Show success episode 3 Dan Rozin. The winner of the “New Wave” competition was the representative of Russia Dan Rozin. Dan Rozin, performances, song and video

The country learned about the musical talents of Dan Rozin thanks to vocal television projects. At the age of 18, the young man became a participant in the “Success” show on the STS channel. And at 19 he won a competition for young performers “ New wave-2018" in Sochi. The victory at the prestigious show inspired the young artist, who has already successfully started his career: he studies at the Shchepkin Theater School, writes music, performs a lot, tours, and acts in films.

Childhood and youth

Dan was born on April 20, 1999 in Moscow. Father - Zakhar Rozin, actor and TV presenter. Mother - Inna Luneva, journalist, TV presenter.

“I wanted to become an astronaut, but my parents raised me to be a musician from childhood,” the singer says about himself in the New Wave competition questionnaire.

The child actually showed an early interest in music: he loved listening to the classics, and at the age of 4 he began to write music himself and, according to him, still enjoys this process.

Soon the talented boy went to study piano at a music school. In parallel with his studies, he participates in various creative competitions, children's plays, studies languages - English and Hebrew, independently masters playing the guitar and other musical instruments.

In 2012, Dan began working with the Stage Entertainment Russia company, which produces musicals, and played in the production of “The Sound of Music.” At the age of 14, the young actor took part in the casting of the first season of the television project “The Voice. Children”, but did not reach the stage of “Blind Auditions”.

In 2014, the young man entered the State Music School of Pop and Jazz Art (GMUEDI), and graduated from the institution in 2016. And in the same year he became a student at the Shchepkin Higher Theater School (workshop of V. I. Korshunov).

Creation

And although the young artist’s creative biography begins almost in childhood, popularity comes to him as he comes of age.

In November 2017, the aspiring musician became a participant in the “Success” show on the STS TV channel, in which 16 talented vocalists take to the stage to compete for the title of the best. On the television project, Dan performed such famous songs as “New York”, “Way Down We Go” by the group and other hits.

Dan immediately gained hundreds of thousands of fans who rooted for him and believed in his unconditional victory. Perhaps this would have happened, but Dan left the show a month later and flew to the USA to take part in the Broadway Dreams Foundation New York project.

“I had a dream - to perform on Broadway... I flew away to come back and sing even better, even more!”, the contestant wrote on his Facebook page.

So, at the age of 18, Dan sang on the legendary Broadway stage in a duet with New York music hall star Kapathia Jenkins.

“The hall was filled with producers who were whispering about me: “... from Russia? ... With such jazzy vocals? ... With such English? … Are you joking? And then - standing ovation...! To me! An 18 year old boy being hugged by a great jazz singer!!! Isn’t this an impression?!” the singer recalls these triumphant moments.

Dan Rozin's performance at the New Wave in 2018

The young man fell in love with New York. According to him, this city immerses him in the atmosphere of the early 20th century so beloved by him:

"The beginning of jazz! The beginning of the blues! The beginning of gospel music. The beginning of everything we breathe in modern music!”

In 2018, Dan conquered another step on the path to great fame - he became the winner of the prestigious competition for young performers “New Wave 2018”, and the youngest in history.

This year, 15 contestants from 10 countries of the world took part in the vocal competition: Azerbaijan, Italy, Bulgaria, Kazakhstan, Ukraine, Greece, Armenia and others. Rozin was ahead of his competitor by only 1 point (based on the total points for the entire competition). According to the singer, honest work and dedication helped him win.

Personal life

In the profiles, the young star admits that he does not have a girlfriend. But the fans, judging by the subscriptions in "Instagram", plenty. Young fans are happy to like new photos of their idol. He still gives all the care and affection to his beloved pet - the cat Timofey, for him he is the same member of the family.

In his free time, the young man studies languages – Italian and French. Loves reading (favorite author - , and others), hockey and spaghetti Bolognese.

Dan Rozin now

The “New Wave” winner’s immediate plans include releasing a debut album.

“My plans are simple, but grandiose! To begin with, put on your own show and performance, and then we’ll see! I would also be glad to sing a duet with: he is an idol and a role model for me,” the singer said.

The young man’s creative plans are truly ambitious. After all, they have a place not only for music. Dan is studying to become an actor and is seriously developing a career in theater and cinema. He is currently filming the war drama “My Happiness” by Alexey Frandetti, which will be released in 2019. Rozin’s voice also appears in the film: the singer performs one of the soundtracks.

