Business Relationships in Japan - Beyond One Person
Nearly twenty years ago, I was involved in initiating a joint activity between an Israeli technology company in satellite communications and a leading global Japanese corporation in the maritime sector. At the beginning, everything looked promising - there was an advanced product, a consistent team, and real business progress.
In practice, however, as often happens, the relationship depended to a large extent on one person. The Israeli company’s business development manager became the central trusted counterpart for the Japanese side. A broader team was involved, but the interaction and continuity were largely mediated through him.
As the activity expanded and became global, and later when that business development manager left the company, a gap was created. Around the same period, challenges related to product performance emerged. Without a broader relationship structure, there was no effective opportunity to address and resolve them.
In Japan, Trust Is Often Mediated Through People
Even when a full team is involved in a business process, trust in Japan is not built only at the organizational level. It is often mediated through specific individuals who serve as reference points for the relationship. Through them, the Japanese side gradually learns how the company acts, how it responds, and how reliable its commitments are.
- They carry the historical context of the relationship
- They help maintain continuity even when additional people join the process
- They connect business decisions to the relationship that has been built
- They serve as a clear point of contact in moments of uncertainty or difficulty
For that reason, even when the broader team remains professional and engaged, losing the trusted counterpart may be seen not merely as an internal change, but as a disruption of continuity - especially if the relationship is not broad enough.
When Challenges Arise, Structure Matters
From the company’s perspective, it may seem possible to continue the activity with other team members. From the Japanese partner’s perspective, however, the person through whom the relationship was mediated is no longer there.
When technical, commercial, or organizational challenges emerge, the ability to address them depends not only on the solution itself, but also on the structure of the relationship. If the relationship is concentrated around one individual, there may be no effective path to rebuild confidence and move forward.
When the Technology Remains - but the Relationship Does Not
In this case, the Japanese company did not give up on the solution itself. It continued to develop and commercialize it successfully - but with a different partner.
- The technology still had value
- The business need did not disappear
- But the relationship was not broad enough to withstand challenges
You can see an example of this type of solution in the activity currently available here.
The Question Worth Asking in Advance
When working with Japan, it is not enough to ask whether there is a professional team capable of continuing the work. The more important question is whether the relationship is broad enough within the organization to handle challenges, or whether it depends in practice on one person alone.
Frequently Asked Questions
In Japan, is business trust built with the company or with the individual?
Both matter. In practice, trust is often mediated through specific individuals within the organizational relationship. That is why a change in that person can affect continuity even if the organization itself has not changed.
Is it enough to transfer the relationship to another person within the same team?
Not always. If trust, context, and continuity were concentrated around one individual, the transition is not merely technical. It may take time to rebuild familiarity, confidence, and a sense of stability with the Japanese partner.
What is the risk when the trusted counterpart leaves?
The risk is not only weaker communication, but also the loss of continuity. When difficulties or complex decisions arise later, there may be no one left who can carry both the context and the trust that had accumulated. In such cases, even solvable problems may become harder to address.
What can be done to reduce dependence on one person?
It is advisable to gradually build broader continuity. This means involving additional people over time, exposing them to the history of the relationship, and making sure the trust does not rely exclusively on one individual.