Jörg Müller, former President and Managing Director of Volkswagen India, has spent years navigating the complexities of global business, with stints across India, China, Germany, and Brazil. Now serving as Managing Partner at Müller & Company, a consultancy focused on business coaching, Müller brings a wealth of cross-cultural leadership insights to the table.
His experiences across these diverse markets have shaped his unique leadership style—balancing empathy with authority, diplomacy with decisiveness. In this conversation, Pooja Chaturvedi Sah from TheDialog speaks with Müller about the leadership lessons he gathered throughout his career and his expectations from the upcoming Asia-Pacific Conference of German Business (APK).
The discussion delves into how India’s vibrant culture left an indelible mark on him and his family, Volkswagen’s role in promoting sustainable mobility, and how German and Indian business leaders can collaborate for mutual growth.
How did your experiences leading Volkswagen in India shape your leadership approach compared to your time in China, Germany, and Brazil?
In India, I had to find a balance between authority and empathy in a hierarchical setting while also developing a personalized leadership style to build trust. In China, I honed my diplomatic skills while making clear, decisive decisions to meet the demand for efficiency. In Germany, my leadership focused on direct communication, transparency, and employee empowerment with a long-term strategic view. In Brazil, I learned the importance of flexibility and relationship-building, which called for creative problem-solving in a dynamic, less formal environment.
My leadership journey across these countries enriched my ability to adapt to different cultural contexts. This diversity has enabled me to find the right approach in managing stakeholders across regions and industries.
What were the biggest cultural and operational differences between managing teams in India and other regions?
India’s cultural vibrancy is unmatched. From a business standpoint, I noticed several key differences:
- Hierarchy and Trust: In India, respect for hierarchy is deeply ingrained. Leaders are expected to assert authority while showing empathy to gain trust. In contrast, Germany and Brazil promote more egalitarian environments, with employees actively participating in decision-making.
- Building Relationships: Relationships drive business in India and Brazil, influencing team dynamics. In Germany, professional competence takes precedence, although relationship management is gaining importance. In China, relationships are formal and strategic.
- Communication Styles: India leans towards indirect communication, especially on sensitive matters, to avoid confrontation. Germany values directness, while China balances subtlety with diplomacy. Brazil, on the other hand, is conversational and informal.
- Decision-Making: Decision-making in India can be a little bit slower due to complex hierarchies and the need for consensus, whereas China emphasizes speed and pragmatism.
- Autonomy: Indian teams typically seek more guidance from leaders, while German employees expect greater independence and individual responsibility.
What are your key expectations from the 18th Asia-Pacific Conference of German Business (APK), particularly in fostering deeper ties between India and Germany?
As I look forward to the 18th Asia-Pacific Conference of German Business (APK), my key expectations, particularly in fostering deeper ties between India and Germany, include:
- Strengthening Economic and Trade Relations: I anticipate deep discussions on expanding bilateral trade and investment. Given India’s growing economy and Germany’s strong industrial base, the conference could pave the way for new trade agreements or collaborations, particularly in sectors like automotive, manufacturing, IT, and renewable energy.
- Innovation and Technology Partnerships: With India emerging as a global tech hub and Germany being a leader in engineering and industrial automation, I expect the conference to focus on fostering innovation through joint R&D initiatives, technology transfer, and partnerships in areas like Industry 4.0, AI, and digital transformation.
- Sustainability and Green Energy Cooperation: Both India and Germany have ambitious climate goals. I anticipate discussions on strengthening cooperation in sustainable technologies, renewable energy, and climate-friendly infrastructure.
- Talent and Skills Development: With India’s young and growing workforce, there is a great opportunity for collaboration in education, vocational training, and upskilling programs. Germany’s expertise in technical education and India’s talent pool could lead to partnerships that benefit both nations by addressing skill gaps.
- Resilient Supply Chains: The conference could also explore ways to make supply chains between the two countries more resilient, especially in light of global disruptions. Building stronger ties in logistics, infrastructure, and digital supply chain management could be key outcomes.
Talking about resilient supply chains; do you view India playing a more prominent role in global supply routes for companies like Volkswagen, given the increasing focus on de-risking and diversifying from single-country dependencies?
Absolutely. India offers a growing manufacturing base, a skilled workforce, and competitive production costs. The government’s push for initiatives like “Make in India” and infrastructure development enhances the country’s appeal for companies looking to diversify their supply chains.
India’s strategic location also positions it well to become a key hub in global supply networks. For companies like Volkswagen, who are seeking to diversify and create more resilient supply chains, India presents an opportunity to balance manufacturing capabilities across regions, mitigating risks associated with over-reliance on any one country.
When we talk about business opportunities; how can forums like APK help unlock new horizons for German businesses in India and the broader Asia-Pacific region?
Forums like APK are crucial for fostering partnerships across the Asia-Pacific, including India.
- Collaboration on Market Challenges: The conference allows policymakers and businesses to discuss issues like supply chain resilience, digital transformation, and market diversification.
- Growth Sectors: It highlights opportunities in renewable energy, IT, manufacturing, and infrastructure, aligning with local priorities.
- Innovation and Technology Transfer: Joint R&D projects and technology sharing agreements between German and Indian companies can drive competitiveness.
- Navigating Regulatory Landscapes: Expert discussions help businesses understand market entry barriers and adapt to regional policies.
- Sustainability Focus: The forum promotes partnerships in green technologies and electric mobility, supporting environmental and economic goals.
As the world moves towards greener mobility solutions, how do you see the role of German automakers, including Volkswagen, in driving sustainable mobility in countries like India?
German automotive companies, known for their engineering excellence, play a vital role in advancing electric vehicles (EVs) and sustainability, especially in countries like India. Their innovations in EV technologies—such as battery efficiency, charging infrastructure, and vehicle design—can accelerate India’s transition to electric mobility in a scalable and cost-effective manner.
However, the shift requires more than just manufacturing vehicles. German companies can help build a complete ecosystem, including charging networks and energy storage, by partnering with local governments and stakeholders.
Localization of production will also be essential, making EVs affordable while maintaining high quality. Beyond technology, these automakers can shape policies that support green mobility, drawing on their experience in other markets to help India create effective regulations and incentives.
German companies’ commitment to sustainable manufacturing can further reduce the environmental impact of vehicle production. Through collaboration with local start-ups and suppliers, they can drive innovation, create jobs, and foster skills development that benefits both economies.
You’ve spoken about the cultural vibrancy of India. What personal experiences from your time here left the biggest impact on you and your family?
Living in India profoundly impacted me and my family. The warmth and hospitality we experienced, from colleagues to neighbours, made us feel welcome despite cultural differences. Participating in festivals like Diwali and Holi gave us a deeper understanding of Indian traditions and left us with cherished memories.
India’s incredible diversity—across languages, regions, and religions—broadened our perspectives as we travelled throughout the country. It taught us adaptability and respect for different customs, deepening our global awareness.
On a personal level, working in India’s hierarchical yet relationship-driven business environment provided key lessons in leadership, patience, and empathy. This blend of tradition and modernity enriched both our professional and personal lives, leaving a lasting impact on our worldview.
What advice would you give to German and Indian business leaders looking to expand into each other’s markets?
To German business leaders expanding into India: Invest in relationships. Business in India is deeply relationship-driven, and building trust is essential for long-term success. Demonstrating concern for employees and their families is equally important.
To Indian business leaders entering Germany: Be precise and transparent. Clear communication, structured processes, and recognizing employees’ needs are critical for fostering collaboration and trust.
