The Era of the “Natural Idol” Summer is slowly coming to an end, at least as far as the traditional holiday season is concerned, and things are definitely coming to a close. It’s a time when business decision-makers take stock, and, although we are officially in the middle of the year, somehow, the autumn market relaunch is a kind of end-of-year start for many managers. Many times we thought we were living the strangest year in this respect, and then the pandemic rewrote the rules of strangeness forever. But if anyone thought that, as a manager, there would be no greater challenge in the perio ..read more

Crisis, War, Strategy: Changing Strategy (Part 1) The re-production of strategic objectives in companies has begun. One could have known that after the COVID-19 crisis, companies at all levels would be forced – of course, some would start on their own every 3-5 years – to define new goals, as people’s mindsets had been completely transformed and the change was by no means short-lived or even temporary. But not many people expected that all this would be compounded by a war that would take place in modern civilisation, creating an inflationary, recessionary environment the likes of which modern ..read more

Spy Game (part 1): Selection-focused talent management Some of my favourite films of my childhood were the Cold War-era spy stories that pitted agents of extraordinary skill and knowledge against each other in quiet, sometimes brutal, battles. An indispensable scene in these films was the introduction to how these super-powered would-be spies were recruited into the CIA or the KGB. In each case, thousands, tens of thousands, of the most suitable candidates were selected and given really serious, tailor-made training for the job at hand. One thing was certain in this system: the best of those s ..read more

Strategic Trends: Premium vs mass (Part 1): The rich who don’t spend their money So much strategy has been written about premium vs crowd and their ability to pay. There is thoughtful analysis of their behaviour, spending habits, and how both are changing. There is also a special focus on what happens to these two polar opposite groups of buyers in times of crisis, and obviously a special topic now in the post-pandemic era. But all the writing discusses the fact that there is actually a division of places and that everyone has to accept whether they are currently part of the premium or the mas ..read more

We’ve already discussed why it’s so hard to change, even if we know exactly as a businessperson that development is inevitable. But there are types of business decision-makers for whom it is natural to have to break tradition from time to time, rethink their activities, and develop new directions. They are the ones who take the saying seriously that “we are either moving forward or backwards, but we cannot stay put”. This perception will be the key to success in the years to come. Forced change Many people talk about ‘change’ as if the word itself clearly refers to the crisis. We have already ..read more

For many, strategic advice is still an “elusive” activity, and there are many misconceptions and misconceptions about it. This is primarily the fault of the profession itself, since it is well known that once a company has “burned itself” with a consultancy, it loses confidence in strategic consulting. In the last two decades this has been a serious problem for those with real expertise in the profession. In addition, advice alone is no longer enough for clients, who know that it is easy to talk big, clever talk – or at least talk big, clever talk – but that success requires implementation, pu ..read more

If we need a motto for Supporter decision-makers, the most appropriate versions all cluster around immutability. After all, this type can put a lot of energy into the business, they do the most work, and all their success is down to hard work, constantly learning processes so that they can then routinely bring them in over time. Not surprisingly, then, if we want to identify the personality type for whom a major crisis is a minor horror, we have to go with the Supporter. Many people are also concerned about what the managers of businesses that have emerged from the pandemic will do now that th ..read more

For companies, development has always been vital. Progress is measured in many different ways, but there are also clear objective common denominators. There are those who are proud of the growth in the size of their organisation, those who focus on the revenue growth achieved by the company, and those who are interested in profit. In fact, there is a growing perception that a business owner, and therefore obviously the management employed by the owner, is clearly focused on the growth of the owner’s particular wallet. Different considerations These are at least objective, measurable developmen ..read more

The Expert type’s way of thinking about development is very clear and objective: you have to develop throughout your life. They need to expand their knowledge and professionalism, and age cannot stop them. Because they concentrate on a specific professional field and become true experts in it, they build up their own systems to maximise their potential, but a crisis can still present them with serious challenges. After all, the system that is already in place may not work as well as it used to. In this situation, they have two options: either they rush in and try to find ad hoc solutions to th ..read more

A fundamental characteristic of Ruler leaders is that they like to show off their status and power, which they are quick to express to the outside world. They also like to show off more than they actually are. It is not surprising, then, that when they talk about development, they see development in terms of revenue, market share, and, if they are proud of the sector of the economy they believe has the right image, in dominating it. General Ruler principles For a very long time, the whole business world has been influenced by the mindset of Ruler leaders. Most success books and business litera ..read more