PM-ing in Korea

Korea has made progress when it comes to time-off policies. PTOs, maternity and paternity leaves are legally protected—and even encouraged. But in the real world? Using them still feels complicated. Especially when it comes to long-term leave like maternity , paternity , or extended personal leave. 1. First, Let’s Clarify: PTO vs. Parental Leave In Korea, PTOs (Paid Time Off) typically refer to: A day or two off for personal reasons Often viewed as acceptable, if occasional Generally easier to take—though still sometimes met with subtle pressure, when the company is going through a busy season. (but is there a place in the world where no one really cares about taking PTOs in the busiest times?) Maternity and paternity leaves , on the other hand, are: Extended leaves lasting from one month to a year Often for childcare or major life events Legal and supported in policy—but far more difficult to navigate culturally 2. Why Is Long-Term Leave So Hard...

In my previous post on Agile in Korea , I touched on how the fear of failure plays a significant role in shaping how Agile methodologies are adopted (or actually NOT adopted) in Korean workplaces. But where does this fear of failure come from? It’s deeply ingrained in Korean culture , influenced by historical, educational, and social factors that make failure not just a personal setback, but a public event . Today, let’s break down the cultural roots of failure aversion and why this makes Agile adoption so difficult in Korean companies. 1. Cultural Aspects: The Collectivist Pressure to Succeed South Korea’s work culture is shaped by Confucian values and a highly collectivist mindset , where one’s success (or failure) is rarely just personal—it gets recognized in the team, company, family, and even social circles. Everyone who knows you will somehow eventually know. 1. Constant Communication = Constant Comparison In a tightly knit society , communication between c...

Agile methodologies promise flexibility, speed, and adaptability , but how well do they actually work in Korea’s unique corporate culture? Korean work environments are built on hierarchical structures, top-down decision-making, and a deep respect for authority —all of which often clash with Agile’s core principles of self-organization and continuous iteration . I do not speak for every single company in Korea, but I am certain that most of them are like this. In this post, I’ll break down what Agile actually looks like in Korea , how traditional work culture affects its adoption , and what happens when Agile meets hierarchy . 1. Hierarchy vs. Agile Decision-Making Agile emphasizes: Decentralized decision-making Cross-functional teams that self-organize Rapid iteration & continuous learning Korean corporate culture emphasizes: Top-down decision-making Approval required at every step Executives making final calls on product direction Re...

The once-blurred lines between these roles are slowly becoming clearer. In Korea’s tech industry , job titles like Service Planner (서비스 기획자), Product Manager (PM), and Product Owner (PO) are often used interchangeably . This has created confusion—not just for job seekers but also for companies struggling to define these roles properly. But things are changing.  Some PMs are still limited to service planner roles , while some service planners are taking on PO-level responsibilities without the right compensation. But more tech companies are now distinguishing these positions , bringing structure to an industry that has long operated in ambiguity. So, what’s causing this shift? Let’s break it down. The Current State of Confusion Many Korean companies still don’t fully separate these roles , leading to job descriptions that mix responsibilities across all three positions. It’s common to see: A company hiring a "Product Owner" but expecting them to do Produc...