Not long ago on my page in

The winner international competition Dan Rozin, the chairman of the jury of the New Wave competition, told reporters at a press conference of young New Wave performers in Sochi, the finalist from Russia was Igor Krutoy.

“The first place (was taken) by Dan Rozin. Second place was shared by the Armenian performer (Gevorg Harutyunyan) and Daria Antonyuk. And third place is the Greek singer (Demy),” said Krutoy.

Dan Rozin, performances, song and video

This year's competition was intriguing until the very end - only on the third and final day of the competition did the names of the favorites become clear. Before this, the jury, represented by the stars of domestic show business, assessed the participants very differently, not giving anyone a chance to become a leader.

After the last tests, Rozin suddenly took the lead, although he initially took a place next to the top three. As a result, the places were distributed as follows: Dan Rozin became the winner of “New Wave 2018”; Second place was also taken by a contestant from Russia, Daria Antonyuk - the girl is familiar to the public after participating in the “Voice” project. The third place was taken by the performer from Armenia Gevorg Harutyunyan. The singer from Greece, Demi, considered the favorite of the competition, ended up in fourth place in the final.

Dan Rozin amazed the audience with the power of his vocals and his ability to hold himself on stage. The boy is only 19, but in him you can already see the beginnings of a real king of the stage. Creativity is his way of life, which is visible to the naked eye.

Dan Rozin, performance at New Wave 2018, video:

Dan Rozin, biography

Name: Dan Rozin
Date of birth: April 20, 1999
Zodiac sign: Aries
Age: 19 years old
Place of birth: Moscow, Russia
Activities: singer, actor, participant in the show “Success”, winner of the competition “New Wave 2018”
Tags: singer
marital status: Not maried

The country learned about the musical talents of Dan Rozin thanks to vocal television projects. At the age of 18, the young man became a participant in the “Success” show on the STS channel. And at 19 he won the competition for young performers “New Wave 2018” in Sochi. The victory at the prestigious show inspired the young artist, who has already successfully started his career: he studies at the Shchepkin Theater School, writes music, performs a lot, tours, and acts in films.

Creation

And although the young artist’s creative biography begins almost from childhood, popularity comes to him as he comes of age.

In November 2017, the aspiring musician became a participant in the “Success” show on the STS TV channel, in which 16 talented vocalists take to the stage to compete for the title of the best. On the television project, Dan performed such famous songs as “New York” by Frank Sinatra, “Way Down We Go” by Kaleo and other hits.

“I had a dream - to perform on Broadway... I flew away to come back and sing even better, even more!” the contestant wrote on his Facebook page.

So, at the age of 18, Dan sang on the legendary Broadway stage in a duet with New York music hall star Kapathia Jenkins.

“The hall was filled with producers who were whispering about me: “... from Russia? ... With such jazzy vocals? ... With such English? … Are you joking? And then - standing ovation...! To me! An 18 year old boy being hugged by a great jazz singer!!! Isn’t this an impression?!” the singer recalls these triumphant moments.

The young man fell in love with New York. According to him, this city immerses him in the atmosphere of the early 20th century so beloved by him:

"The beginning of jazz! The beginning of the blues! The beginning of gospel music. The beginning of everything we breathe in modern music!”

In 2018, Dan conquered another step on the path to great fame - he became the winner of the prestigious competition for young performers “New Wave 2018”, and the youngest in history.

Personal life

In the profiles, the young star admits that he does not have a girlfriend. But judging by the subscriptions on Instagram, there are plenty of fans. Young fans are happy to like new photos of their idol. For now, he gives all the care and affection to his beloved pet - the cat Timofey, for him he is the same member of the family.

Mark Rosin

Success without strategy. Flexible management technologies

Translator A. Kalinin

Project Manager E. Gulitova

Editor V. Podobed

Technical editor N. Lisitsyna

Proofreaders E. Chudinova, M. Savina

Computer layout K. Svishchev, M. Potashkin

All rights reserved. No part electronic version This book may not be reproduced in any form or by any means, including posting on the Internet or corporate networks, for private or public use without the written permission of the copyright owner.

