Participant in the show success is Dan Rozin. The winner of the New Wave competition was the representative of Russia Dan Rozin. Dan Rozin, performances, song and video

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

“First place (won) Dan Rozin. The second place was shared by an Armenian performer (Gevorg Harutyunyan) and Daria Antonyuk. And the third place is a Greek singer (Demy)," Krutoy said.

Dan Rozin, performances, song and video

The competition this year was intriguing to the last - only on the third, last day of the competition, the names of the favorites became clear. Prior to this, the jury, represented by the stars of domestic show business, evaluated the participants very differently, not giving anyone a chance to break into the lead.

After the last tests, Rozin suddenly took the lead, although he initially occupied a place next to the top three. As a result, the places were distributed as follows: Dan Rozin became the winner of the "New Wave 2018"; second place was also knocked out 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 Greek singer, Demi, who is considered the favorite of the competition, ended up in fourth place in the final.

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

Dan Rozin, performance at the "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
Occupation: singer, actor, participant in the show "Success", winner of the "New Wave-2018" contest
No tags
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 member of the show "Success" 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 creative biography of a young artist begins almost from childhood, popularity comes to him with adulthood.

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

Dan immediately gained hundreds of thousands of fans who supported him and believed in his unconditional victory. Perhaps it 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 return 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 the star of the New York music hall Kapatia Jenkins.

“The hall was filled with producers who whispered about me “... from Russia? … With such jazzy vocals? … With such English? … Are you joking? And then - a 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 minutes.

The young man fell in love with New York. According to him, this city plunges into the atmosphere of the beginning of the 20th century, which he loves so much:

"The Beginning of Jazz! Blues start! Beginning of gospel. The beginning of everything we breathe in modern music!

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

Personal life

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

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 brought me up as a musician since childhood,” the singer tells about himself in the New Wave contest questionnaire.

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

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

In 2012, Dan began working with Stage Entertainment Russia, a musical production company, 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 “Voice. Children ", but did not reach the stage of" Blind auditions ".

In 2014, the young man entered the State Musical College of Variety and Jazz Art (GMUEDI), 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 creative biography of a young artist begins almost in childhood, popularity comes to him with adulthood.

“I had a dream - to perform on Broadway ... I flew away to return 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 the star of the New York music hall Kapatia Jenkins.

“The hall was filled with producers who whispered about me “... from Russia? … With such jazzy vocals? … With such English? … Are you joking? And then - a 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 minutes.

Dan Rozin's performance at the New Wave in 2018

The young man fell in love with New York. According to him, this city plunges into the atmosphere of the beginning of the 20th century, which he loves so much:

"The Beginning of Jazz! Blues start! Beginning of gospel. The beginning of everything we breathe in modern music!

In 2018, Dan conquers another step on the path to great fame - he becomes 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 participated in the vocal competition: Azerbaijan, Italy, Bulgaria, Kazakhstan, Ukraine, Greece, Armenia and others. Rozin was ahead of his competitor by only 1 point (according to the total amount of points for the entire competition). According to the singer, honest work and dedication helped him win.

Personal life

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

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

Dan Rozin now

The immediate plans of the winner of the "New Wave" - to release a debut album.

“My plans are simple, but grandiose! To begin with, put on your 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, ”said the singer.

The creative plans of the young man are really ambitious. After all, they have a place not only for music. Dan is studying to be an actor and is seriously developing a career in theater and cinema. Now he is filming in Alexei Frandetti's military drama My Happiness, which will be released in 2019. Rozin's voice also sounds in the film: the singer performs one of the soundtracks.

Not so long ago on his page in

Interpreter A. Kalinin

Project Manager E. Gulitova

Editor V. Podobed

Technical editor N. Lisitsyna

Correctors 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 and corporate networks, for private and 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 eyes - the eyes of a management consultant: large and small, Russian and Western, private and public. Whatever 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 fired them just as quickly. I knew intimately an American entrepreneur who created a well-known company and then committed suicide - the reasons are unknown. I was conducting an assessment for the CEO of the largest insurance company who was killed 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. There are those who worked in top positions in Yukos and are proud that they did not have to sit. I saw companies created on the basis of the largest Soviet enterprises that received state 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 implement a variety of systems in them. Something they succeed, something they don’t, and then they try again, again they light up with the ideas of transformations and implement it again.

