When Global Values Meet Local Reality: Who Blinks First?

A personal case, a simple model, and why living up to your values isn’t optional anymore.

The whole glocal thing is getting blurry and messy. Not sure if there’s solid research yet on whether it benefits or harms brands long-term, but we’re already seeing clear signs in the market. And it’s important to separate two very different cases here.

On one side, you’ve got brands under pressure for reasons they didn’t directly cause — like people refusing to buy a Tesla because of Musk’s personal controversies, or choosing not to eat at McDonald’s for health, ethical or political reasons. These are external crises. The brand may not have caused them, but they still have to manage them.

Then you have the other type: self-inflicted crises. And those are the real killers because they expose internal misalignments between what a brand claims to stand for and what actually happens on the ground.

After 40+ years managing communication, crisis and change for global corporations, I’ve always admired Japanese brands like Toyota and Mazda for their meiyo (honor) and commitment to continuous improvement. Concepts like Lean and Kaizen didn’t just reshape operations worldwide — they promoted leadership by integrity.

But that gets tested when global values hit local reality. My recent experience at a Spanish Mazda dealership was a textbook case. A full vehicle inspection stamped “All OK, no issues” — while a serious defect was conveniently ignored. A small story? Sure. But it represents a bigger issue: how does a global brand enforce its values in a market where personal accountability isn’t exactly thriving?

In my view, the answer is simple but tough: brands must carefully select and rigorously train local leaders to not just deliver numbers, but embody the brand’s values. Yes, you need to adapt to local culture — no one’s asking to transplant Hiroshima to Madrid — but there’s a line you don’t cross. If you compromise your core values, you lose trust. Fast.

And here’s something for consumers too: in countries like Spain, where insurance companies, ombudsman services or local authorities don’t take these matters too seriously, you’re not powerless. You can — and should — close the loop yourself. Go directly to the brand owners, to those responsible for protecting the name and values behind the logo. Let them know what you’re facing. It’s their honor, their brand, their problem to fix. And if they don’t care? Move on. There’s always another brand that values your trust and actually walks its talk.

For years, I’ve explained to CEOs that this comes down to a simple identity vs. image matrix. Who you say you are, and how you actually behave. Picture it on a classic X/Y axis:

(+/+): You claim high standards, you deliver them, and people know it.

(+/-): You claim high standards, you don’t deliver, but clients haven’t caught on yet.

(-/+): You quietly deliver high standards, but haven’t communicated it well.

(-/-): You don’t deliver, and people know it.

Ironically, the most dangerous position isn’t even the bottom — it’s the (+/-) quadrant. Because when people realize you’re not who you pretend to be, the fall is brutal. It’s always safer to live up to your values. Or — as I’ve cynically told more than one CEO — “If everything else fails… just tell the truth.”

So — how should global brands close these cultural gaps? My bet is on ethical leadership, uncompromising local training, constant feedback loops with HQ, and never underestimating the market’s ability to notice what you really stand for.

Values don’t live in press releases — they show up in how you treat people when no one’s looking and that goes for all, employees, suppliers, clients, consumers and all others who interact with you.

#Mazda #Honor #Integrity #ChangeManagement #Kaizen