Plan Now for 2026: Navigating Year-End Differences in Korean Business Culture

Don't Wait Until January: Why Your Korea Strategy Needs Attention Now.

Getting Ahead in 2026: Leveraging Korea's Year-End Work Cycle

 

Overseas Korean companies’ teams indeed go into holiday mode, plants close for routine annual end-of-year maintenance, offices shut down, and employees take vacations.

 

In Korea, we observe restructuring, end-of-year team meetings, annual reports to Leadership, and some members taking on new assignments.

 

That said, we should be aware that most Korean expats still go to work every day…

 

In fact, I recall meeting with senior leadership on December 31, the HQ parking lot and building halls were empty, except for the Korean CEO and most of the expats. 

 

Moreover, throughout the morning, newly assigned Korean expats came to the CEO’s office to introduce themselves, and colleagues joined them.

 

My advice is to establish a strategy “now,” so we can get a jumpstart for early 2026--the Korean teams will be ready.     

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CES 2026 Update

 CES 2026 Korea-Exclusive Support

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Dsoutherton@bridgingculture.com

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CES 2026 Korea-Exclusive Support

 

Limited Slots Available

Maximize your CES 2026 impact with dedicated pre-show, on-site, and post-show support exclusively for Korean brands, government agencies, and startups.

Our Services

•       Pre & Post-Show Promotion and PR - Build momentum before the show and sustain it after

•       Media Support - Strategic media outreach and relationship management

•       Client Relations - Connect with new customers and forge valuable partnerships

Proven Track Record

Successfully supported Korean clients at CES 2020, 2021, 2022, and 2025 with measurable results in media coverage, customer acquisition, and partnership development.

Why Work With Us

•       Korea-exclusive focus - We understand your market and culture

•       Deep CES experience - Proven success across multiple years

•       Dedicated to excellence - Elevating Korean innovation on the global stage

Take Action

Only a few slots remain for January 2026.

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The Korean Art of Staying Ahead of Project Disruption, Part 2: Executive briefing #5

 In Part 1, I shared some insights into how best to ensure projects stay on track amid change from outside of our control. If you haven’t had time to check out, please do… In this Executive Briefing, I will discuss how even the best laid plans can get blindsided. In a conversation with an industry veteran and longtime Western executive for a major Korean Group, we were concerned that a new global hire may be a poor fit. 

 

In particular, in the person’s attitude--at least to being open to Korean business norms and practices as well as advice given to them on how to work within the system. My friend commented that the hire, who was very confident in their position, close-minded, and had their own way of doing things, would never see their demise in coming and be blindsided. 

 

Stepping back, as I mentioned in the last Executive Briefing, my experience is that savvy Korean management has “eyes in the back of their head,” little gets by them, and they take much in consideration before making any decision or move. They see and sense what’s around the corner. 

 

Still, forces can take a Korean company’s direction 180 degrees. This most often occurs as a new Administration or policymakers take office in South Korea, and with it comes new economic policy, vision, and initiatives. For example, in the past presidential administrations, we’ve seen a push for Green, Creative, and a “Hydrogen Economy.” 

 

For each case, Korean companies have had to realign and dedicate resources. Besides these high-level government shifts, leadership succession within a Korean Group, along with changes in an industry, can also lead to programs being put on hold, terminated abruptly, modified, or even pushed to the forefront. Again, in both situations, savvy management and teams have lead time and remain ever watchful to avoid being caught off guard. 

 

As always, each situation is different, but what remains constant is a refined approach, one I base on years of experience. Be observant. Make no assumptions. Have a countermeasure. 

 

One final thought… In many cases, the C-suite, leadership, and teams do need direct support. I strongly encourage you to reach out to me, even if just for a neutral opinion. It’s also best to engage early, rather than wait until issues escalate or go sideways. Waiting rarely improves things.

 

About Don Southerton

Don is a long-time C-suite advisor providing strategy, consulting, and mentoring to Korea-based global businesses. He writes and speaks frequently on Korea and Korean business-related topics.

