10 PRAVILA PROMENE Ivanka Novaković direktorka i glavni konsultant agencije ProConsulting i Biljana Ždrale, direktorka i Sales Development Expert konsultantske firme Egg, unapredile su poslovanje kompanije Textil u oblasti menadžmenta i komercijalnih procesa. Svoje bogato višegodišnje iskustvo uobličile su u deset jednostavnih saveta kako dugoročno poboljšati poslovanje. Od uspešnih treba učiti. Ukoliko želite
Hotel u boji. Pantone hotel. Kompanija Pantone svoje iskustvo sa bojama pretočila je u jedan sasvim poseban hotel u Briselu. Radi se o hotelu Pantone koji ima sedam spratova, a svaki je dekorisan drugačijom paletom boja. Lobi hotela, baš kao i terase na krovu, estetski je povezan sa okolinom, dok su sobe prava mala umetnička dela. Beli zidovi su u funkciji slikarskog platna i na njih su aplicirani elementi živih i kompatibilnih boja. U svakoj sobi je postavljena fotografska instalacija, renomiranog fotografa Victora Levya koja uključuje spektar jarkih boja. Kako je Pantone jedan od svetskih lidera u području kolorita, jasno je da se radi o vrhunskom proizvodu, koji koncept putovanja diže na jedan viši nivo.
Pantone company has turned its experience with colors into a special hotel in Brussells. Every floor is decorated with a different color palette. The hotel foyer, just like the balconies on the top, is aesthetically connected with the surroundings, while the rooms themselves are small masterpieces. White walls function as canvas where elements of vivid and compatible colors are applicated. There is a photographic installation in each room, the work of a renowned photographer Victor Levy, including the spectre of lurid colors. As Pantone is one of the world leaders when
it comes to colors design, this is unambiguously a high-end product, which elevates the concept of travelling on a higher level.
-8-
11
da i vaša kompanija postane uspešna i moderna poput Textila, sledite ove savete: 10 RULES OF CHANGE Ivanka Novakovic, general manager and main consultant for Proconsulting Agency, and Biljana Zdrale, general manager and Sales Development Expert for Egg Consulting Company, promoted the bussiness of Textil
12
company in the field of management and commercial processes. They shaped their rich year-long experience into ten simple bits of advice which can help you to promote your business in the long run. One should learn from the successful. If you wish your company to become as successful and modern as Textil, you should follow these rules:
13
Vizija željenog budućeg stanja The vision of the desired future state
Svest o trenutnom stanju Awareness about the current state
Vrednosna definisanost Defining values
Kako želite da vaša kompanija izgleda u budućnosti? Što je ta vizija preciznija lakše je naći put do njenog ostvarenja. Prilikom “maštanja” sopstvene vizije važno je da se ne ograničavate trenutnom situacijom niti u jednom njenom aspektu. Textil je započeo ostvarivanje svoje vizije u prvim mesecima svetske ekonomske krize. What do you want your company to look like in the future? The more precise your vision is, the easier it is to find the way to its fulfillment. While you “fantasize” about your vision, you should not restrict yourself by the current situation in any of its aspects. Textil started with the fulfillment of its vision in the first months of the world economic crisis.
Svest o svim aspektima trenutnog stanja je neophodna da bi se napravio realan plan ostvarenja vizije. Bez tog realnog susreta „oči u oči“ sa svim aspektima situacije iz koje polazimo sapleli bismo se već iza prvog ćoška. Balans onoga čemu težimo i svesti o svakom trenutku u kome se nalazimo je neophodan da bismo svakog dana kanalisali svoje aktivnosti. The awareness about the aspects of the current state is essential in order to make a realistic plan of vision fulfillment. Without this realistic encounter “eye to eye” with all aspects of the initial situation, we would come into problems after the first couple of steps. The balance between what we strive for and awareness about each moment we are at is necessary for us to channel our activities every day.
Ostvarenje ciljeva promene velikim delom zavisi od vrednosti koje boje tu promenu i svakodnevni rad na njoj. Prave vrednosti rezultiraju dugoročnim rezultatima i zadovoljstvom svih strana u procesu. Pogrešne vrednosti mogu da obezbede brze i kratkotrajne rezultate od kojih se posle teško „oporavljamo“ i nikad ne postignemo ničije zadovoljstvo. Achieving the aim of change greatly depends on the values which color this change and our daily work on it. The real values result in long-term effects and the satisfaction of all parts in the process. Wrong values can only provide quick and short-term results which are difficult to recover from and which don’t lead to anyone’s satisfaction.
16
17
18
Brzina prelaska sa starog na novo stanje Quick transition from the old to a new state
Istrajnost Perseverance
Spremnost na gubitke The readiness to lose
Što pre završimo sa starom praksom i pređemo na novu praksu promena se lakše sprovodi. I to bukvalno. Danas je važio stari način rada od sutra važi novi. I nema repova. The sooner we finish with the old and start implementing new practices, the easier it is to introduce changes. Literally. Today we do it the old way, but we start with new ways tomorrow. There is no turning back.
Ne prođu svi sve faze promene. Ne dođu svi do ostvarenja svoje vizije. Ono što razlikuje jedne od drugih je istrajnost. Svaki dan, korak po korak, rad ka onome što želimo da postignemo. Nemaju svi snage za to. Ne dođu svi do svog cilja. Not everyone undergoes all phases of change. Not everyone sees their vision come true. Perseverance is what makes a difference. Every day, step by step, work to achieve what you want. Not everyone has the strength for this. Not everyone achieves their aims.
Ni jedan ulazak u promenu nije posut ružama. Ko nije spreman na trnje bolje da se ne upušta u ovu avanturu. Gubici su očekivani, najčešće u ljudstvu. Nisu svi vaši zaposleni spremni da prate promenu. I za vas i za njih je bolje da što pre napuste vašu posadu. There is no road to changes that is covered with roses. Those who are not ready to see thorns should not embark on this adventure. Losses are expected. Most frequently in staff. Not all your employees are ready to follow this change. If this is the case, it is better for them to leave, as well as for you to let them.