* * *

Introduction

There is no work richer in observations and impressions than the work of a consultant. Hundreds of companies passed before my gaze – the gaze of a management consultant: large and small, Russian and Western, private and state-owned. What they did not implement - on their own and together with me: a business strategy, a new corporate culture, a value system, talent management, performance management... We transformed the functional structure into a divisional one, and the divisional structure into a functional one, we allocated repairs to outsourcing and, on the contrary, absorbed repairs, we urgently hired top managers and just as urgently fired them. I knew closely the American entrepreneur who created well-known company, and then committed suicide - the reasons are unknown. I conducted an assessment for the CEO of a major insurance company who was murdered on the day we had an appointment. strategic session, and then the investigator tried to solve the murder by reading my assessment report. One of the businessmen I know is in prison. Someone has already served time. There are those who worked in top positions at YUKOS and are proud that they did not have to sit down. I saw companies created on the basis of the largest Soviet enterprises, which received government subsidies and, despite all this, went bankrupt - and I saw those that were organized from scratch, without any support, and in five or six years became leaders market. I also know hundreds of leaders who, year after year, build their organizations and introduce a variety of systems into them. Some things work out for them, some things don’t, and then they try again, again get fired up with ideas for transformation and implement them again.

I often tell clients that we consultants are bees: we don’t know much ourselves, but we carry pollen (knowledge and experience) from one company to another. From Western to Russian, from telecommunications to manufacturing, from private to public. And here I am, a bee that has been flying for 20 years, smelling flowers, and I want to tell you about what I learned.

The years of my observations were an extremely interesting stage in the life of Russia. During this time, Western management came to Russia and a galaxy of leaders brought up in Western traditions grew up.

In the early 2000s. me and my colleagues from ECOPSY had the opportunity to visit all aluminum smelters and evaluate key managers using the in-depth executive assessment method. One of the factories had an exceptionally stubborn, Russian-style directive team of managers. Daily operatives, execution for failure to fulfill the plan, no one understands anything without swearing - but we take care of the workers, and the workers love us (this type of leader can be found throughout Great Rus', in all regional manufacturing enterprises). Soon after our visit general director Australian Jack Hayner took over the plant. He was the most educated, sweetest, most intelligent person who did not speak Russian. The experiment, frankly speaking, was extreme. How can an Australian manage a Russian plant? What common language - even through an interpreter - can he find with Russian production workers who are accustomed to the hand of power and manage in the traditional Russian authoritarian manner?

Two years after his appointment, my colleagues and I again visited this plant and talked with the same key leaders- directors. They all studied English language, discussed issues of encouraging and involving employees, tried to listen to subordinates, aroused initiative, gave feedback, developed talents through coaching... It all seemed like a fairy tale. And yet, the facts speak for themselves: in less than 2 years, Hayner, who does not speak Russian, was able to convert production directors to his faith. Such a dramatic change was unimaginable. So, are there no prophets in their own country? Are the Russian – Soviet – people hungry for ideology? Is it impossible to live for so long in a vacuum of ideals? Western management turned out to be a bright humanistic teaching, which even seasoned Russian production workers were imbued with. I can’t say that Hayner showed outstanding business results - he didn’t serve as general director of the plant for very long and didn’t manage to do much. But changing the minds of top managers was his outstanding achievement.

Hayner was a true missionary. He took directors out of town and personally conducted training for them. He taught them the basics of leadership, motivation, delegation, and prioritizing their activities. Naturally, we couldn’t do without SMART goals and the “urgent is important” scheme. Hayner's missionary fervor spoiled his relations with the snobbish Moscow managers from the parent company - they believed that they themselves knew everything. I was fortunate to provide Jack with several coaching sessions aimed at improving his interactions with the central office. I told him: “You are behaving like a missionary who came to Africa to convert the natives to the true faith of Western management. This happens at the factory, but not in Moscow. In Moscow you must give up your role as a teacher.” What I proposed completely fit into the ideology of the same Western management. Hayner heard me and at the next meeting in Moscow stood up and told me how much he had learned from his Russian colleagues and how valuable their opinions were to him. At first, Moscow top managers did not understand, and then they melted.

If fifty-year-old production men were imbued with the ideas of Western management, then what can we say about the young boys and girls who came to work in Western companies salespeople, secretaries, translators, looked up to their expat bosses, studied, made a career very quickly, became bosses themselves, and then went to top positions in Russian companies! Of course, they became lifelong followers of the True Teachings of effective management company and got used to a vocabulary for which there are no translations in Russian: involvement, commitment, performance appraisal, empowerment... They had to speak to each other in English.

I was lucky: I saw how Western management came to Russian soil. Moreover, I myself, to the best of my modest strength, helped it take root.

