There’s an old adage about the US and UK being two countries divided by a common language, a neat reference to the culture clash between these nations, despite their many similarities.

And I’m well-versed in the differences. As a British technologist newly resident in New York, I’ve been observing this transatlantic schism in the tech sector – and have come to realise that understanding and embracing the cultural dynamics of each market is critical: tech expertise alone is not enough. 

Recent political shifts have only added to the complexity. President Donald Trump’s imposition of a 10% tariff on UK exports highlights how business interactions between our countries can sometimes be as much about competition as cooperation.

While it’s possible Brits might be falling a little out of love with the United States, I believe there’s plenty to learn about tech success from the key cultural distinctions between the UK and the US, whether you plan to work Stateside or not.

Arrogance versus self-confidence, understatement that risks underselling yourself, the stifling of innovation by fear of failure: the differences are rich in lessons that can pave the way to success. 

Here are five business insights into the UK/US tech gap from my UK tech perspective.

1. Challenge your assumptions about who’s who in tech

In the UK, tech folk have a kind of radar enabling them to quickly identify other techies: we often share a language and tone that marks us out. In my experience, this isn’t the case in the US, where tech experts don’t fit a certain mould. If I had to guess why, I’d say it’s because there’s a much closer connection between tech and entrepreneurship in the US. That entrepreneurial spirit is reflected in the data: GoDaddy’s latest Venture Forward study found that 72% of American entrepreneurs are optimistic about their business prospects, compared to just 55% of UK entrepreneurs—and 60% of US microbusiness owners have confidence in their economy versus only 42% in the UK.

This optimism speaks to a broader mindset—one where techies in the US have often spent as much time honing their entrepreneurial instincts as their technical skills, supported by a broader culture of risk-taking and experimentation. The practical takeaway? Don’t make lazy assumptions about colleagues’ skill sets. Sticking to a rigid idea of what someone in any industry looks and acts like is ultimately self-defeating. 

2. Dare to dream – and to fail

Want to fly to Mars? Invent a new currency? Go for it! The UK tech community tends to be highly sceptical about supposedly game-changing tech. From ChatGPT to cryptocurrency, I’ve noticed the prevailing approach in the UK is to break the proposition down into its component parts to prove why it can’t work. The US, meanwhile, is much more comfortable backing moonshots. While these may not always come off, a more positive mindset leads to a greater openness around innovation – and a genuine belief that failure is not just OK, but a crucial step on the road to success. 

There’s a sketch by Brit comedian Al Murray, in which he talks about the ‘American Dream’ and says “we don’t have dreams in Britain because we’re awake.” Funny, yes, but sometimes being too attached to scepticism hinders growth. A recent  GEM survey found that 57% of UK adults who had already identified good business opportunities said fear of failure stopped them from acting on it. The American willingness to dream the impossible is what can give a company the competitive edge.

3. Celebrate ambition – yours and others’

Modesty may be a virtue in the UK, but it can stifle growth. In the US, success is something to applaud, not downplay – and that mindset fuels innovation.  A 2024 Randstad survey of 27,000 employees worldwide found the UK to be great at hiding ambition, with only 28% feeling they could be open with their employer about wanting career progression, versus a global average of 46%. The problem with the UK’s mindset is that it can instil a fear of failure; people don’t aim high in case they’re met with a chorus of ‘I told you so’. In the US, you can be ambitious without fear of mockery. That affection for the entrepreneurial instinct and for ambition pays dividends in terms of tech innovation and leadership.

4. Say what you mean – and mean what you say

The UK has a complex hierarchy of socio-cultural motifs that can entrench intellectual and commercial silos, which are not conducive to collaboration and information-sharing. This idea is neatly articulated by author Erin Meyer who talks about the difference between “high context” and “low context” cultures. Meyer’s point is that in high-context cultures like the UK, communication is sophisticated, nuanced and layered. Messages are often implied but not plainly stated, making it hard to grasp true meaning if you don’t have the inside track. By contrast Meyer identifies the US as having a low context culture with a tendency towards straightforward and direct communication. This US preference for clarity and openness makes collaboration easier and more efficient. The American Dream might be an imperfect ideal, but the cultural barriers to success are undoubtedly lower.

5. Speak up – hierarchies are flatter than they seem

Both stateside and in the UK your boss is your boss and of course you need to be sensitive to that: US companies have no problem firing underperformers or time-wasters. But at the same time, US tech culture values initiative and ideas from all levels. If you have that ‘Eureka moment’, don’t be afraid to bring it to the attention of the company’s leadership. This is especially true in the tech sector, where so many companies have a start-up mentality. Informal interactions that can help improve a company’s performance are generally welcomed.  What’s more, American bosses really respect people who speak up – you won’t get any recognition for staying small and in your lane.

The UK and US may share code, but not culture—and that’s a bigger deal than we admit.

From the US’s can-do mindset and comfort with risk, to a more open approach to ambition and entrepreneurship, there’s a lot we can borrow to boost our own impact. For UK technologists, it’s not about ditching who we are—it’s about staying curious, adapting, and learning to play across both fields. 

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