Some organizations dream of going international. But the moment the opportunity appears, they find a reason to stay home.
Small scenes at work that no one notices or questions.
And yet, that’s where everything shifts.
Tuesday, somewhere between Montréal and Guangzhou.
Ceiling fans turning slowly.
Local representatives finishing a meeting with provincial authorities.
On the table, three business cards, two bubble teas, and a very simple sentence:
— “Send us your products. China needs every protein it can buy. After the Chinese New Year, we must refill national stocks. Just make sure the supplier has the right certificates. Beyond that, we buy everything.”
A few hours later, a Canadian executive receives the information.
A serious company, solid, often tempted by “international”, but whose international usually stops at the southern border.
The president answers enthusiastically:
— “Perfect, I’ll forward this to my VP of Sales.”
The VP will never respond.
Weeks pass, and silence becomes the only commercial strategy.
Much later, when asked about the lack of follow-up, the president will explain calmly:
— “The VP felt China wasn’t worth it. It’s complicated, the legal aspect, the logistics. He didn’t feel like it.”
One single line remains:
the problem wasn’t the market,
but a corporate culture that confuses prudence with paralysis —
and believes that not moving means not risking.
Seedz / Silent Guest
Not a coach. Not a therapist.
A clear mirror — to see sharply, before choosing.