Observing the clever and the clumsy, the successful and unsuccessful attempts the introduction of Western approaches to management revealed to me the essence of this teaching, showed how holistic the Western approach to management is (despite all the diversity of individual theories), demonstrated its strength and at the same time its limitations. Decades of consulting work have helped me understand how Western technologies can be implemented so that they have an effect.

At the same time, I have seen hundreds and hundreds of “wrong” cases that, contrary to theory, also work. I have observed managers who are not strategic, who are not involved, who do not build the right systems, who do not implement KPIs, who do not understand the word “leadership” well – and these managers and their companies are, in many cases, unusually effective. Since I myself worked and studied in a Western consulting company RHR International, was a follower of the True Teachings of Western Management, worked not only as a consultant, but also as a trainer, taught Russian managers in management in all corners of our country, then for a long time I considered these cases to be exceptions. Several years ago I realized that these exceptions add up to a single picture because they carry with them common features, are distinguished by a unique and in their own way effective approach to management - also holistic and, surprisingly, still not described by anyone! I called this approach opportunistic as opposed to strategic. Yes, I have the audacity to claim that I have discovered and described a very effective, hitherto unknown, approach to management that has an internal logic, which before me was perceived exclusively as incorrect or as the absence of any approach at all.

The first time I presented some of the ideas in this book in public, a woman came up to me and said, “Thank you for the right to be opportunistic.” This is a wonderful formulation: yes, I see my task as giving managers the right to opportunism, to show that an opportunistic approach to business can also be effective.

Font: Less Ahh More Ahh

Translator A. Kalinin

Project Manager E. Gulitova

Editor V. Podobed

Technical editor N. Lisitsyna

Proofreaders E. Chudinova, M. Savina

Computer layout K. Svishchev, M. Potashkin

All rights reserved. No part of the electronic version of this book may be reproduced in any form or by any means, including posting on the Internet or corporate networks, for private or public use without the written permission of the copyright owner.

* * *

Introduction

There is no work richer in observations and impressions than the work of a consultant. Hundreds of companies passed before my gaze – the gaze of a management consultant: large and small, Russian and Western, private and state-owned. What they did not implement - on their own and together with me: a business strategy, a new corporate culture, a value system, talent management, performance management... We transformed the functional structure into a divisional one, and the divisional structure into a functional one, we allocated repairs to outsourcing and, on the contrary, absorbed repairs, we urgently hired top managers and just as urgently fired them. I knew closely an American entrepreneur who created a famous company and then committed suicide - the reasons are unknown. I conducted an assessment for the CEO of a major insurance company who was murdered on the day we were scheduled to have a strategy session, and then the investigator tried to solve the murder by reading my assessment report. One of the businessmen I know is in prison. Someone has already served time. There are those who worked in top positions at YUKOS and are proud that they did not have to sit down. I saw companies created on the basis of the largest Soviet enterprises, which received government subsidies and, despite all this, went bankrupt - and I saw those that were organized from scratch, without any support, and in five or six years became leaders market. I also know hundreds of leaders who, year after year, build their organizations and introduce a variety of systems into them. Some things work out for them, some things don’t, and then they try again, again get fired up with ideas for transformation and implement them again.

In the early 2000s. me and my colleagues from ECOPSY had the opportunity to visit all aluminum smelters and evaluate key managers using the in-depth executive assessment method. One of the factories had an exceptionally stubborn, Russian-style directive team of managers. Daily operatives, execution for failure to fulfill the plan, no one understands anything without swearing - but we take care of the workers, and the workers love us (this type of manager can be found throughout Great Rus', at all regional production enterprises). Shortly after our visit, Australian Jack Hayner became general director of the plant. He was the most educated, sweetest, most intelligent person who did not speak Russian. The experiment, frankly speaking, was extreme. How can an Australian manage a Russian plant? What common language - even through an interpreter - can he find with Russian production workers who are accustomed to the hand of power and manage in the traditional Russian authoritarian manner?

Two years after his appointment, my colleagues and I again visited this plant and talked with the same key managers - directors. They all studied English, discussed issues of rewarding and involving employees, tried to listen to subordinates, aroused initiative, gave feedback, developed talents through coaching... It all seemed like a fairy tale. And yet, the facts speak for themselves: in less than 2 years, Hayner, who does not speak Russian, was able to convert production directors to his faith. Such a dramatic change was unimaginable. So, are there no prophets in their own country? Are the Russian – Soviet – people hungry for ideology? Is it impossible to live for so long in a vacuum of ideals? Western management turned out to be a bright humanistic teaching, which even seasoned Russian production workers were imbued with. I can’t say that Hayner showed outstanding business results - he didn’t serve as general director of the plant for very long and didn’t manage to do much. But changing the minds of top managers was his outstanding achievement.