 

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The Korean Art of Staying Ahead of Project Disruption, Part 1: Executive Briefing #4

 

Question?  Don, working with Korea, how can we ensure projects stay on track amid what can be change from outside of our control? 

 

Answer. Great question. I will answer in two parts, in this posting, Part 1

To elaborate… Pondering on the question, it made me reflect on the Korean workplace, where the most savvy, long-term staff and executives are both highly intuitive, sensitive, and vigilant to all that goes on around them. 

 

They read situations and adapt accordingly. Little gets by them. In particular, they even anticipate senior leadership’s next moves. More so, without such a skill set, few ever get to an executive level. As a best practice, they also plan accordingly with countermeasures in place for all projects. 

 

In Korean, we call this miri miri…(Pronounced me re me re). It can be translated as preparing ahead of time and in advance. It is in contrast to doing things at the last minute and then having to go balli balli ( fast, fast). 

 

Bottom line, look beyond the surface to gain insights into what may impact projects, assume some road bumps ahead, develop countermeasures, and be ready to execute quickly. 

 

In Part 2, I will discuss how even the best laid plans can get blindsided. 

 

About Don Southerton

Don is a long-time C-suite advisor providing strategy, consulting, and mentoring to Korea-based global businesses. He writes and speaks frequently on Korea and Korean business-related topics.

 

More About US

 

https://bridgingculture.com

Bugonia (2025)

 

My work focuses on South Korean culture, so I am tracking the trend of Hollywood directors remaking foreign films, including Korean cult classics, most with varying degrees of critical and commercial success.

 

On my radar is Bugonia, Greek filmmaker Yorgos Lanthimos's adaptation of the 2003 Korean film Save the Green Planet.

 

Bugonia’s Halloween Eve opening night was the perfect macabre treat.

 

In both stories, a paranoid young man becomes convinced that aliens from Andromeda are living among humans and, in his mind, plotting to destroy Earth and the bees. He believes these aliens are disguised as powerful businessmen and corporate executives, and claims that their toxic chemicals are killing the bees.

 

Bugonia translates as "ox birth," referring to an ancient belief that bees could spontaneously generate from the carcass of a dead ox or bull.

 

The term comes from Ancient Greek and is mentioned in texts like Virgil's  Georgics, where it describes a ritual to produce bees.

 

This idea is often used as a metaphor for modern issues, such as the declining bee population. 

 

In the movies, they hold an executive captive in a remote location, subjecting them to increasingly severe interrogation and torture to force them to "reveal"  their alien identity.

 

Both films shift between dark comedy, brutal violence, and genuine concerns as we learn more about the abductor’s troubled and traumatic past.

 

As a twist, is he genuinely mentally disturbed, or is he actually right about an alien conspiracy?

 

In a broader trend, I see other Korean cult film remakes standing out…

 

Spike Lee's Oldboy (2013)-- from Park Chan-wook's original Korean film, titled Oldeuboi, and The Lake House (2006), and the original Korean film  Il Mare (2000).

 

So, what makes Korean films interesting?

 

Korean cinema's distinctive and twisted tonal blend combines genres, blending violence with comedy, absurdism with genuine emotion.

 

We also see this genre blend in Parasite (2019), which made history at the 2020 Academy Awards as Best Picture.

 

Some in the film industry are unsure if the trend of adapting Korean cinema will continue, but since the Korean company CJ ENM was the investment distributor of the original 2003 films Save the Earth, Parasite, and now Bugonia.

 

More so, CJ ENM's market strategy is to leverage its extensive Korean intellectual property for English remakes to connect with global audiences.

 

The CJ Way

The CJ Way defines the management philosophy, core values, and cultural essence of CJ and its sister companies. Their guiding principle, "ONLYONE," encourages being the first, the best, and the most unique.

 

Based on the goal of creating value for society, the CJ Way guides all decision-making and operations. CJ aims to become a global leader in lifestyle and culture through Korean food, media, and wellness.

