have embraced certain elements of Western culture on the surface, the cultural gap has already been bridged. It has not. The cultural gap runs deeper than cars and fast food. Tribal affiliations remain a powerful force in Iraqi society and business, for example, something that catches Western leaders off guard. Communication styles, attitudes toward hierarchy, and the role of incentives likewise differ significantly from what most Western executives are accustomed to. Without appreciating and adapting to these differences, Western MNCs often flounder.
Investing in True Cultural Exchange Makes for Better International Business
True cultural exchange requires intention. Before arriving in a new market, invest in foundational education, including history, customs, and context. Once on the ground, observe before you act. Seek out a local partner who can provide the kind of cultural nuance that no amount of pre-trip research can replicate. Participate in public life where appropriate rather than isolating in a compound or office. And recognize that cultural learning is a constant process.
“You get what you give.” That has always been my mantra for the MNC experience in emerging markets. Leaders who invest in genuine cultural exchange build trust faster, avoid costly misunderstandings, and unlock opportunities that their less curious counterparts may not. In my experience, the international business leaders who ask the most questions also win the most contracts.