A blooming IT industry was what brought Devant to India twelve years ago. In year 2000 we celebrated a decade of experience, exciting projects and a strong cooperation.

”Mr. Skundberg? Here, please.” The name tag was carefully placed on the top of a podium at the end of a corridor of Indian press, illuminated by camera flashes and stage lights.Trond Skundberg, partner in Devant Consulting, had just arrived at Devant's inauguration in India on a crowded train from Mumbai. In line with Norwegians' general idea of celebration he had expected a piece, maybe two, of cake at the new office in Pune. Instead, he was met by a culture that took Devant and their launch in India even more serious than himself.

"Indian ceremonies are a good mix of everything from smoke and bananas to fireworks and press," Skundberg says. In between the office in Oslo and a luxury hotel in Pune there's more than a 12-hour flight and a train ride similar to the Orient express. In fact, several hundred years of both cultural differences and traditions became increasingly obvious as the Norwegians made their way into the large, decorated banquet hall. "When I saw myself on TV that same night I realized that I might have underestimated the scope of the celebrations," Skundberg says.

It's not the first time Indians show foreign investors a good time. In short time, India has become the world's fourth largest economy, and an open-minded government has arranged for a smorgasbord of liberal regulations and progressive reform. "India has a robust economy, young and cheap labour - and a stabile political environment. "And they know IT," Skundberg adds.

Technological skills and advancement were the reasons Devant decided to settle down in Pune more than ten years ago. "India has the resources needed to meet Scandinavia's demand when it comes to IT." Still, running a boutique company across two very distant cultures and countries doesn't only require funds, but the ability to master both communication and understanding. "Rather than thinking that we understood each other it was often easier to assume that we didn't," Skundberg explains. Even then the challenges were piling up.

"We made all possible mistakes." That Indians really mean yes when they shake their head is an example of customs that didn't exactly help decrease the number of misunderstandings. Or that every office in India usually has their own private "barista." Even during the night shift it was unheard of to not also have someone in the office that could help keep the staff's caffeine level intact. Now, Devant has not only one, but two people who are in charge preparing both coffee and snacks. "It's all part of adjusting a different culture," says Skundberg, but adds that it wasn't exactly a very unsatisfying compromise.

And the Norwegians weren't the only ones who suffered from bursts of culture shock. "Norwegians can be pretty direct," says Rafiq (last name and title). Indians are used to be surrounded by people with different backgrounds, which might make us a bit more diplomatic." Due to a large number of foreign investors, Indians have developed an open mind when it comes to business politics as well as culture. Skundberg adds: "India has more than one billion people. In Norway there are about five million, dangerously far north. We aren't exactly known to show the same level of enthusiasm when it comes to change."

The downside with a steep growth rate, however, can be a high turnover. Large foreign companies in India can save money on the cheap labour, but the young workers also won't hesitate to move over to a higher-paying company, even if it's only a matter of cents. "We can't afford to run our business like that," says Skundberg. And he's not talking about the salaries. "Devant's value is not rooted in paying people minimum wage, but in investing time and money in a group of employees that know us, the company - and most importantly - our clients." The result is a solid team that they hope will celebrate another ten years in the future.

"Devant made us focus on finding solutions and seeing the big picture," Rafiq says. Understanding comes first - the details follow, he explains. Ten years later the communication and language barrier is pretty much gone, and they have learned to be both patient and clear with each other. "Now I work with many international clients in Norway, and I have become an important link between two very different cultures, Rafiq says."

Slowly, Norwegians and Indians have got to know each other's differences as well as commonalities. "The solution isn't for one part to change dramatically, but to understand how these differences can be used to create something positive," Skundberg says. "When working together, but in two different worlds, it's crucial to be aware of how some of these cultural differences can shape your relationship and your business." The office in Norway specializes in design, branding and content, while India focuses on web development, maintenance and updates. This way they're able to combine the best of both the East and the West.

"I am no longer sure if I have turned half Indian, or if they have become half Norwegian," Skundberg says. Maybe they met somewhere in the middle. "And I doubt I'll ever forget the fold in my jeans the first time I got them back from the laundry service in Pune, or the fact that I still can't make my own cup of coffee in the office. But I think I can live with that."