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Compared with China, where he spent several years working, the executive said Thailand's work culture is poor and that Thais are quite relaxed while the Chinese are determined to fight to the death. He also said it was a problem for Japanese companies operating in Thailand.

I do not take offence at his remarks. On the contrary, it mirrors what foreigners think of us. So, we must consider what improvements are required to change this perception. As businesses become global,  Thais have to get involved with foreigners in one way or another.

What we can learn from cross-cultural situations is valuable as it can move us up the ladder of career success. Ignorance of cultural differences and lack of self-adjustment will lead us to failure.

Having worked at one company - Tri Petch Isuzu Sales, the Thai-Japanese joint venture - throughout my entire career, has given me enough first-hand experience of Japanese-style management techniques. As the Thai-made Isuzu D-Max pickup has gone international, I also have the chance to observe business customs and practices in our worldwide export destinations.

There is an explicit difference between the task-oriented business culture and the people-oriented one, which affects the way business is conducted. The former prioritises clarity in communication and equates directness with sincerity. The latter regards harmony within the group and interpersonal relations as the top priority.

Time and scheduling are also viewed differently. In the rigid-time culture, punctuality is critical. That is, business schedules and meeting agendas are always fixed as people are time-conscious and schedule-obsessed. In the flexible-time culture, strict punctuality and rigid scheduling get less emphasis.

In the formal business culture, people are status-conscious, which may seem pompous and distant to those in the informal culture. In an unfamiliar situation, it is recommended to be on the formal side at first, which shows respect for the business counterpart.

To avoid cultural misunderstandings and transform differences into rewarding experiences, one has to adjust oneself  to bridge the culture divide. I do not mean that one cannot be oneself but a moderate stance should be taken in the cross-cultural business. One should be aware of the cultural sensitivities and honour the traditions and customs of the others while being oneself and continuing to let one's expertise speak for itself.

Then, foreign counsellors may advise clients that Thais are professionally capable and determined to fulfill commitments. The satirical adage "Doing anything at will is genuinely Thai", will not be taken for granted any more.