If fifty-year-old production men were imbued with the ideas of Western management, then what can we say about the young boys and girls who came to work in Western companies as salesmen, secretaries, translators, looked at their expat bosses, studied, very quickly made a career, became bosses themselves, and then they went to top positions in Russian companies! Of course, they became lifelong followers of the True Teaching about effective company management and got used to a vocabulary for which there are no translations in Russian: involvement, commitment, performance appraisal, empowerment... They had to speak to each other in English.

I was lucky: I saw how Western management came to Russian soil. Moreover, I myself, to the best of my modest strength, helped it take root.

Observing clever and awkward, successful and unsuccessful attempts to introduce Western approaches to management revealed to me the essence of this teaching, showed how holistic the Western approach to management is (despite all the diversity of individual theories), demonstrated its strength and at the same time its limitations. Decades of consulting work have helped me understand how Western technologies can be implemented so that they have an effect.

At the same time, I have seen hundreds and hundreds of “wrong” cases that, contrary to theory, also work. I have observed managers who are not strategic, who are not involved, who do not build the right systems, who do not implement KPIs, who do not understand the word “leadership” well – and these managers and their companies are, in many cases, unusually effective. Since I myself worked and studied at the Western consulting company RHR International, was a follower of the True Teachings of Western management, worked not only as a consultant, but also as a trainer, taught Russian managers in management in all corners of our country, for a long time I considered these cases to be exceptions. Several years ago, I realized that these exceptions add up to a single picture, since they carry common features and are distinguished by a unique and in their own way effective approach to management - also holistic and, surprisingly, still not described by anyone! I called this approach opportunistic as opposed to strategic. Yes, I have the audacity to claim that I have discovered and described a very effective, hitherto unknown, approach to management that has an internal logic, which before me was perceived exclusively as incorrect or as the absence of any approach at all.

So, who is this book for and what is it about?

This book is for managers who know the basics of management and have tried to transform companies. The book is not a textbook: I assume that all basic terms and approaches to management are known to readers.

This book should be of interest to strategists, as I talk about the most practical and innovative technologies management in line strategic management. I not only criticize and question the strategic approach to management, but also show which strategic technologies work and why.

At the same time, I highlight the patterns of an alternative, previously undescribed opportunistic approach to management - I talk about how an opportunistic manager can effectively build organizational structure, organize work, motivate, evaluate and develop subordinates. You will see that in all these areas the opportunist acts differently than the strategist - non-standard, incorrect from the point of view of Western canons of management - but at the same time his approach works.

And I also want to say that this book can only be perceived by those who have a pluralistic outlook on life. Within each topic, several approaches are described, often opposing and incompatible with each other, and I argue that none of them is absolutely correct - each has a right to exist. You can manage in different ways and still be successful.

I will try to summarize the traditional assumptions that form the basis of traditional management theory and compare them with my beliefs, which formed the basis of this book.

Now let's check these theses in practice.

Chapter 1
Growth Management, or Opportunism Works Too

Opportunism is the forgetting of great, fundamental considerations because of the momentary interests of the day, the pursuit of momentary successes and the struggle for them without taking into account further consequences, this is the sacrifice of the future movement to the present.

F. Engels

All opportunism is characterized by adaptability, although not all adaptability is opportunism.

Growth as a fundamental business value

The unconditional fundamental value of modern Western business is the value of growth. A small business - a bakery, a bakery, a restaurant that has lived for centuries without changing - is actually not perceived as a business. The basis of business is the desire for growth, and preferably growth that is ahead of the market.

In my role as CEO, I discussed year after year how much the company had grown, why it had only grown by 30% and not 50%, what it would take to ensure growth at next year, is there an opportunity for a qualitative breakthrough and growth of 100 and 200%... From time to time one or another employee asked a provocative question: “Why do we need to grow further? Maybe we should stop and improve the quality? Or come up with new technologies? Why more clients, higher turnover, more employees? Why can’t you realize yourself without growing your business?” The question was surprising, and if you answered honestly, you had to say that there was no answer. Growth is valuable in itself. No growth – business loses its meaning. Yes, you can decide that this year we are not growing, but focusing on technology and quality - but only in order to prepare for the breakthrough and next year to catch up: get even more clients, increase turnover, increase profits, etc. P.

