József Poór, Eric Sanders J., Gergely Németh, Erika Varga (eds)

Management Consultancy in Central and Eastern Europe

Consultancy in a Global Context

14.6.2. Considerations for the Assessment of the Situation

The scientific and development director did not become an owner. However, his idea would have been worth a certain percentage of ownership. Should we see this as something that provides freedom to owners? Or should we give the director some percentage of ownership in order to make him interested?
Which way would we chose? Should we enable the mastermind director to be more suitable to take part in steering a firm or should we see the firm as worth maintaining and get the scientific director out of the game? Can we combine these two approaches?
Generally, we know that inventors and masterminds are not managers, their talent is not in leadership. How should we approach the mastermind?
- We train him in management.
- We entrust the management of development to a director who pays attention to continuous operation, and we make the inventor more passive in the firm.
How can we see the opportunities of changing the behavior of the two problematic directors? What sort of coaching goal should we set for them if we choose this way?
The initial selection of personalities was not very felicitous in this case. Some possible considerations:
- Never bring the inventor into the leadership.
- The selection of persons and the smooth operation of the organization are based on different rationales. Hence the starting period of enterprises till they reach their steady state is a time to survive.
- The owner should control the work of managers from the beginning while their suitability turns out.
- What do you think of these issues?
It happens very often that owners select people from their acquaintances. This is very natural on the one hand, and it rarely happens that the firm starts with managers hired purely from the market. On the other hand, it is worth working out an appraisal system by a consultant to provide a point of reference to be able to adjust to. Feedback can help managers to adjust to each other to determine the needed training and coaching assistance and help owners in changing them if it is unavoidable.
In the above case, the firm was founded upon one scientific idea with a relatively short lifespan. We can experience many similar cases in the CEE countries. Viability depends on whether the creation of marketable content proves to be sustainable. How can we multiplicate the generation of new ideas? How can we enrich the variety of products?

Management Consultancy in Central and Eastern Europe

Tartalomjegyzék

Kiadó: Akadémiai Kiadó

Online megjelenés éve: 2022

ISBN: 978 963 454 704 4

Gazdaság Menedzsment

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