Adaptable Singaporeans more comfortable with work changes than Brits, Japanese

See how other countries scored on this index.

A corporate research by Jones Lang LaSalle revealed that in Asia, mindsets about work style change are evolving due to strong triggers such as the accelerating globalization of Asian multinational corporations (MNCs).

Here's more from Jones Lang LaSalle:

New workplace practices are continually being introduced into organizations, such as new management styles, telecommuting or policies on preferred devices, as they seek to stay ahead of the curve. Concepts such as Results-Only Work Environments (ROWE), where employees are evaluated on performance instead of presence, are receiving interest in Asia as well.

Creating a new vision requires an understanding of uncertainty avoidance. In this dimension, a high score indicates a society that is uncomfortable with uncertainty and ambiguity while lower scores indicate a more relaxed attitude.

Japan scored a whopping 92, United Kingdom scored 35 and Singapore scored 8. Where uncertainty avoidance is low, the need arises to get more tangible and detailed. It is important to ask deeper questions, to go through mock implementation, to show what the new workplace will look like and to explain how the vision is implemented and operated.

When uncertainty avoidance is high, the general desire for certainty means that visions are easier to define—it’s culturally the norm.

Reaching the people who run Asia's businesses is harder than it used to be.

Inboxes are crowded. Attention is short. The executives you most want to reach — the founders, CFOs, and operators who actually move budgets — are the hardest to find through the usual channels. If you're building a company, a category, or a reputation, you already know this.

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If you have something these readers should know about — a point of view worth publishing, a product worth their attention, an event worth their time — we'd like to hear what you're trying to do.

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