Conference Insights from Catherine O’Mahony MMPP, Ryan Atkins, Paulette Azar-Tannous and Shan-e Elahi

As the life sciences sector becomes increasingly interconnected, cultural competence is no longer a ‘nice to have’ it is a critical leadership skill. At the ARCS Annual Conference, our panel explored how understanding and embracing cultural differences enhances collaboration, improves decision-making, and leads to better results in global teams.

The panel featured Shan-e Elahi Muhammad (PharmaCare Laboratories), Paulette Azar-Tannous (Sonic Clinical Trials), and Ryan Atkins (HR Advisor and former HR Director at Philips and Sanofi). Chaired by Catherine O’Mahony, the session engaged the audience in a frank discussion on how to foster cultural intelligence and professionalism in diverse and distributed teams.

One of the key themes explored was the distinction between cultural awareness and cultural competence. As Shan-e noted, “Awareness is knowing there are differences. Competence is adapting how you work, lead, and communicate to build trust and get results.” Drawing on his experience across Asia, Africa, and the Middle East, he emphasised the importance of understanding country-specific expectations for example, how public feedback might be seen as disrespectful in parts of South Asia, or how decision-making in African contexts may require more time due to a collaborative cultural style.

Paullette, who leads Sonic Clinical Trials operations across Asia Pacific, Europe and the United States, shared the importance of articulating consistent corporate values while adapting them to local cultural contexts. “We retain core values like integrity, respect, and medical leadership, but interpret them locally,” she explained. One key to embedding these values successfully is retaining local leaders who become ambassadors of the company’s ethos. “We don’t replace local teams — we empower them,” she said.

Ryan drew on his experience with Dutch, French, and British multinationals, highlighting how each culture’s approach to hierarchy, communication, and time influences team dynamics. “The Dutch are very direct, the French are highly consultative, and Australians are pragmatic and non-hierarchical,” he said. “Understanding these differences isn’t about stereotyping, but about setting up the right systems and expectations to allow people to thrive.”

In a global workforce, challenges are inevitable. Time zones, email tone, and translation of documents emerged as consistent pain points. Paullette warned against literal translations and recommended cultural-linguistic specialists who understand both the language and subject matter. Ryan added that email etiquette must consider hierarchy. “In Japan, emailing a junior staff member directly may be seen as bypassing their manager — you could inadvertently offend,” he explained.

The panel also addressed the evolving role of artificial intelligence in cross-cultural communication. While AI tools can enhance efficiency, such as translating lease agreements or summarising large datasets, there is a risk of bias and loss of cultural nuance. Paullette cautioned that AI-generated content needs human oversight to ensure context and intent are preserved.

Audience members raised real-world challenges, including perceptions of Australian culture as overly relaxed, difficulties establishing urgency with overseas teams, and navigating informal social norms in a multicultural workplace. In response, Ryan suggested building trust through informal conversations, food, and shared stories. “Tim Tams go a long way in Singapore,” he joked, but the point was clear. Relationships are built on curiosity and investment, not just efficiency.

As global work becomes the norm, the panel concluded with practical advice. “Cultural competence should be considered part of your leadership toolkit,” Paullette said. Shan-e echoed this, encouraging leaders to ask themselves, “How might this land in another culture?” Ryan reminded attendees to “taste the water you're swimming in” and leverage bicultural team members as bridges across difference.

In short, cultural intelligence is not a soft skill: it is a business imperative.