Kitabı oku: «Meaning Based Management and Ideology»

© Evgen Klochkov, 2024

ISBN 978-5-0064-6889-4

Created with Ridero smart publishing system

Introduction

“The world is not ruled by words and laws, but by signs and symbols.”

What factors contribute to success in business? This book reveals how an organization’s ideology can be a key factor in achieving business success. I illustrate how meanings can facilitate the transformation of an ordinary team into a cohesive entity, and how beliefs can serve as a driving force in achieving objectives. I illustrate how a comprehensive definition of overarching objectives and a transparent articulation of values can motivate employees to achieve new heights and become a pivotal element in business success.

This book is intended for executives, entrepreneurs, and managers seeking innovative strategies for building an efficient and profitable company over the long term. You will gain insight into how meanings and beliefs can propel you to the next level. This book serves as a personal guide and practical instruction manual. This book provides practical tools and techniques for implementing ideological principles in your business. You will learn how to develop a clear ideology and implement it to achieve optimal results. I will demonstrate how an organization’s ideology can significantly influence its business strategy and how it can be leveraged to gain a competitive advantage.

I will present to you a practical model that I have been utilising for many years in my business projects. This model will enable you to rebuild your organization, placing the principles, values, and ideas that form the basis of its structure at its core. In this case, while the organization will remain externally the same, it will be internally transformed into something new, with a completely different potential and opportunities.

Before I begin, I will provide some context about my own experience to illustrate the circumstances that prompted me to seek solutions. I will outline a number of straightforward yet highly significant concepts, namely responsibility and the planning horizon. Without this foundation, it will be challenging to build a high-level organization that is not only invulnerable but also anti-fragile. We

will transition from philosophical concepts of mission to tangible, operational business tools, including processes and job descriptions. We will explore the intrinsic link between these elements and how a company’s mission provides a foundation for all activities. Let us begin.

I am a staunch proponent of these concepts and do not align with the perspectives of those who have not encountered the circumstances they describe. When a person discusses business, I always look to gain insight into their experience in the industry by reviewing their biography. If he lacks experience in commercial structures but offers consultancy, his advice may be valuable but is unlikely to reflect reality, particularly in the Russian context. While other areas of knowledge may operate differently, in business, where I have spent over 20 years, this approach has proven effective.

Please allow me to provide you with some background information about myself. I began my career in sales at the entry level and started as a salesman in a small Canon store. After three months, I was recognized as a promising member of the sales team and presented with an award at the Hollywood Nights club in St. Petersburg, a memento I still retain. Six months later, a conflict arose between the owner and the manager, resulting in the entire sales department being forced to seek alternative employment. My subsequent position was with an automotive products company. I enjoyed the sales role, particularly the personal sales and negotiation aspects. I was keen to pursue a career in this field. Over time, I had the opportunity to work with some of the most accomplished professionals in the field, which allowed me to gain valuable insights and expertise. I gained my experience through hands-on learning. It was challenging, but always engaging and driven. One of my mentors once informed me that at the age of 25, he had already assumed the role of commercial director, and that I would have approximately a year and a half to reach that same level. A few months before my 26th birthday, I was appointed Commercial Director of a small St. Petersburg company that was part of a large logistics holding company. In 2006, I was engaged in high-risk driving in a sports car with street racers, attending the most exclusive nightclubs, and the bartender at a popular bar on Nevsky knew me by sight and would inquire about my usual drink order. For an individual who had departed from the confines of a military academy four years prior, this represented a notable achievement. At least I was not aware of any other individuals who had pursued a comparable career trajectory.

