Of Course, Your Company is Unique

In the summer of 2008, I worked on a project for ETECSA - the Cuban telecoms operator. The goal was to define and implement Cuba's communications strategy from 2009 to 2014. At the time, mobile phones were used solely by foreigners, the military and a few public officials.

I'd love to say that I was hand-picked for this project for my renowned telecoms expertise; however, the reality was that our Italian office needed someone who could speak Spanish and my boss was busy. So, for five months, I lived and worked in Havana.

The experience was unforgettable. ETECSA had the social mandate to serve the Cubans by developing the best communications network. And while mobile was the fastest and most cost-effective way to implement it, we were asked to establish a fixed network as backup against a United States aerial attack.

In my interactions with the local team and government officials, I came across a recurring statement: 'You don't understand Cuba. This country is unique, and that idea will never work here.'

Initially, I accepted this argument; after all, Cuba did indeed face atypical political and social constraints. But after weeks of failing to make any progress, I shared my frustration with Rogelio, a local Cuban businessman who produced hand-made Habanos (Cuban cigars). After patiently listening to my rant, Rogelio said: 'you are addressing the ‘what’ and ‘how’; but not the ‘who’. If you show my 'compañeros' who else has done it, you can legitimately ask why them and not you? We are proud people and won’t accept that others are any better’.

Over the years, I have encountered the same objection repeatedly:

In Iceland: 'You don't understand … our situation is unique because we are a small, isolated Island'.

In Colombia: 'You don't understand … our context is particular because we face an exceptional terrorist threat'.

In India: 'You don't understand … our country is too large and its society too complex'.

And in each situation, I have applied Rogelio's wisdom to reframe the conversation. I've realised that we tend to underestimate the extent to which our challenges, attitudes, and behaviours are common to others. We exaggerate the specific elements that make our company's innovation culture or market different, ignoring that we live in a vast world. Many other people have faced these problems before us. Some have failed; others have succeeded. We could learn from both.

Whenever I use or hear from others some variation of 'You don't understand Cuba', I realise I must seek people in other fields and countries to find a solution. Colleagues who work for companies that are as unique as mine.