India, with its favourable economic and political conditions, continues to attract foreign investors and entrepreneurs. However, doing business in India remains a challenge, not only because of the country's size and diversity, but also because of its culture and codes, very different from those of the West, which, if misunderstood, can have a negative impact on your projects. To maximize your chances of success in this territory, here are 10 tips for working effectively in India and with Indians.
India, with its favourable economic and political conditions, continues to attract foreign investors and entrepreneurs. But doing business in India remains a genuine challenge — not only because of the country's size and diversity, but also because of its cultural codes, which are very different from those in Europe and can negatively impact your projects if you misunderstand them.
For a Western professional, some of these differences can be surprising: a counterpart who nods along but never says no clearly, a partner who invites you to dinner at his home after a first meeting, or deadlines that slip without apparent explanation. These behaviours follow a precise cultural logic — and understanding it is the first condition for successful commercial development in India.
Here are 10 practical tips for working effectively in India, drawn from the field experience of Expandys and its bicultural team based in Bangalore.
India is not a single market — it is a continent. It is made up of 28 states and 8 union territories, most of which speak a unique language. Each state differs in terms of community composition, food, festivals, pace of economic development and local business culture.
The gap between urban and rural areas, and between different social classes, remains significant. Although caste-based discrimination is prohibited by the Indian constitution, the caste system remains a reality in everyday life. In a professional context, carefully avoid raising the topics of caste, religion or other sensitive subjects — these conversations never advance a negotiation and can undermine a nascent relationship.
Practical tip: never generalise your experience in one state to the whole country. What works in Mumbai may not work in Chennai or Kolkata. Your market entry strategy must be adapted to your target region.
In India, saying "no" directly is considered impolite. This is one of the most unsettling differences for Western professionals accustomed to direct communication. An Indian partner who politely agrees, responds with "we'll see" or is slow to confirm is often expressing genuine reluctance that they will not articulate explicitly.
Although business practices have evolved and younger generations tend to be more direct, this pattern remains common — particularly in traditional family businesses and outside the major metropolitan areas.
To avoid costly misunderstandings: from the start of any discussion, set clear milestones with your partner's agreement so you can track project progress. If a response is delayed or becomes evasive, ask open-ended questions to invite your counterpart to express their reservations without putting them in an uncomfortable position.
Religion, tradition and culture play a central role in the Indian professional calendar. The main religions in India are Hinduism (80%), Islam (14%) and Christianity (2%), followed by Sikhism, Buddhism and Jainism. This diversity translates into numerous public holidays and festivals, during which offices may be closed — and which vary by state.
Some important events may also be scheduled on auspicious days according to the religious and astrological calendar, particularly for inaugurations, contract signings or company ceremonies.
Practical tip: plan your travel and project deadlines around the main festival dates (Diwali, Dussehra, Holi, Eid, Pongal...) with the help of your local team. A commercial launch timed to coincide with a major festive period can significantly slow your early results.
In India, the boundary between personal and professional life is often blurred — and that is intentional. Indians are very hospitable: your client or local partner may invite you for dinner at their home after a first meeting and introduce you to their family. This is not a curiosity — it is the beginning of a trust-building process that almost always precedes commercial commitment.
Accept these invitations and bring a small gift if you are meeting them for the first time. Do not hesitate to share personal details about your family and interests, and ask your host about theirs. This reciprocity is expected and appreciated.
Remember that many Indian businesses are family enterprises, where the next generation is often expected to take over. Building a strong bond with your local partner — and nurturing it regularly through phone calls, video calls or in-person meetings — is a strategic investment, not mere courtesy.
To succeed in India, patience is not a virtue — it is a strategy. In most cases, return on investment does not materialise immediately: expect a minimum of two to three years to validate and make a serious commercial development project profitable.
Once you have chosen your market entry strategy, be persistent. Trust is built over time, and Indian partners observe your commitment over the long term before fully engaging. French companies that give up too early, disappointed by a slow start, often leave the door open for competitors who simply showed more consistency.