Carrying out a project with Saudis

Discover the answers to the questions in the case study “How to succeed in a project in Saudi Arabia?”

How to get ISO 9000 standards adopted in their entirety in Saudi Arabia? The fact that the ISO 9000 standard is an accepted standard in Saudi Arabia should not obscure the cultural differences in the implementation of projects. Indeed, the intercultural dimension is a major point to take into account to ensure the success of a project in Saudi Arabia as elsewhere.

Context reminder

A French company has identified a Saudi partner to manufacture a product line locally. 35 days before the inauguration, the French are noticing malfunctions and the launch risks not taking place on the planned date.

Answers to questions

1. How to interpret the sporadic reactions of the Saudis?

Westerners often interpret their lack of response as lack of interest in the project, laziness or arrogance. Sometimes they simply believe that the technical data sheets are sufficiently clear and that they do not raise any questions.

The reality is very different and here we find typical Saudi behavior.

• In general, Saudis avoid reacting to requests for fear of losing face.
• Furthermore, they ask few questions for fear of being perceived as novices or incompetent but also out of modesty and respect for their interlocutors: they fear in fact disturbing them if they ask too many questions.
• Finally, they do not want to take the risk of having to answer questions in turn if they are not able to consult their superiors. As it is not always accessible, they prefer to wait for the appropriate moment before coming forward.

2. How should we have proceeded to avoid this situation?

With the Saudis, we must favor the empirical method and verbal communication.

• Accompany each technical sheet with clearly explained diagrams and codes.
• Set milestones to check as they progress.
• Take the time to regularly contact your contacts by telephone or videoconference. These regular points make it possible in particular to:
  • detect if certain concepts have not yet been assimilated using the open question method;
  • put Saudi engineers at ease and prevent them from losing face if information escapes them;
  • create an interpersonal bond essential to building and consolidating trust in this part of the world.

3. Is it still possible to meet deadlines and under what conditions?

The launch date could be maintained if the French company sends a team of engineers to help the Saudis, even if it means charging for additional services. It could then use several levers effectively provided that human and cultural aspects are taken into account.

• If this team accomplishes its mission in a spirit of support and partnership, it can obtain results quickly.
• The pride of accomplishing what is planned on time can be a real driving force for the Saudis.
• The fact of being the pioneers in the Gulf Cooperation Council in terms of innovative bulbs is undeniably a motivating argument likely to bring them on board to carry out this adventure.

This case study shows that the implementation of standards and processes cannot ignore aspects specific to each culture. Certainly we can rely on the ISO 9000 standards which are identical for everyone provided that we take into account the cultural context in which they apply.