Why Do Japanese Business Decisions Take So Long?
- Mark Mortimer

- May 27
- 2 min read
Updated: Jul 26

You have done everything right. The meetings have gone well, the proposal is solid, and there is genuine interest on their side. But weeks have passed, and there is still no decision.
This is not unusual. It is nemawashi.
The word comes from gardening; it refers to carefully preparing a tree's roots before transplanting it. In Japanese business culture, it describes the process of quietly building consensus behind the scenes before any formal decision is made. Every key stakeholder needs to be consulted and brought on board individually before anything is agreed upon collectively.
This process is essential in Japanese organisations. It is also almost entirely invisible to outsiders.
A client (German engineering firm) submitted a detailed proposal to a Japanese industrial company. The proposal was thorough, competitively priced, and had been well received. Two months passed with no decision. Frustrated, the German side set a deadline: "We need an answer by the end of the month, or we'll have to move on." The Japanese side went quiet entirely. The deal had actually been progressing well internally until that moment, but now it is almost dead.
The instinct of most Western managers is to apply pressure, more follow-up, tighter deadlines, and escalating urgency. In the context of nemawashi, this almost always backfires. It signals impatience, creating discomfort that further slows the internal process.
What actually helps is making it as easy as possible for your contact to move the proposal through their organisation. That means clear, low-risk framing, thorough documentation, and the patience to let the process run.
For more on Japanese Business Culture, visit our Japan page
Mark Mortimer is the founder of Timezone Business, with over 30 years of experience working in international business across China, Japan, Germany, India, the UK, and the US, and now uses that experience to advise senior professionals navigating the cultural and operational challenges of cross-border business.