Trying to give a rational explanation to the idea of growth, we can say: if you stop, you die, you are overtaken by your competitors. However, this thesis does not stand up to criticism. The chance of megafirms going bankrupt is no lower than that of small and medium-sized companies, and it is important not to stop, first of all, not in quantitative, but in qualitative indicators. In order not to be eliminated from the game, it is not at all necessary to become bigger, the main thing is to become better.

So, the value of ever-accelerating volume growth is an article of faith modern business.

The value of ever-accelerating volume growth is an article of faith in modern business.

Faith in strategy

The next belief of modern business is the idea that growth is a consequence of strategy implementation.

The primary source of business development is business strategy. Not having a strategy is shameful. During the war for talent, applicants who came for interviews considered in good form ask your future employer a question about the company's strategy. If it turned out that there was no strategy at all or that it was not ambitious enough, they turned around and left. Having a strategy was an indispensable condition for attracting investments and growing capitalization.

I myself have conducted strategic sessions more than once and, inspiring top managers to develop a strategy, I uttered the following saying, illustrating the stupidity of non-strategists: “No one will lead us astray: we don’t care where to go.”

What is strategy? It is a long-term visionary plan for accelerated growth of a company that outlines the company's grand goals and the means to achieve those goals.

Strategy is a long-term conceptual plan for the accelerated growth of a company, which specifies the company's ambitious goals and the means to achieve these goals.

The strategy has one very important feature: it indicates not so much what the company does, but what it does Not does. If the geographic strategy is conquest Russian market, this means that the company is making every effort to grow in Russia, while refusing projects (supplies) to Kazakhstan or Belarus, even if tactically such actions seem profitable. This is the essence of the contrast between tactics and strategy. “Bad” – tactical – managers do what is profitable in the short term, and thereby lose their long-term focus. “Real” strategic managers sacrifice short-term gains to achieve long-term strategic goals.

Where does strategy come from? One of its components is analytics. Very smart people study the market, its trends, analyze opportunities and risks, fast-growing potential niches, look at strengths and weak sides companies and calculate the most winning strategy that can ensure the fastest growth.

Strategy indicates not so much what we are going to do as what we will not do.

At the same time, it is obvious that analytics is not the only and not the main source of strategy: many strategic ideas that turned out to be successful could not be calculated at the time based on the available data. This means that the real source of strategy is entrepreneurial intuition.

The strategy is based on the beauty of the idea and the grandeur of the concept. If you look at the pre-crisis strategies of many companies, you will find a large number of round beautiful numbers: a billion in turnover or, if a billion in turnover is not coming soon, a billion in capitalization, or 1000 stores, or, even more often, first place in... (Preferably, of course, first place in market share - but if this is not possible, then You can declare first place in efficiency as your goal.) The magic of round numbers is a mandatory attribute of a real strategy. And this demonstrates to us a fundamental feature of the strategic approach: strategists start not from reality, but from ideas. Very often the strategist ignores reality, deeply believing that an idea will define the world.

I know one almost oligarch who created many businesses in the most different areas. One of his businesses, a bank, is unique for Russia and brings in serious money; all others are unprofitable. At the same time, at the basis of every business lies a bright nice idea. Only one of them worked, the rest did not. An oligarch I know continues to invent new business ideas. Those around him are skeptical and often criticize him, calling him a utopian. He responds to this: “When I came up with the bank, everyone also considered my idea a utopia.”

Strategy is an ambitious fantasy that borders on utopia, and in some cases is a utopia.

Strategy is an ambitious fantasy that borders on or is a utopia.

Turning to the objective consequences of the strategic approach to business, we can note several more characteristic features.

First. Strategic development requires serious investments and, therefore, loans. It is impossible to aim for something great without external borrowing. And that’s why strategists borrow money.

I remember the complaint of Stanislav Malinetsky, the general director of one of the largest companies in Russia - system integrators, a prominent representative of strategic beliefs. After hearing the business plans of the department heads, he said: “Why didn’t anyone ask for money for real development? Nobody said: give a million, give 10 million, give 100 million – and the direction will grow not by 30, but by 200%... Why?!” This statement reflects The first rule of a strategist: take loans; If you don’t know what to do, come up with it!