During the summer months, I utilized my sports car to navigate to Crimea, with a subsequent transit through Moscow. Moscow made a significant impression on me, particularly in terms of its sheer scale and pace of operation. I came to the realization that my life would never be the same and that I would have to relocate. It was a decision with no clear destination and no guarantee of success. I was forced to relinquish my vehicle and all my personal belongings. I required funds for the relocation and, for the first time in Moscow. It was unclear how long this initial period would last. On September 26, 2006, at 7 a.m., I was at the Leningradsky station in Moscow, calling newspaper ads for renting an apartment. Indeed, the advent of the internet, mobile phones and property search platforms has transformed the way we search for and rent properties. At the time, renting an apartment in Moscow was a challenging process. I viewed the first apartment in the afternoon and the second in the morning at 11 a.m. I was fortunate that the second option proved to be a suitable match for my needs, despite the landlord’s reluctance to negotiate. Despite the lack of a bed due to the apartment’s recent construction and incomplete furnishing, I accepted the offer. I was without accommodation and required to purchase an air mattress and other necessary items at Mega Mall. However, this did not present a problem as I was able to establish myself in the capital city.

After a period of approximately six weeks, I secured a position in the sales department of an advertising company. Six months later, colleagues from my former company in St. Petersburg, which handles automotive products, contacted me and offered me an interview for the position of “Sales and Marketing Director” at their Moscow headquarters. The following year, I assumed responsibility for the automotive products division of the company, where I had previously served as a branch manager five years earlier. However, I remained unconvinced that even such a position and such an income would allow me to truly establish myself in the capital. The cost of real estate was prohibitively high, and there were no prospects of purchasing it. At that time, there were no full-fledged mortgages available, and my parents frequently inquired about my plans to settle down, get married, and purchase an apartment. In general, I decided to move on, and on an ad I came to a somewhat mysterious organization occupying a whole entrance of a residential building on Leningradsky Prospekt.. They were looking for a sales director for Italian VIP helicopters. After a series of meetings, I accepted the position and joined in a unique office. My desk was very similar to the desk of our President. Well, at least the one we see on the news.

The process of becoming familiar with the products was akin to navigating a parallel reality. AgustaWestland helicopters in VIP configuration, in collaboration with the Versace fashion house. All of this was a truly remarkable experience. I had the opportunity to travel to Milan to visit the AgustaWestland factory, attend aviation exhibitions in Europe, and participate in private events in Moscow. Everything would have proceeded according to plan had it not been for the global economic downturn of 2008.

In September 2008, I signed the first Letter of Intent for the delivery of a VIP helicopter with a client. This was while sitting in his office, with a large plasma screen displaying market quotes on the wall, showing a sharp decline. The client indicated his intention to sign the agreement, but requested a one-week delay in the money transfer to allow for further consideration. As a result, the contract was not executed. I was able to finalize my first deal a year and a half later. It was a one-of-a-kind transaction. Firstly, this was the first time that Italian manufacturers had sold this particular model of helicopter in Russia. Secondly, the financing was provided by a large Russian bank. Despite the signing of the sales contract on

December 29, the top management of my company, who resided primarily in Israel, remained unconvinced until the last minute. However, I was aware of the established procedures and the imminent conclusion of the financial year. Therefore, it was necessary to proceed with determination. The upper management only demonstrated confidence once the initial payment had been received in the settlement account on the morning of December 31. Additionally, I engaged in a distinctive negotiation with the Ministry of Emergency Situations, which later resulted in a transaction for Dmitry Anatolyevich. At that time, he held the most senior position in our government. Subsequently, a series of events and transactions occurred.

Despite the assurances from my Israeli managers that I would be rewarded financially for my achievements, I was ultimately disappointed. I was required to negotiate my commission on a piecemeal basis. Ultimately, I determined that this situation was untenable. While the project’s prospects are clear and it is gaining momentum, there is no financial compensation in place for my contributions. I have accepted an offer from a Swiss business aviation company that operates private jets. It later came to light that two-thirds of the company’s clientele are ultra-high net worth individuals from Russia, and the company is truly legendary.

My first task at the company involved a complete clean-up of the office, which was infested with unscrupulous rodents and had a reputation for petty theft. I arrived at the office to find it empty, with the exception of the secretary, who was finishing her last day. I began from the beginning. In just three years, my office achieved results that surpassed the most successful years in the history of the Moscow office. Consequently, for three consecutive years, we were named the best brokerage company in Russia. In the fourth year, we were also selected as the “Best Foreign Business Aviation Company.” This was my final year in the role of Managing Director and as an employee in general.