I often tell clients that we consultants are bees: we don’t know much ourselves, but we transfer 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 - 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 plants and evaluate key executives using the method of in-depth executive assessment. One of the plants 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 leaders can be found throughout Great Russia, in all regional manufacturing enterprises). Shortly after our visit CEO Australian Jack Hayner became the plant. He was the most educated, sweetest, most intelligent man who did not speak Russian. The experiment, frankly, 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 domineering hand and manage in the traditional Russian authoritarian manner?

Two years after his appointment, my colleagues and I again visited this plant and talked to the same key leaders- directors. They all studied English language, discussed issues of encouraging and involving employees, tried to listen to subordinates, awakened initiative, gave feedback, developed talents through coaching ... It all seemed like a fairy tale. Nevertheless, the facts speak for themselves: in less than 2 years, Heiner, who does not speak Russian, was able to convert production directors to his faith. Such a dramatic change was unimaginable. So what - there are no prophets in their own country? Russian - Soviet - people are hungry for ideology? Is it impossible to live in a vacuum of ideals for so long? Western management turned out to be a vivid humanistic doctrine, which even experienced Russian production workers were imbued with. I can't say that Heiner showed an outstanding business result - he did not stay long as the general director of the plant and did not have much time to do. But changing the consciousness of top managers was his outstanding achievement.

Hayner was a true missionary. He took the directors out of town and personally conducted trainings for them. He taught them the basics of leadership, motivation, delegation, prioritization in their activities. Naturally, it was not without SMART goals and the “urgent-important” scheme. Heiner's missionary drive spoiled his relationship with the snobbish Moscow managers from the parent company, who thought they knew everything themselves. I had the pleasure of giving Jack several coaching sessions to improve his communication 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 plant, but not in Moscow. In Moscow, you must give up the role of a teacher.” What I proposed fully fit into the ideology of the same Western management. Heiner heard me and at the next meeting in Moscow he stood up and told how much he had learned from his Russian colleagues and how valuable their opinion was to him. At first, the Moscow top managers did not understand, and then they melted away.

If fifty-year-old production men were imbued with the ideas of Western management, then what can we say about young boys and girls who came to work in Western companies as salesmen, secretaries, translators, looked at their expat bosses, studied, made a career very quickly, became bosses themselves, and then went to the top positions in Russian companies! Of course, they became followers of the True Teaching about effective management company and got used to the lexicon, 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 ability, helped him to take root.

Watching the smart and the awkward, the successful and the unsuccessful attempts The introduction of Western approaches to management revealed to me the essence of this doctrine, showed how the Western approach to management is holistic (despite all the variety of individual theories), demonstrated its strength and at the same time its limitations. Decades of consulting work helped me understand how to implement Western technologies in such a way that they give an effect.

At the same time, I have seen hundreds and hundreds of "wrong" cases that, contrary to theory, also work. I have seen managers who are not strategic, not engaging, not building the right systems, not introducing KPIs, not understanding the word “leadership” well - and these managers and their companies are, in many cases, unusually effective. Since I myself worked and studied in the Western consulting company RHR International, was a follower of the True Teachings of Western Management, worked not only as consultants, but also as a trainer, taught management to Russian leaders in all corners of our country, for a long time I considered these cases to be exceptions. A few years ago, I realized that these exceptions add up to a single picture, because they carry common features, are distinguished by a peculiar and in their own way effective approach to management - also holistic and, surprisingly, still undescribed! I called this approach opportunistic as opposed to strategic. Yes, I have the audacity to claim that I discovered and described a very effective, hitherto unknown, internally logical approach to management, which before me was perceived only as wrong or as a lack of any approach at all.

