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Under 2: From local to global, execution and culture

Under 2: From local to global, execution and culture

In their discussion on global company expansion, ORIOL PESA emphasize the importance of leadership and team management, highlighting that understanding local culture and values is crucial. They assert that the first mistake in expansion is executing without learning, advocating for a balance of empathy and discipline in managing multicultural teams. Effective communication is vital, as is the ability to adapt company culture rather than impose it. They recommend using rituals for coordination, prioritizing budget over strategy in remote offices, and suggest sending HQ personnel to recruit local talent. Recognizing when an office needs its own leader is critical for maintaining efficiency. According to ORIOL PESA, successful global expansion hinges on these insights. Don’t miss more tips and insights on global expansion in the full episode.

2026·Season 1·Episode 3Highlight
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Oriol Pesa · Strategy & Partnerships at Factorial

Process management

Episode Highlights

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Transcription

00:12

Hi, I'm Oriol Pesa. I'm manager of Global Partners at Factorial.

00:15

Today I'm here to answer all the questions about how to expand your company globally and really fast.- How many will you answer?

00:23

What's usually more underestimated, local bureaucracy or team culture?

00:27

Team culture.The first mistake in a global expansion it's trying to execute before learning.

00:32

It's better to try fast in a new market or wait until you're fully prepared.

00:35

Always try and learn making mistakes.Can you build trust with a team you've never seen in person?

00:40

Yes, but you need to travel, meet people and let them get to know you for it to be strong.

00:45

To lead a multicultural team, what works best, empathy or discipline?

00:48

Empathy for understanding.Discipline, processes and methods to work with harmony.

00:54

The most common mistake of a leader in a new office?

00:57

Copying things without understanding the local reality. What breaks trust sooner?

01:01

Imposing central culture, or leaving it to chance?

01:03

Leaving it to chance.You need basics.Culture is copied or reinvented in each office?

01:08

It's adapted.Developing your own culture is a sign of success or defiance?

01:12

If it works, success.To coordinate different timelines, do you prefer tools or rituals?

01:16

Rituals to be fast, correct the things that doesn't work and uplift the rest.

01:22

What's more dangerous? Imposing HQ's culture too much, or not at all?

01:26

If you don't do it at all, you can end in a jungle.

01:28

A company has objectives.MEASURING REMOTE EFFICIENCY WITHOUT MANY MEETINGS OKR or blind trust? North Stars, OKRs or basic KPI that show the other things that may happen, and then trust in what the team can do. Local autonomy vs. global lineup,which one would you sacrifice first? At the beginning,I'd never sacrifice local autonomy.

01:48

Giving too much autonomy to a new office is a risk or a bet?

01:52

It's a bet you can lose.Where's the line on the decision making of a remote office?

01:56

Budget or strategy?Budget. You can make strategic mistakes and then correct them and learn, but the budget is a red line.

02:03

When opening a new market, would you hire local talent, or send people from the HQ?

02:07

I'd send people from the headquarters to find local talent,people who understands and can carry out that mission.

02:12

A sign that an office needs its own leader is...That not having it makes them slower.

02:17

The clearest sign that a market doesn't work is...

02:20

That even if you change things, it doesn't take off.

02:22

And time's out.

02:28

Great!