Executive Summary Apollonian Solutions must incorporate the aspect of culture in its operations in order to achieve its objectives. Its basic organizational culture must be adapted to the Eastern Asia’s region where it is based. This region has two significant cultures created by communism and liberalism government systems. Operations in China and North Korea must adhere to relating closely with the authorities. Both governments demand close supervision of businesses and influence the secessions made by management. Japan and South Korea governments, on their part, allow organisations relative room and freedom to make their decisions. China and North Korea practice communism, which has resulted in poor human rights records. This limits organizational ability to achieve objectives effectively. Religion has a relatively weak influence on business operations in the region. A significant population size does not subscribe to any religion’s teachings. Introduction Culture is a critical aspect of business that often determines its success or failure. Businesses that serve a wide selection of customers with varying cultural backgrounds need to pay a lot of attention to how they handle and operate their activities in order not to annoy their customers (Hurn, 2007). Often, employees who are oblivious of the effects of culture may end up acting in ways that dissuade their would-be customers, especially if a multiplicity of cultures is involved. This paper is an address to the employees of Apollonian Solutions, which is a multinational firm that operates mainly in the Eastern Asia sub-region. The paper seeks to elaborate on the important lessons on culture and diversity with respect to business operations and performances by organisations and their workers as a whole. Authors Biography I have worked in several regions in Asia for a period of fifteen years, including the Eastern, Northeastern, and the Asia Pacific regions of the continent. During this duration, I have served three different employers in varying capacities, but all the scenarios entailed direct market contact. In general, the lifestyle in Eastern Asia, which also influences the employment practices, is strongly influenced by the Chinese culture and practices (Low, 2006). Most employers mainly seek workers with a Chinese educational background, although others would still employ professionals with educational backgrounds from other countries. However, I personally enjoyed working in the region because people are mostly generous and value quality performance and great commitment by workers. In the Southeastern Asia, on the other hand, employment practices mostly follow along the western traditions. Quality performance and precision are some of the basic qualities that the employers demand from their employees. Mostly, the communities are closely knit, giving an enthralling feel for individuals seeking to live or work in the region (Antweiler, 2004). As an individual, I learnt a lot of value from my neighbours, colleagues, and employers because humanity takes precedence in the society. Learning new skills at my place of work was much easier because colleagues do not look at each other as competitors, but as companions who work together for the good of the society