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Interpreter A. Kalinin

Project Manager E. Gulitova

Editor V. Podobed

Technical editor N. Lisitsyna

Correctors 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 and corporate networks, for private and 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 eyes, the eyes of a management consultant: large and small, Russian and Western, private and public. Whatever 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 fired them just as quickly. I knew intimately an American entrepreneur who created a well-known company and then committed suicide - the reasons are unknown. I was conducting an assessment for the CEO of a major insurance company who was murdered the day we had 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. There are those who worked in top positions in Yukos and are proud that they did not have to sit. I saw companies created on the basis of the largest Soviet enterprises that received state 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 implement a variety of systems in them. Something they succeed, something they don’t, and then they try again, again they light up with the ideas of transformations and implement it again.

In the early 2000s me and my colleagues from ECOPSY had the opportunity to visit all aluminum plants and evaluate key executives using the method of in-depth executive assessment. One of the plants 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 leaders can be found throughout Great Russia, at all regional manufacturing enterprises). Shortly after our visit, Australian Jack Heiner became the general director of the plant. He was the most educated, sweetest, most intelligent man who did not speak Russian. The experiment, frankly, 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 domineering hand 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. All of them studied English, discussed issues of encouraging and involving employees, tried to listen to subordinates, awakened initiative, gave feedback, developed talents through coaching ... It all seemed like a fairy tale. Nevertheless, the facts speak for themselves: in less than 2 years, Heiner, who does not speak Russian, was able to convert production directors to his faith. Such a dramatic change was unimaginable. So what - there are no prophets in their own country? Russian - Soviet - people are hungry for ideology? Is it impossible to live in a vacuum of ideals for so long? Western management turned out to be a bright humanistic doctrine, which even experienced Russian production workers were imbued with. I can't say that Heiner showed an outstanding business result - he did not stay long as the general director of the plant and did not have much time to do. But changing the consciousness 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 young boys and girls who came to work in Western companies as salesmen, secretaries, translators, looked at their expat bosses, studied, made a career very quickly, became bosses themselves, and then they went to top positions in Russian companies! Of course, for the rest of their lives they became followers of the True Teaching about effective company management and got used to the 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 ability, helped him to take root.

Observation of 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 variety of individual theories), demonstrated its strength and at the same time its limitations. Decades of consulting work helped me understand how to implement Western technologies in such a way that they give an effect.

At the same time, I have seen hundreds and hundreds of “wrong” cases that, contrary to theory, also work. I have seen managers who are not strategic, not engaging, not building the right systems, not introducing KPIs, not understanding 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 Teaching of Western Management, worked not only as consultants, but also as a trainer, taught management to Russian leaders in all corners of our country, for a long time I considered these cases to be exceptions. A few years ago, I realized that these exceptions add up to a single picture, because they carry common features, differ in a peculiar and in their own way effective approach to management - also holistic and, surprisingly, still undescribed! I called this approach opportunistic as opposed to strategic. Yes, I have the audacity to claim that I discovered and described a very effective, hitherto unknown, internally logical approach to management, which before me was perceived only as wrong or as a lack of any approach at all.

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

So, for whom and what is this book about?

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

This book should be of interest to strategists as I cover the most practical and innovative technologies management in line with strategic management. Not only do I critique and question the strategic approach to management, but I also show which strategic technologies work and why.

At the same time, I highlight the patterns of an alternative, previously not described opportunistic approach to management - I talk about how an opportunist leader 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 - outside the box, wrong 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 be perceived only by those who have a pluralistic outlook on life. Within each topic, several approaches are described, often opposite and incompatible with each other, and I argue that none of them is unconditionally correct - everyone has the right to exist. You can manage in different ways and still be successful.

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

And 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 regard for further consequences, it is the sacrifice of the future movement in sacrifice 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 growth value. A small business - a bakery, a bakery, a restaurant that has been living for centuries without changing - is not actually perceived as a business. The basis of business is the desire for growth, and preferably such growth that is ahead of the market.

