When entrepreneurs from two countries work together, the friction is rarely about the idea; it is about the unwritten rules of how business is done. Through the Young Entrepreneur Exchange Program(YEEP) 2026 at Parul University, Indian and Swiss students got knowledge of each other’s business cultures directly. This article covers the differences in cultures, not in a way that shows one culture is superior to the other, but creating an understanding in a way that cross-cultural businesses can work.
Time and Planning
When time and deadlines are followed. The business culture of Switzerland believes in punctuality, accurate planning and meeting deadlines. The pressure can be felt in the schedules. Whereas the Indian business culture usually places relationships above strict scheduling, taking a more adaptable, adjustable, flexible approach to plans and situations.
Neither is careless; they simply optimise for different things: Swiss precision for predictability, Indian adaptability for responsiveness. A founder working across both learns to respect the clock with Swiss partners and to invest in the relationship with Indian ones.
Hierarchy and Decision-Making
In Indian business settings, hierarchy is often important and visibly respected, and workplace relationships frequently follow position within the company. Swiss settings tend to be flatter, with hierarchy present but not overtly displayed, and individuals encouraged to speak up and decide independently. The decision-making approach is different in India; it places more weight on community and family, while Swiss culture weighs on an individualistic approach. For founders and entrepreneurs, the change needs to be made, as he/ she has to make decisions through consensus.
Communication Style
Communication patterns are also different in both cultures. Indian culture has more of an indirect and relationship-sensitive pattern, while Swiss communication usually has a direct and task-focused approach.This surfaces in small moments: an Indian colleague may decline an offer they would actually like, simply to avoid inconveniencing the host, whereas a Swiss colleague is more likely to state preferences plainly. We explore this in depth in a separate guide to cross cultural communication, but the headline is: read the style, not just the words.
The Market Factors: Labour, Diversity, and Regulation
Beyond etiquette, three structural factors shape doing business in each country, as PIERC CEO Mr. Jay Sudani outlined at YEEP:
1. Labour costs: The labour costs in Switzerland are comparatively higher than in India, making people-centred business expensive there, and a bit inexpensive in India, making it easier to scale and build.
2. Market size and diversity: India is a large market, growing fast; the product has to go through many trials. If it works in part A, the chances of it working in other parts are not guaranteed, as the Indian market is diverse in terms of language, food, culture, dressing, etc. In Switzerland, the market is homogeneous; a product that works in one region might work across the country. As Sudani warned, a product that succeeds in Gujarat cannot be assumed to behave the same elsewhere in India.
3. Rules and regulations: Swiss rules are set, stable and can be predicted, while the rules in India are dynamic and evolving. Hence, Indian startups must stay vigilant. Jay Sudani pointed out that a sudden change in the IT rules once forced some well-to-do startups to shut down because they could not adapt to the change fast enough
How Parul University Builds Cross-Border Fluency
Parul University, home to students from more than 75 countries, treats this fluency as essential. Through its Centre for International Relations and Research (CIRR), its partnership with Bern University of Applied Sciences, and PIERC, whose ecosystem of 300-plus startups increasingly looks beyond India, students learn to navigate different business cultures in mixed, real teams. This prepares founders not just to work across cultures, but to enter new markets wisely. Explore it through international programmes and management studies.
Frequently Asked Questions
What is the difference between Indian and Swiss business culture?
Broadly, Swiss business culture emphasises punctuality, precise planning, flatter hierarchy, and direct, task-focused communication, while Indian business culture emphasises relationships over strict scheduling, visible hierarchy, community context in decisions, and more indirect communication. Both are effective within their own context; neither is superior.
What should you know about doing business in India?
India is one of the largest and fastest-growing markets, but it is deeply diverse in language, culture, and buying behaviour, so success in one region does not guarantee it in another. Its regulations evolve quickly, rewarding agile businesses, and relationships often matter as much as contracts. Labour is comparatively affordable, favouring people-centred models.
Why does market diversity matter for entrepreneurs in India?
Because India’s regional differences in language, culture, and behaviour mean a single product or approach rarely works everywhere. A startup that succeeds in Gujarat may need to adapt significantly for other states, so founders must stay focused and validate demand region by region rather than assuming national uniformity.
How does Parul University prepare students for international business?
Through its Centre for International Relations and Research, its partnership with Bern University of Applied Sciences, and programmes like YEEP, Parul University places Indian and international students in mixed teams to learn different business cultures first-hand, alongside PIERC’s startup ecosystem of 300+ ventures.
