Going Beyond Data: Understanding Cultures for Global Expansion

Our next guest, as a part of our collaborative project Unbound, is Oxana Patocka, Head of Global Business Strategy & Analytics at Miltenyi Biomedicine. Having lived all over the world in the past 30+ years, she has always had an international mindset, especially regarding intercultural experiences.

From researching risk management of new markets to working in international finance and establishing business intelligence in the biotech & pharma industry, she’s always believed that one shouldn’t just look at the financial exposure when entering a new market but also the cultural differences of any new region. It’s this belief that led to us asking her about the nuances of the pharmaceutical industry and how she approaches globally expanding a company’s footprint.

Question: What are some unique challenges that you’ve faced when it comes to expanding your business?

Oxana Patocka: I work in the biotech and pharma industry in a company whose core business is cell and gene therapies, so it’s a unique product when you consider the whole process. Due to the complex manufacturing procedure, the therapy is unique and not easily replicable in other markets. So when we go to a new market, knowledge and technical transfer play a very important role, taking considerable amounts of time and effort.

Being a German company, our high quality and reliability are appreciated and something we need to maintain in every market we enter since it is part of our USP. On the other hand, local specifics need to be considered. As an example, in India, the cost of drugs and therapies is considerably lower than in the US and Europe. So we also need to take that into consideration before bringing our products and therapies.

Talking about the pharma industry itself, there are country-specific regulatory environments and very clear rules on how to get regulatory approval for our products or therapies. Another factor is the various ways our therapies can gain market access. So we need to investigate which approach or route to choose for each specific case.

Question: How do you use data analytics to bolster your business strategy?

Oxana Patocka: The core expertise of my department is analytics and data. So whenever there is a discussion or thought of starting a more significant project or going into a new country, our approach is research-first. We investigate economic factors, medical needs, regulatory frameworks, competition, and other factors. Combing through official data registries, news articles, and interviews is good for a general, rough understanding, but it doesn’t necessarily give you an accurate picture of the ground realities.

That usually comes from first-hand, real-world understanding. Having diverse strategic discussions, inside information, and hands-on experience, maybe through travelling, can be useful. For example, when management was discussing opening a subsidiary in India, the CEO and I travelled to the country, and we had various discussions with consultancies, regulators and physicians. Additionally, it helped us pinpoint some of the experienced people working in the country who didn’t just have knowledge about India but also worked in international companies, understanding the difference between European and American mindsets as well.

This gave us precious insights about what path to take and what could be the probability of success before actually making the decision. This complemented the primary research, which was broader and more standardised, allowing us to combine our learnings and arrive at a fact-based decision.

Having key people in the country also made it easier for us when we made the decision to have our own footprint in India. Their local knowledge and market understanding took our strategy to a new level.

In that sense, I’d say that data analytics, beyond the research you can do from your desk, needs strategic local insights to truly drive well-informed decisions.

Question: Is there a region that you worked in that changed how you look at your strategy?

Oxana Patocka: My previous roles often took me to the Eastern European region. However, I’ve also been involved in significant projects in India and Southeast Asia. Reflecting on these experiences and observing how strategies evolve over time in different regions is fascinating.

Living in a globalised world, where multinational companies are prevalent and travel for work is easier, there’s a tendency to assume we understand other cultures and markets better than we actually do. Despite this, cultural differences are often underestimated or not taken seriously enough. Therefore, it’s crucial to have awareness and understanding and be prepared to adapt our market approach accordingly.

Finding the right balance between adaptation and maintaining our core values is essential. For instance, in India, a relationship-based approach is vital. Therefore, we focused on hiring managers with strong local networks and relationship-building skills. Similarly, while aiming to reduce costs through local manufacturing, we also prioritised investing in advanced technology and quality.

One key lesson from my experiences, both in Eastern Europe and India, is the importance of not giving up too early when challenges arise, or some things take longer to implement or align than you might be used to in other markets. For example, it took us considerable time to find the right local managing director, but it proved crucial for success once in place.

Question: Would you say there are cultural differences and similarities between German and Indian cultures? How did you overcome them?

Oxana Patocka: Exploring and encountering these cultural dynamics is always intriguing. Consider the company I currently work at — a mid-sized, privately-owned German company managed by its founder. Instead of following a set guidebook for every project, we see each expansion as a new opportunity. Each instance presents unique challenges that demand an engaged and flexible mindset. Interestingly, this aligns well with the entrepreneurial spirit prevalent in India — a country known for its rapid growth and adaptability.

However, the differences in working environments between Germany and India are substantial. In Germany, there’s a strong emphasis on established, often flat working structures and workers’ councils focusing on work-life balance. Conversely, in India, the pace is fast, driven by ambitions of growth and success, but with a more hierarchical approach.

In bridging these cultural gaps, assembling teams with similar attitudes and mindsets from both sides is crucial. It’s equally important to foster an environment of respect and openness to differing attitudes and approaches. Successful collaboration hinges on mutual respect and the ability to learn from each other’s perspectives. This holds true not only within the same country but especially across borders, where diverse approaches can enrich the collective experience.

In essence, I find it valuable to adhere to a principle of learning: first through reflection, then through imitation, and ultimately through experience. While experience may be the most challenging teacher, it’s through these diverse experiences that we truly grow and adapt.

Question: Our Series, Unbound, has the tagline “Unleashing growth beyond borders.” What does this phrase mean to you?

Oxana Patocka: I’m genuinely enthusiastic about the project you’ve initiated. In such an information-rich landscape, where we’re inundated with endless data, navigating and finding relevant insights is challenging. What sets your project apart is its focus on providing concise yet targeted information. Rather than offering generic facts, you’re delving into personal experiences and offering concrete examples, which I find incredibly valuable. This approach not only makes the information more accessible but also adds a personal touch that resonates deeply. I’m eagerly looking forward to reading and listening to more interviews and experiences as part of this project!

* This is the third part of our new series, Drizzlin Unbound, where we speak to experts and stakeholders across the globe to unleash growth beyond borders.

*Want to be a part of this? Reach out to us at hello@Drizzlin.com