In my role as CEO, I have discussed year after year how much the company has grown, why it has grown only 30% and not 50%, what is needed to ensure growth in next year, is there a possibility of a qualitative breakthrough and growth by 100 and 200% ... From time to time, one or another employee asked a provocative question: “Why do we need to grow further? Maybe stop and improve the quality? Or invent new technologies? Why more customers, higher turnover, more employees? Why is it impossible to realize oneself without business growth?” The question was surprising, and to be honest, I had to say that there was no answer. Growth is valuable. No growth - business loses its meaning. Yes, you can decide that this year we are not growing, but are engaged in technology and quality - but only in order to prepare for a breakthrough and catch up next year: get even more customers, increase turnover even more, increase profits, etc. P.

Trying to give a rational explanation for the idea of growth, we can say: stopped - died, you were overtaken by competitors. However, this thesis does not stand up to scrutiny. The chance of bankruptcy for mega-firms is not lower than for small and medium-sized companies, and it is important not to stop, first of all, not in quantitative, but in qualitative terms. In order not to fly out of 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 a creed of modern business.

Faith in strategy

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

The primary source of business development is a business strategy. It's a shame not to have a strategy. During the war for talent, applicants who came for an interview considered good tone ask the future employer a question about the company's strategy. If it turned out that there was no strategy at all or it was not ambitious enough, they turned around and left. The presence of a strategy was an indispensable condition for attracting investments and increasing capitalization.

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

What is a strategy? It is a long-term blueprint for accelerated growth of the company, outlining the grandiose goals of the company and the means to achieve those goals.

A strategy is a long-term conceptual plan for the accelerated growth of a company that outlines the company's grandiose goals and the means to achieve those 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) in Kazakhstan or Belarus, even if tactically such actions seem profitable. This is the essence of the opposition between tactics and strategy. "Bad" - tactical - managers do what is beneficial in the short term, and thereby lose their long-term focus. "Real" strategic managers sacrifice short-term gains in order to achieve long-term strategic goals.

Where does the strategy come from? One of its components is analytics. Highly 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 provide 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. So, the real source of strategy is entrepreneurial intuition.

The strategy is based on the beauty of the idea and the grandeur of the idea. If you look at the pre-crisis strategies of many companies, you can find a large number of round beautiful figures: a billion turnover or, if a billion turnover is not coming soon, a billion capitalization, or 1000 stores, or, more often, the first place in ... (It is desirable, of course, the first place in terms of 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 this strategy. And this shows us a fundamental feature of the strategic approach: strategists do not start 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 has created many businesses in various fields. One of his businesses, a bank, is unique in Russia and brings in serious money; all others are unprofitable. At the same time, at the heart of every business lies a bright nice idea. Only one of them worked, the rest did not. My acquaintance oligarch continues to invent new business ideas. His environment reacts skeptically and often criticizes him, calling him a utopian. He answers this: “When I came up with the bank, everyone also considered my idea a utopia.”

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

A strategy is an ambitious fantasy that borders on a utopia 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, consequently, loans. It is impossible to aim at something great without external borrowings. That is why strategists borrow money.

I remember the complaint of Stanislav Malinetsky - the CEO of one of the largest companies in Russia - system integrators, a prominent representative of strategic beliefs. After listening to the business plans of the business leaders, he said: “Why hasn't anyone asked for money for real development? No one 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, think of it!

Second. Acquisitions are an absolute attribute of a good strategy. Organic development cannot deliver truly ambitious growth. Let 70% of acquisitions, according to statistics, do not justify the hopes placed on them - the idea is stronger than statistics, and therefore The second rule of a strategist is: take over companies, whether you need them or not; if you can't integrate - rejoice that you have killed a competitor!

Third. The best source of investment is external investors. This means IPOs are needed. Take the company public- this is the third rule of the strategist.

Fourth. Investors, like ordinary people, believe the printed word. And therefore the strategic business is 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, but through the recognition and enthusiasm of the surrounding business community. Tell the world about your strategy - the fourth rule of a strategist.

The four rules of a strategist:

1. Take loans, if you don’t know what for, think up.

2. Absorb companies; even if you can't integrate, be glad you killed your competitor.

3. Take the company public.

4. Tell the world about your strategy.

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

shameful opportunism

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

I propose to name such a business opportunistic(remember Engels and Lenin, who branded their opponents - political opportunists). The word "opportunism" comes from the English opportunity - "opportunity". This does not mean some speculative possibility of great victories, but a pragmatic momentary tactical possibility of a small victory. The opportunists are not Oblomovs or owners of bakeries. These are active inventive people, passionately desiring 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 an illustrative example that demonstrates this difference.

