Can you talk about career agility, as well as business agility?

Victor Tudoran, Senior Managing Partener la Queenable
Victor Tudoran, Senior Managing Partener la Queenable

I love the excitement I feel when I have the satisfaction of  helping others.

My way of contributing is to help as many people to get the satisfaction from their business activities. The wealth of a man involves first of all soul fulfillment, the other things coming somehow along the way, as we all have to learn from life. Steve Siebold says: “If you want to become rich, solve a problem. If you want to become very rich, solve a bigger problem. ” I believe in  the idea that there comes an age when you feel the need to give back to society, some of what she gave you. Including through volunteering.

Together with my partners, I support the consolidation and growth of business, offering complete solutions and promoting, above all, agile organizing patterns that are growing in scale, especially in volatile, uncertain, complex and ambiguous environments today. We work with all areas of activity, based on the Balance Scorecard methodology – the client is seen from 4 perspectives: clients, processes, people, financially, using a business model approach similar to the game of checkers (www.queenable. eu). The joy of helping more people have a better life in business makes us offer free of charge the Consolidation and Growth Plan for client companies. We then help implement it by working side by side with our customers. We do not offer consultancy, or rather, we do not provide simple consultancy reports. Working with clients, approaching the company as a whole, gives solidity to the common approach and uniqueness in this range of services.

Working with over 40 companies across industries, we identified a number of key issues, which are quite normal, at about 10 years old, on average, of Romanian business. In fact, Romanian buciness transitiones, in general, from the creative and marketing phases, but breaks or stagnation occurs, just when the transition to the delegation phase should be made, in other words, when  the transition to the work with systems, processes and professional tools should occur. This is the phase in which the shift from purely entrepreneurial work to corporate-type systems is made. It could be said that this passage may be optional, but as in the case of a person, the life of a business has only one direction – before, the stagnation is not an option. This may be one of the explanations of the lack of responsibility delegation systems, inefficiency of performance management, growth stagnation, low productivity, parallel to wage pressure, high staff turnover, under-expected sales, or rising flows.

In the last 2 years I have worked with companies in the financial, IT, industrial refrigeration, debt recovery, medical equipment, printing, real estate, building materials, FMCG, HORECA. Our clients include corporations such as Allianz-Tiriac, Beijer Ref and SMEs.

The added value of collaborations with us means: agile organizations (the new organizational paradigm, more and more present in our country), the introduction of performance management, the sophistication of organizational culture and management styles, professional payroll systems and benefits, the professionalization of sales , the improvement of online marketing practices, the introduction of debt reduction systems and profitable business growth.

I come from from the private environment until 1998, working in energy and FMCG. From that year, I started working in financial corporations, business areas such as sales, HR, training and development, project management, business development and strategy.

Retrospectively, a valuable idea for us all who want a career that involves working with people can be to start, at least with a 2 or 3 year internship in corporations. There are business and life lessons one should learn. .At the start of the day I thought that if a set of systems can be found, as well as well-trained people, business will be successful. After about 28 years of working in the private environment and in corporations, things are very different in the sense that Peter Druker explained: “Culture eats strategy for breakfast.” People, their training and their working relationships, make the difference between success and failure, of course operating on well-established systems consistent with the life of the company. As with humans, there is a perfect time for all – with things inappropriate for the life stage, generally smaller or larger malfunctions occur.

Regarding learning lessons, I remember the opportunity that we had a few years ago, with some colleagues and friends to put into practice in Romania, a model of agile sales organization, at the level of a corporation, a world leader in its area of activity. I was in the position of being able to create a way of differentiating business, designing it and putting it into practice in a traditional market dominated exclusively by classical organizational models. All the memories surrounding this innovative project will remain in my heart, along with the image of my colleagues, who had the courage to take the risk of introducing the new to our market. In just five quarters, the company has come to work with more than 700 colleagues in sales, with a productivity on comparable products equal to the one of the market leader. The feeling of seeing your colleagues working wholeheartedly in what they were doing and their joy given by working in a learning environment, alongside with the confort given by well deserved incomes, is the same: emotions for a lifetime. .On the other hand, we learn from success, but we learn more from failures, as they say. The same corporation would decide at some point the withdrawal from this area of ​​Europe, including from Romania. That’s how I learned from real life, that in the world of big business, companies are selling and buying, doing mergers and breaking apart, closing and opening for contextual reasons. This experience recalls the saying of change, “Change is the most beautiful thing in the world, only if it does not happen to me”