Second. An unconditional attribute of a good strategy is acquisitions. Organic development cannot achieve truly ambitious growth. Let 70% of takeovers, according to statistics, not live up to the expectations placed on them - the idea is stronger than the statistics, and therefore The second rule of a strategist is: take over companies, whether you need them or not; If you can’t integrate, be glad you killed your competitor!

Third. The best source of investment is external investors. This means we need an IPO. Take the company public- This The third rule of the strategist.

Fourth. Investors, like ordinary people, believe the printed word. And therefore, strategic businesses are prone to active PR activities. PR campaigns are aimed not only at creating demand, but also at promoting the very strategic idea that underlies the business. The beauty of a strategic idea is tested not so much through its implementation as through the recognition and admiration of the surrounding business community. Tell the world about your strategy - the fourth rule of a strategist.

Four rules of the strategist:

1. Take out loans, if you don’t know what for, figure it out.

2. Takeover companies; even if you can’t integrate, be happy that you killed your competitor.

3. Take the company public.

4. Share your strategy with the world.

Investors are looking to the future. They are interested not only current profit company, but also its strategy. An ambitious goal (also known as strategy, also known as utopia) fascinates not only the business owner and his team, but also the market. It turns out to be a self-fulfilling positive prophecy: “I conceived a grand idea - the market believed the idea - the business got money.” The first steps towards the implementation of the idea entailed an increase in the cost of the business (investment costs have gone, but there is no profit yet). The owner became rich. It was not the most profitable company that won, but the most strategic one. Business competition has turned into a competition of strategic ideas.

Shameful opportunism

Although business gurus, business books, and business schools promote strategists, there are still managers and entrepreneurs who act tactically. At the same time, they quite often either experience an inferiority complex (embarrassed about their tactical orientation) or imitate strategists: they develop strategies, tell their team, candidates and investors about them, but in practice they act tactically.

I propose to call such a business opportunistic(remember Engels and Lenin, who branded their opponents as political opportunists). The word “opportunism” comes from the English opportunity – “opportunity”. What is meant here is not some speculative possibility of great victories, but a pragmatic momentary tactical possibility of a small victory. Opportunists are not Oblomovs or bakery shop owners. They are active, innovative people with a passion for growth. However, they are guided not by global strategic ideas, but by small tactical possibilities arising from the realities of today.

Opportunity is a pragmatic short-term tactical opportunity for a small victory.

Let me give you a clear example demonstrating this difference.

Example 1. Territorial development of a bank: strategist and opportunist
The strategic bank plans its territorial development. Consultants are hired (the best, of course, is McKinsey). Consultants conduct marketing research. Based on the research results, a presentation is created. It presents graphs of saturation of needs for banking services in various regions of Russia. Then the criteria are highlighted: “on the first horizon we go to cities with a population of over a million people,” “on the second horizon...”, “on the third horizon...”. The bank president brings to the board of directors a map of Russia with flags placed on it. It is certainly stated that the best regional strategy is the purchase of a successful regional bank. The directors gather around the map and enthusiastically discuss the victorious military campaign.

The geographic strategy must be aggressive, ambitious, and compelling. Otherwise it is not a strategy.

An opportunistic bank does not plan its geographic development. Just one fine day, the bank manager tells the chairman of the board that client X was interested in whether the bank had a branch in Samara. The chairman's eyes light up (yes, his eyes light up in this case too), and he orders the immediate opening of a branch in Samara. At the same time, the branch has a client from the very beginning. And then on the plane, the chairman of the board meets Mr. Igrek, who works at Prima-Bank in Penza, but wants to leave and can take clients away - and the chairman, naturally, cannot miss this opportunity, and therefore immediately agrees with Igrek to open a branch in Penza. And then it turns out that the bank’s IT director is from Novosibirsk and has many friends there. He talks about how quickly business is growing in Novosibirsk, and mentions that his uncle is financial director a large Novosibirsk company, who can be persuaded to go to the bank for service. And, look, a branch has already appeared in Novosibirsk. And then a completely “left” opportunity turns up: a building in the center of Donetsk becomes the property of the bank. The chairman gives instructions to study the possibilities of opening a Ukrainian branch (especially since some clients have long asked about the possibility of servicing in Ukraine) - and now the bank has become international...

You come up to a map on which the branches of an opportunistic bank are marked, and you see an absolutely illogical, unsystematic and ugly picture: the branches are jammed together as best you can. Whether it's a map of the strategist's branches!