Example 1. Territorial development of a bank: strategist and opportunist
The strategic bank is planning its territorial development. Consultants are being hired (best of all, of course, McKinsey). Consultants conduct marketing research. Based on the results of the study, a presentation is created. It presents graphs of saturation of the needs for banking services in various regions of Russia. Then criteria are distinguished: “on the first horizon we go to million-plus cities”, “on the second horizon…”, “on the third horizon…”. The president of the bank brings to the board of directors a map of Russia, on which flags are placed. It goes without saying that the best regional strategy is to buy a successful regional bank. The directors gather around the map and enthusiastically discuss the victorious military campaign.

Geographical strategy must be aggressive, large-scale, and captivating. Otherwise it is not a strategy.

An opportunistic bank does not plan its geographical 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, yes, and in this case the eyes light up), 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 away clients - and the chairman, of course, cannot miss this opportunity, and therefore immediately agrees with Igrek on opening a branch in Penza. And then it turns out that the bank's CIO is originally from Novosibirsk and has many acquaintances there. He talks about how fast business is developing in Novosibirsk and mentions that his uncle is financial director a large Novosibirsk company, which can be persuaded to go to a bank for service. And, you see, a branch has already appeared in Novosibirsk. And then a completely “leftist” possibility turns up: a building in the center of Donetsk becomes the property of the bank. The chairman instructs 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 approach a map showing the branches of an opportunist bank, and you see an absolutely illogical, unsystematic and ugly picture: the branches are poked as God puts it on your soul. Whether it's a map of branches of a strategist!

Terrible, right? Is it possible to talk about such an opportunistic territorial strategy in at least one business school? Only a heretic modern management able to do so. Well, it would be nice to formulate a beautiful strategic thought: "We go to the regions following our customers"- this is beautiful and even original ... But how to weave the Novosibirsk uncle of the IT director into this picture? Or an acquaintance on an airplane with a Penza banker? Maybe formulate a principle "People Before Strategy"? It's beautiful too. And strategically. But then the house on the main street of Donetsk had nothing to do with it ... But it’s a sin not to take advantage of such a tempting opportunity: location is an essential factor at the stage of promotion ...

. ECOPSY Consulting is a consulting company founded in 1988 by professor of psychology Vladimir Stolin. Its name is formed by a combination of the words "Economics" and "Psychology". In 1991–2001 ECOPSY was affiliated with international company RHR International and was called A-H-A International ECOPSY. I myself joined ECOPSY in 1989 and in 2005 became a partner and CEO. ECOPSY specializes in management and HR consulting. From 2006 to 2009, ECOPSY ranked first 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 the names and names of companies 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 is ECOPSY, and the names of those of my current and former colleagues, on whose developments I rely in my story, are directly indicated.

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Mark Rozin

Success without strategy. Flexible management technologies

Interpreter A. Kalinin

Project Manager E. Gulitova

Editor V. Podobed

Technical editor N. Lisitsyna

Correctors E. Chudinova, M. Savina

Computer layout K. Svishchev, M. Potashkin

* * *

Introduction

In the early 2000s me and my colleagues from ECOPSY had the opportunity to visit all aluminum plants and evaluate key executives using the method of in-depth executive assessment. One of the plants 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 leaders can be found throughout Great Russia, at all regional manufacturing enterprises). Shortly after our visit, Australian Jack Heiner became the general director of the plant. He was the most educated, sweetest, most intelligent man who did not speak Russian. The experiment, frankly, 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 domineering hand and manage in the traditional Russian authoritarian manner?

If fifty-year-old production men were imbued with the ideas of Western management, then what can we say about young boys and girls who came to work in Western companies as salesmen, secretaries, translators, looked at their expat bosses, studied, made a career very quickly, became bosses themselves, and then they went to top positions in Russian companies! Of course, for the rest of their lives they became followers of the True Teaching about effective company management and got used to the 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 ability, helped him to take root.