 As it is nice to see a big company building up and your contribution to its evolution, it is painful to contribute in the same way to its restructuring and closure. Being under negative pressure people have reactions of all kinds, the healthy and positive culture of the company is being sprayed, habits of the past reappear, the tension of relationships increases. Sometimes you ask yourself when we are really new – when things are on the natural beast or when they are getting an unwanted turn? The answer can be a complex one, including references in the area of ​​philosophy.

The greatest lesson to be learned in this period is that of humanity, regardless of context. It would be said that it is a lesson told and rejected many times that it is a reinvention of the wheel. In other words, in national culture there are expressions that illustrate this way of seeing life: “leave an open door” “never forget whoever you went to the ball with,” “Be nice to those you meet on the way up because you will meet them on the way down”and so on. It is amazing that we, under negative pressure, sometimes seem to forget about these absolutely natural things and begin to behave according to the idea “resist who can”, thus coming out of the fires of things and forgetting that, no matter what positions we occupy temporarily in career, life will put us sooner or later in front of our former colleagues in either direct or indirect ways.

To our great joy, even today to about 3 to 5 years from these life lessons, we have remained a large number of former colleagues who are still in touch today. It has practically crossed the border of business and true friends have been linked, starting from the difficult attempt that naturally joined us and remaining with the thought  that we first respected and sustained as … people.

Another lesson learned in recent years is to do things you have talents or things you can do. It can be said that this way of seeing things can stifle creativity or contradicts ideas like “what you like and you will never work”, “it is enough to dream and work every dream becomes reality”, etc. However, except the moment when we take the first steps in our career, where we all learn from business and real life, then doing things just because you like it or just because our ego is nourished can generate in the years to come great misconduct . Ideas like “before you do what you like, do what you need”, “when you do not know what to do, do what’s right” can be a much more friendly guide to ourselves. Thus, as we say in a spiritual manner, we will learn from life if we are on our way or not. Peer feedback and career development are high quality teachers. If everything goes smoothly and smoothly means that we have found a possible answer to “Why” in our lives, if not, it means that we will continue our search. When changing the career path, however, a good idea is to rely on what I understand from those around us that they are our talents. If fortunately  the talent corresponds to the pleasure of doing something, of course it is wonderful. If not, we can leave the pleasure for hobbies and maximize the activities for which we are doing, because with certainty, we are all good at something, just to have the chance and the openness to understand what we are good at. As a career perspective, it is possible to say that the purely Romanian business environment is in the childhood stage if we can compare it to our life stages – we learn from others, we learn from our own mistakes, we try to find a place and feel accepted, we put the ego before reason. Comprehensively and critically looking at what is happening to us, with what the hundred-year-old business people do, it can be a direction as frustrating as it is unproductive. One of the first lessons learned from a Swiss man even in the early 1990s was that “it’s important in business to learn to ask for help.” Of course, we have the chance to take on a whole series of up-to-date business models from traditional business models, without going through the trial-error cycle that they have gone through. But everything is important to be adapted to national culture, because as it is known, any business or career idea, however brilliant it would be, and any success it had in other parts, applied ad literam, on a different cultural environment, will give different results and most of the time below expectation. The good news for us as Romanians is that the new organizational patterns of business structures are very well suited to our traditional way of working, seeing and doing, with short stairs without much investment in initial planning. The specificity and advantages of this type of approach in today’s world are in our national culture and, consequently, with the necessary guidance and with the creativity and the characteristic orientation, we can make much quicker steps in increasing the quality of business life and our careers.

Victor Tudoran, Senior Managing Partener la Queenable


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