The Dilemma of Satellite Offices
Between giving up and fighting harder
Over the past decade, I’ve worked at several multinational companies in Singapore, helping global businesses establish and expand their presence in APAC. I was always excited by the challenge—being part of a team that understood the nuances of different markets and advocating for localization, not just as a checkbox but as a real competitive advantage.
But after seeing multiple companies go through similar cycles, I’ve noticed a pattern that repeats itself time and again:
1️⃣ A strong start. A company enters APAC, often with ambitious plans to expand, localize, and capture market share. Dedicated product, marketing, and operations teams are set up in the region. There’s excitement, resources, and a sense of purpose.
2️⃣ The shift. After a year or two, priorities start evolving. Global leadership—usually based in HQ—reassesses business objectives, and the focus on regional adaptation starts to fade. Some teams find themselves working more on global initiatives rather than region-specific efforts.
3️⃣ The restructuring. Gradually, APAC teams are merged into larger global functions, often working on company-wide programs instead of their original local-market focus. At this stage, people are spread across different teams, and the original mission gets diluted.
4️⃣ The closure or downsizing. As the regional focus diminishes, some roles become redundant. Eventually, satellite teams are either restructured, deprioritized, or dissolved entirely.
This isn’t unique to one company—it’s a challenge many global businesses face when balancing regional investment with global efficiency. For those of us who have worked in satellite offices, it can feel like a cycle that keeps repeating.
The reality is that business priorities change. Expanding into new markets is exciting, but sustaining that investment over time is difficult. If a company doesn’t see immediate success, or if global teams believe a more centralized approach is “good enough,” regional teams can find themselves in a precarious position.
For those of us working in APAC, this raises important questions:
How do we ensure that regional teams continue to add value in a way that’s recognized by leadership?
How do we avoid being seen as just an “expansion effort” and instead position ourselves as an integral part of the company’s long-term strategy?
What can we learn from past experiences to improve the odds of longevity for future regional teams?
After going through this cycle multiple times, I’ve started thinking about how we, as professionals in regional roles, can navigate these challenges better. Here are a few takeaways:
Seek teams with a clear, strategic local mandate. If a company sees APAC as a core market (rather than just an expansion experiment), the team is more likely to have long-term viability. This isn’t a guarantee, but it increases the chances of sustainability.
Make localization measurable and visible. Businesses make decisions based on data. The more we can demonstrate the impact of local market initiatives—whether through user growth, engagement, or revenue—the stronger our case for long-term investment.
Build strong relationships with global leadership. The further a satellite office is from HQ, the easier it is to be deprioritized. Ensuring regular engagement, alignment, and advocacy with decision-makers is key.
If leading a satellite team, plan for a 1–2 year runway. The unfortunate reality is that many satellite offices have a short lifespan. Leaders in these teams can fight for impact, push for visibility, and secure buy-in—but also be realistic and proactive in preparing for change.
The dilemma of satellite offices isn’t new, and it’s not just an APAC issue. It’s part of the broader challenge of how global companies scale and adapt to different markets. Some teams make it work, but many struggle to justify their existence when global strategy shifts.
I still believe there’s enormous value in local expertise, but I also recognize the realities of how businesses operate. The key is finding ways to embed that value deeply enough that it’s not seen as an add-on, but as something critical to success.
For those of you who have worked in regional roles at global companies—what has your experience been like? How have you seen companies navigate this challenge?