In the world of international business, boundaries are no longer geographical — they are mental, ethical, and cultural
In such an environment, the difference between success and failure often lies not in the market itself, but in the behavior of those engaged in it.
And this brings us to the concept of business culture — and the growing concern about its erosion.
1. What Is Business Culture, and Why Is It the Foundation of Trust?
Business culture is not a dress code or a corporate slogan. It is a set of norms, values, and behavioral principles that individuals and organizations consistently uphold. It includes:
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Accountability for one’s words, commitments, and timelines,
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Respect for others’ time, expertise, and resources,
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A willingness to pursue mutual benefit, not just personal gain,
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And the maturity to handle disagreement as an opportunity for growth, not a personal insult.
Unfortunately, in today’s fast-paced, opportunistic landscape, we increasingly witness the devaluation of professionalism — replaced by shortcuts, superficiality, and disregard for standards.
And it’s not just beginners. Many who label themselves as “entrepreneurs,” “investors,” or even “consultants” fall into this trap.
2. Everyone Wants In — But No One Wants to Buy a Ticket
In the last day alone, I’ve encountered three separate cases that perfectly illustrate this mindset:
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One person asked me to find clients for his financial services — promising a commission only if it works out.
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Another requested a professional business plan for market entry into the U.S., but was genuinely surprised when I sent an invoice.
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A third wants me to sell yachts for him across the U.S. — “if you sell something, we’ll split the profit.”
The common denominator?
They all seek high-level engagement, networks, and expertise — without recognizing the value of time, knowledge, and strategic input.
Preferably for free.
This is not just unprofessional — it’s toxic. It erodes the very foundation of trust and professionalism.
3. Who Is an International Business Consultant? (And Why It’s Not Just a Fancy Title)
The role of an International Business Consultant is not an add-on to a resume — it is a serious professional commitment that requires:
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Decades of experience across legal systems, cultures, and industries,
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The ability to differentiate between Arizona’s regulatory environment and expectations in Abu Dhabi,
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Knowledge of how markets function in Singapore, Belgrade, Munich, or Bangkok,
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And the skill to translate an idea into strategy — and strategy into action.
An international consultant must be capable of:
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Navigating cross-border legal frameworks and partnerships,
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Designing tailored market entry strategies,
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Building operational teams abroad,
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And knowing when to say “no”, even when a client wants to “try anyway.”
This is not a role for improvisation. It is a blend of strategic insight, operational sharpness, and intercultural intelligence — developed through thousands of meetings, contracts, and hands-on experience.
It’s no wonder many don’t understand what we do — they only see the visible tip of the iceberg. What lies beneath is 30+ years of knowledge, discipline, and global engagement.
4. Business (Un)Culture – A Regional Problem or a Global Trend?
Although this behavior is often associated with some particular Regions, it’s a global issue today. In the era of “startup dreams,” everyone wants to be an entrepreneur — but no one wants the responsibility.
People want success without risk, revenue without investment, and trust without professionalism.
The result?
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Projects abandoned mid-way without notice,
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Requests for hours of “free consulting,”
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And lost opportunities because someone didn’t want to pay $9000 for a proper strategy — and instead lost $900,000 due to poor decisions.
5. Professionalism Is Not a Luxury — It’s the Baseline
Business culture doesn’t begin with a contract — it begins with a mindset. If we want to build serious international projects, forge real partnerships, and compete globally, we must start by respecting process, knowledge, and people.
A professional doesn’t ask:
“If this doesn’t work out, do I still have to pay?”
A professional asks:
“How can we increase our chances of success and reduce our risk?”
That is the difference between doing business and playing business.
About the Author: Dejan Marinkovic
Founder and CEO of The Old Eagles LLC, based in Phoenix, Arizona (USA), with over 30 years of international business consulting experience across the U.S., Europe, and Asia.
Dejan specializes in market entry strategy, international business development, cross-border negotiation, and strategic partnerships — helping companies transform global vision into measurable results.
oldeagles@oldeagles.us
www.oldeagles.us
USA | EU | ASIA
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