As organisations expand globally, one of the key challenges is aligning organisational culture with the diverse cultural traits of the countries we operate in. While it’s crucial to maintain a cohesive culture rooted in the ethos of the parent company, it’s equally important to respect and embrace local cultures.
Sayan Roy, Managing Director of B. Braun Thailand, has spent over 24 years in the healthcare industry. Starting his career in India, he moved to B. Braun's global headquarters in Germany before taking on his current role in Thailand, where he oversees the company’s P&L, people management, and stakeholder relations. Reflecting on his leadership role, Sayan shared, “As Managing Director, it’s not just about achieving the top and bottom line—it’s about cultivating the right culture within the organisation and managing key stakeholders.”
Sayan’s tenure in Germany gave him deep exposure to cultural diversity, overseeing both Western Europe and Asia Pacific. He noted, “When I did my personal cultural mapping exercise, it turned out I’m more German than Indian. I’m very direct, time-bound, and focused on results, which I absorbed from working with Germans for so long,” he shared.
This evolution in his working style became crucial upon his return to Thailand, where he found that the local culture added yet another layer of complexity. “Thai culture is very different from German culture. The concepts of high context and low context communication are essential to understand,” Sayan emphasised. For instance, he noted that in meetings, a direct German style might lead to silence from Thai team members, who may not feel comfortable speaking up. “Creating a psychologically safe environment is crucial,” he said. “You must understand cultural nuances and encourage open dialogue.”
One of his proudest accomplishments has been B. Braun’s recognition as one of HR Asia's Best Companies to Work For over the past five years, a prestigious accolade based largely on employee feedback. “Winning this award is no walk in the park, with nearly 300 companies applying and only 71 making the cut,” Sayan explained, crediting the company’s strong culture and leadership focus.
Organisational Culture as Inspiration
Reflecting on his journey at B. Braun over the past 24 years, Sayan Roy emphasised that it is the culture of the organisation that has most inspired him: “Before B. Braun, I was at Johnson & Johnson, which has a strong credo embraced by everyone. Similarly, B. Braun, a family-owned company with a history of 185 years, is driven by its guiding principles and ethos. This overarching culture has always motivated me.”
Sayan shared a personal anecdote about his early days in the organisation. After working six years in India, he moved to the headquarters in Germany, feeling proud of his tenure. “In Asia, six years is a significant commitment,” he noted. However, upon meeting colleagues with 20 to 30 years of experience, he quickly realised he was still a ‘baby’ in the organisation. “Now, after 24 years, I can finally say I’m an adult here,” he chuckled, reflecting on the strong sense of loyalty among employees.
Reading the book is one thing, but attending the course offers a deeper level of involvement and learning.
Sayan, embodying the spirit of lifelong learning, constantly looks outwardly to learn and bring back best practices. Reflecting on his decision to pursue an executive education programme, Sayan explained, “I had read Erin Meyer’s book – The Culture Map, and working in a global organisation, it’s important to understand the cultural diversity we deal with.”
He aimed to achieve two key objectives through the INSEAD Leading Across Borders and Cultures programme: “While this wasn’t a new topic for me, I wanted professional insights from someone like Erin to learn how to effectively lead and collaborate with diverse, multicultural teams,” he explained. He sought structured strategies for crafting effective approaches across different markets and for being sensitive to local and cultural differences. Secondly, an important part of this process was understanding his own cultural identity, “It was interesting to discover that I resonate more with German values than Indian ones,” he laughed.
Highlighting the dual focus of the programme on cultural understanding and organisational development, Sayan appreciated the latter:
The course also addressed strategic thinking, leadership, and decision-making—elements crucial for my role as Managing Director.
Having taken this programme during the pandemic, Sayan shared that despite the challenges of a virtual learning environment and a distance between his cohort mates, lasting connections were forged. He recounted a recent interaction where a cohort member sought advice on navigating cultural differences while working with a team in Hong Kong, illustrating the collaborative spirit that developed within the group.
Professor Erin Meyer was a key part of his INSEAD experience, not only for her expertise but also for her ability to foster an engaging atmosphere. “Her facilitation was exceptional, making the online format feel more connected,” he remarked.
Tangible Growth Through Cultural Insights
This ongoing journey of cultural adaptation and learning is something Sayan embraces wholeheartedly. “At a certain level of leadership, you generally know what’s right, but you also need to be open about where you can improve.” Sayan shared this nugget of wisdom, revealing that since taking the helm at B. Braun Thailand, he has been an active advocate of the programme - even proactively giving the book to his team and peers.
Observing the open advocacy he practiced, he noticed that it provided a platform for self-reflection and dialogue: “Self-reflection emerged as a key theme; many team members realised how they could adapt their approaches in a multicultural and multigenerational environment.”
To illustrate the concept of cultural understanding, Sayan shared an analogy of a cake that he came across in his readings, highlighting the balance between equity and diversity in leadership. “In a cake, you must have the right proportions of flour, sugar, and other ingredients. It’s not about giving everyone the same amount, but rather the right amount to create something cohesive and delicious,” he elaborated. “Similarly, in a workplace, diversity means allowing people to share their opinions, while the icing on the cake represents the cultural context you work in.”
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