Terrible, isn't it? Can such an opportunistic territorial strategy be taught at any business school? Only a heretic modern management capable of acting like this. Well, it would be nice to formulate a beautiful strategic thought: “We are going to the regions following our clients”– this is beautiful and even original... But how to weave the Novosibirsk IT director’s uncle into this picture? Or meeting a Penza banker on the plane? Maybe formulate a principle "People before strategy"? It's also beautiful. And strategically. Only the house on the main street of Donetsk had nothing to do with it... But it would be a sin not to take advantage of such a tempting opportunity: location is a significant factor at the promotion stage...

. "ECOPSY Consulting" is a consulting company created in 1988 by psychology professor Vladimir Stolin. Its name is formed by a combination of the words “ECONOMICS” and “PSYCHOLOGY”. In 1991–2001 ECOPSY company was affiliated with international company RHR International and was called "A-H-A International ECOPSY". I myself joined ECOPSY in 1989 and became a partner and CEO in 2005. The company "ECOPSY" specializes in management and HR consulting. From 2006 to 2009, ECOPSY took first place in the rating of the Expert information agency among consulting companies working in the field of personnel management. Most of The ideas presented in this book were developed by the ECOPSY team and are the know-how of our company. It is virtually impossible to separate my ideas from those of ECOPSY.

Almost all names and company names have been changed in the book for obvious reasons. Moreover, all the cases described are genuine. As an exception, the names of several world-famous companies are left, the name of my company “ECOPSY”, and the names of those of my current and former colleagues on whose developments I rely in my story are also directly indicated.

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Introduction

There is no work richer in observations and impressions than the work of a consultant. Hundreds of companies passed before my gaze – the gaze of a management consultant: large and small, Russian and Western, private and state-owned. What they did not implement - on their own and together with me: a business strategy, a new corporate culture, a value system, talent management, performance management... We transformed the functional structure into a divisional one, and the divisional structure into a functional one, we allocated repairs to outsourcing and, on the contrary, absorbed repairs, we urgently hired top managers and just as urgently fired them. I knew closely an American entrepreneur who created a famous company and then committed suicide - the reasons are unknown. I conducted an assessment for the CEO of a major insurance company who was murdered on the day we were scheduled to have a strategy session, and then the investigator tried to solve the murder by reading my assessment report. One of the businessmen I know is in prison. Someone has already served time. There are those who worked in top positions at YUKOS and are proud that they did not have to sit down. I saw companies created on the basis of the largest Soviet enterprises, which received government subsidies and, despite all this, went bankrupt - and I saw those that were organized from scratch, without any support, and in five or six years became leaders market. I also know hundreds of leaders who, year after year, build their organizations and introduce a variety of systems into them. Some things work out for them, some things don’t, and then they try again, again get fired up with ideas for transformation and implement them again.

In the early 2000s. me and my colleagues from ECOPSY had the opportunity to visit all aluminum smelters and evaluate key managers using the in-depth executive assessment method. One of the factories had an exceptionally stubborn, Russian-style directive team of managers. Daily operatives, execution for failure to fulfill the plan, no one understands anything without swearing - but we take care of the workers, and the workers love us (this type of manager can be found throughout Great Rus', at all regional production enterprises). Shortly after our visit, Australian Jack Hayner became general director of the plant. He was the most educated, sweetest, most intelligent person who did not speak Russian. The experiment, frankly speaking, was extreme. How can an Australian manage a Russian plant? What common language - even through an interpreter - can he find with Russian production workers who are accustomed to the hand of power and manage in the traditional Russian authoritarian manner?

I was lucky: I saw how Western management came to Russian soil. Moreover, I myself, to the best of my modest strength, helped it take root.

At the same time, I have seen hundreds and hundreds of “wrong” cases that, contrary to theory, also work. I have observed managers who are not strategic, who are not involved, who do not build the right systems, who do not implement KPIs, who do not understand the word “leadership” well – and these managers and their companies are, in many cases, unusually effective. Since I myself worked and studied at the Western consulting company RHR International, was a follower of the True Teachings of Western management, worked not only as a consultant, but also as a trainer, taught Russian managers in management in all corners of our country, for a long time I considered these cases to be exceptions. Several years ago, I realized that these exceptions add up to a single picture, since they carry common features and are distinguished by a unique and in their own way effective approach to management - also holistic and, surprisingly, still not described by anyone! I called this approach opportunistic as opposed to strategic. Yes, I have the audacity to claim that I have discovered and described a very effective, hitherto unknown, approach to management that has an internal logic, which before me was perceived exclusively as incorrect or as the absence of any approach at all.