 

CJ seeks to "contribute to the globalization of Korean culture,” especially through K-Content-- expanding Korean storytelling, film, music, and drama worldwide. 

 

 

About the Author

Don Southerton has spent his career helping companies and leaders worldwide work

successfully with Korean businesses. Over the years, he has supported major Korean groups,

global brands, and government agencies, earning a reputation as the “go-to” expert on Korean

business matters. Known for his practical insights and cross-cultural expertise, Don is

passionate about building strong partnerships, solving complex challenges and sharing what

he’s learned to help others succeed.

 

A published author of 16 books, he is frequently called upon by major media outlets to provide expert commentary on Korean business culture and its influence on global organizations. He has shared insights with The Economist, Daily Mail, The BBC World Service, CNN, Bloomberg TV, The Wall Street Journal, Forbes, Automotive News, The New York Times, CNBC, and NIKKEI Asia. Don is also a regular guest columnist for Branding in Asia.

 

His books are available on Amazon: https://www.amazon.com/author/donsoutherton

 

Southerton is a writer on Medium & LinkedIn who shares insights on Korean business, culture, strategy, and more via his profile at donsoutherton.medium.com/ or https://www.linkedin.com/in/donsoutherton.

 

He shares what “he sees,” often a contrarian to what others report.

 

www.bridgingculture.com

 

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Why Western Executives Need More Than Experience to Succeed in Korea Business

 This is the third in my “Executive Briefing” series.

 

When examining Korean global business, we first need to recognize that no two of us are alike, and the same applies to Westerners and Koreans. Each of us has our own unique cultural strengths, skills, and work experience.

 

I am often reminded of the false assumption that Western executives and teams doing business in Korea believe they will “get it” and “learn as they go.” Without continuous coaching, this common default rarely succeeds. Even more problematic is that some team members, without support and mentoring, may “never get it.”

 

Arguments that such support can wait often come with a price tag, missteps along the way, poor productivity, and miscommunications.

 

A push back attributed to the costs for support is often cited, too, as well as what appears to be dismissing or delaying any action until there is a real, unavoidable need. 

 

The latter can range from denial with hopes that things will work out, to concealing these issues because they might reflect poorly on local Korean management. Again, regardless of such hopes to dismiss and not engage fail to recognize what I see as decades of history to the contrary.

Most non-Korean executives hired to lead Korean business divisions are industry veterans. They understand business well and are experts. Unfortunately, they often know little about Korean business practices or feel their previous experience is sufficient.

 

Even more significant, I found that some feel that given time, they will get Koreans to do business their way and follow the model and methods they polished and acquired working for other firms, often Japanese or German.

 

Contrary to this hope and recognizing the considerable work practices and corporate structure changes underway in Korea, such as dress codes, fewer hierarchical titles, and a more balanced workday, I do not see overseas Korean firms changing much in their core and deeply rooted business values and processes. Moreover, American, German, or Japanese business practices like those in Korea are rooted in their own respective intrinsic cultures.

 

My suggestion for Western executives eager to bring change is to become fully versed in Korean methods. Learn about the company and its partners. Learn how Koreans manage. Drill deep.

 

This learning does not occur without considerable insight, mentoring, and coaching. In turn, once this groundwork is completed, they can offer some sound approaches for introducing new business methods and practices without pushback.

 

In both cases…
Ongoing support of non-Korean management is a must for all Korea-facing organizations. Mentoring and coaching are the keys. Experience and skills vary, so support must be tailored to address individual needs.

 

More significantly, mentoring requires a deep mutual understanding of both Korean and Western business, not to mention the specific Western and Korea-based firms and the industry in general.

 

About Don Southerton

Don is a long-time C-suite advisor providing strategy, consulting, and mentoring to Korea-based global businesses. He writes and speaks frequently on Korea and Korean business-related topics.

 

More About US

 

https://bridgingculture.com

 

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