Honesty and Acceptance: the Keys to Building Intercultural Trust
Mr. Akio Orii, VP-Marketing & Business Development, KDDI Labs USA, Inc.

Differences in self-expression during Japanese and American encounters are often explained from the point of high-context and low-context cultures. Since Japan, a high-context culture, is a homogeneous country, people pretty much share similar lifestyles, cultural backgrounds and experiences. Thus, their communication activities are organically driven by understanding each other through careful awareness of context, called “sasshi” in Japanese, instead of completely stating one’s thoughts and/or feelings. Human communication in such culture requires this “sasshi” ability to reach out for greater understanding of each other. By contrast, in low-context cultures as typified by the U.S. and some European countries, diversity in religion, historical background of family, and educational environment encourage people to be unique individuals. They respect each other’s individuality and therefore tend to clearly express themselves to others. In such low-context culture, having the skill of “clear self-expression” is critical to increasing understanding levels between communicators and creating trust amongst each other. It sounds simple in theory, but the differences in these communication styles can be understood only through one’s actual experience and continuous efforts in everyday life. Mr. Akio Orii, VP of Marketing & Business Development at KDDI Labs USA, Inc. (based in Silicon Valley) is one of those people who has both “sasshi” and “clear self-expression” skills through his extensive experience and who carries these skills into business practice. His belief that “accepting each other’s abilities is the foundation of a trusting relationship” is the starting point from where people from different cultures are able to cooperate each other.

Q. Please tell us about your initial motivation to come to the U.S. and your current role at KDDI Labs USA, Inc.?

A. It was in May of 1993 that I was assigned to the SF branch of KDD America. Before that, at the former KDD, I had been involved with strategic planning for global data communications services after 4 years in the legal department there. In 1989, KDD America was established as a U.S. corporation by combining several KDD liaison offices that had been here since the 60’s. This move was in response to the market entry by many foreign carriers after the 1985 initiation of Japan’s open market policy for the telecommunications industry. KDD America did not introduce its own services in the U.S. until 4 years after establishment. I dealt with the resale-based and facilities-based license application to the U.S. government, the development of strategic alliances with UScarriers, and the introduction of telecom services to U.S. market with the cooperation of our NY Headquarters.

After some time working in NY and serving as the General Manager of SF branch office, in April of this year I transitioned to KDDI Labs USA, taking over responsibility for marketing and business development. In 1999, when KDDI Labs USA was opened here, its role was to conduct research on state-of-the-art U.S. technology, native to Silicon Valley, and report back to Japan. These days however, we are engaged in three major areas. First, a broad range of R&D activities that support research at KDDI Labs and in conjunction with local universities such as Stanford, UC Berkeley, UC Davis, UC Santa Barbara and so forth. Among our own research activities, Network Security and IPv6 in particular, have started showing successful results that are expected to add more value to KDDI’s global communications services. The second area is research on cutting-edge technology and market trends in the U.S. This ranges from research on specific topics requested by KDDI Labs and other KDDI group companies to detailed research on technologies and services that would directly increase the value of KDDI services. Finally, the third area is marketing; we promote a wide range of technologies developed at KDDI Labs at NAB, etc. in order to diffuse them into the U.S. market and not just Japan.

Q. What are the main research areas that your lab targets recently?

A. KDDI advocates itself as a ”Ubiquitous Solutions Company”- thus it provides comprehensive services ranging from wired to wireless networks as well as voice and data communications. In the light of this mission, our target research areas are: broadband, content delivery and management, IPv6, security, wireless technology and more. We’ve seen both positive and productive relationships with U.S. companies emerging and broadening through our technologies. And we’ve undertaken joint research and development with American companies that own advanced technology. For U.S. ventures seeking market entry into Japan, we work with them towards successful product introduction through: testing of their potential using our infrastructure, design proposals based on the test results, and in some cases, joint development.

Our core team consists of two PhD holders, our President and CTO, who are practicing experts in Application and Network technology, respectively. I round out the team with over 10-years of business experience in the U.S. telecommunications industry. Each of us brings our knowledge and experience together to accomplish our mission. We have been involved with many deals with research institutions, companies, and universities and going forward we wish to cultivate new collaborations with other companies.

Q. Through your over 10-year business experience here in the U.S., how do you perceive the similarities and/or differences between Japanese and American cultures?

A. Let me start with the cultural differences. As many people would say, it is often necessary for Americans to make a clear line between “Yes” and “No” in any given case. In the U.S. culture, saying “No” is appropriate as long as there is an existing trusting relationship, where each person’s ability, knowledge and performance are mutually recognized. I don’t think honesty-(saying “no”) would make a relationship go sour. Rather it’s out of genuine consideration that we try to avoid wasting other people’s precious time and resources. Once I was an employee on loan to an American carrier where KDD had invested then, I was the only Japanese person there back then dealing with the company’s new business plan and the introduction of their new products to the market. The company, although small, allowed me to learn how to do business in America, and understand the American decision-making process and how fast it can be. This was the real time when I truly experienced cultural differences.

On the other hand, the bottom line is that we are all people no matter where we come from. It all comes down to one’s own personality that is the foundation of personal and business relationships. I often hear that “relatively speaking, English does not require a linguistics system as complex as that in Japanese”. However, factors such as one’s position and negotiating power can affect one’s speech style even in English. In addition, linguistics characteristics vary even between East and West coasts. So it is very important for us to fully understand the business culture and customs by region as well.

Q. Through your own experience here, what do you think are the key points of successful business in the U.S.?

A. As I mentioned earlier, trust lies beneath both community and business in building a solid relationship. It is not like a “back-scratching” relationship, but one that is based on acceptance. The logical approach is indeed important, but that has to be persuasive to the other party. I believe that “honesty” is the crucial point in every human relationship: for example, learning how to ask people about things you don’t know or sometimes listening to expert opinions. It really adds up and before you know it, a positive relationship is formed. What’s more, in order to keep the ideal “give” and “ take” business relationship, it is important to always work on having something to “give”. As long as you’re doing business in America, English skill is a basic requirement. However, English is really just a tool to carry information, one’s will, and ideas to others. In that sense, building up accurate information well articulated in one’s native language, Japanese, is much more important. And I believe that in the end, this contributes to establishing a reciprocal relationship both socially and personally.

Thank you Mr. Orii. For more information regarding KDDI Labs USA, Inc. and their research activities, please visit their website at http://www.kddilabs.com .

Previous Interviews