I established a company, ANG Intellectual Bureau, with the objective of acquiring crisis management firms, implementing a restoration plan, and subsequently selling them. I had considerable experience in crisis management. Six months later, I updated my profile to reflect my expertise in strategic consulting, ideology consulting, and meaning-based management. It proved to be a much more engaging venture. However, I chose to pursue further opportunities and expanded my portfolio to include luxury real estate. Upon observing a Bentley automobile in Sevastopol, it became evident that substantial capital had arrived in the region, and the trajectory of its development became apparent. The entire region will undergo a comprehensive restoration and revitalization effort, returning it to the exemplary standards of a modern health resort and resort as it once was during the Soviet era. I selected Crimea as the initial point of operation and a testing ground for my hypotheses. Six months later, the portfolio of 360 properties had reached a billion rubles in sales value. By a couple of years later, our portfolio included several distinctive properties, each costing a billion rubles, with an average property value exceeding 100 million rubles. After four years, the company was selected as a nominee for the national competition in the category of “Best Luxury Real Estate Agency.” A couple of months later, it added unique properties from Dubai and Turkey to its portfolio. During my next visit to Crimea, one of my top brokers at “360 FLAT” proposed a joint venture in the VIP tourism sector in Crimea, which I accepted. As a result, the project on VIP tours in Crimea, Tavrida Trip, was launched, and the employee became a partner. Subsequently, one of my senior managers at 360

FLAT proposed the concept of establishing a concierge service in Crimea. The region is distinctive, the potential for growth is significant, and there are numerous complexities. There will always be a need to provide leisure opportunities for VIPs. This is how the Tavrida Prime project came to fruition, resulting in yet another salaried employee becoming a partner.

In my professional endeavors, I have consistently inquired as to whether there might be a more efficient, expedient, or superior approach to achieve the desired outcome. I am committed to ensuring that time and resources are used efficiently. I have consistently sought out more precise and effective tools to enhance my performance. Upon relocating to Moscow, I completed all the training modules in the field of NLP within two years, earning the international certification of Master Practitioner in the Science and Art of NLP. This knowledge and expertise have positioned me at the forefront of negotiation and influence. The difference was evident almost immediately. I subsequently obtained an MBA in Political and Business Communications and a Doctor of Business Administration (DBA).

In every class and every hour spent at the desk, I attempted to assimilate and transform the material into a tangible, workable tool.

If a lecture was not clear or relevant, I had the option to leave. Furthermore, I was not particularly interested in the opinions of teachers who were not up to date with the latest developments in the business world. My objective was to learn how to apply my knowledge in order to make my business more effective and profitable. I subsequently came to the conclusion that I wished to oversee the business on a strategic level. The operational aspects of the business became straightforward and uninspiring.

I chose to pursue a career as a manager of managers. Over time, I was tasked with developing meta-strategies, conducting long-term planning, and influencing at the meta-level. It took approximately four years to develop not only principles but also concrete, practical tools to become the leader of leaders. In other words, the role of a manager of managers is to create meaning for highly competent and intelligent individuals with strong energy and charisma, for those who oversee entire teams and possess unique long-term experience. I have over 20 years of personal experience in this field, including seven years spent in a managerial role at an advanced age, and have encountered questions that the vast majority of people do not even consider.

If you are in that 0.1%, then we can proceed to the next stage.

The information you read next is likely to provide valuable insights. You will have access to a technology that is highly effective and can be easily applied, while also being simple and logical because it is based on the laws of nature and evolution.

About ideology

Ideology (from the Greek ιδεολογία, from ιδεα (“prototype,” “idea”) and λογος (“word,” “reason,” “doctrine”) is the doctrine of ideas.

The term “ideology” first appeared in the 18th century, introduced by the French philosopher and writer Etienne Bonneau de Condillac. In his book, On the Spirit of Laws, he defined ideology as a science of thinking that studies the connections between concepts, language, and society. In the following years, the concept of ideology gained significant traction and was used to describe a system of ideas, beliefs, and values that drive specific political, economic, or social outcomes.

In this book and in my role as a mentor, I am defining ideology as a set of higher values and ideals about the meaning of life that motivate individuals and societies to act. I am most aligned with the concept of ideology when it is derived from the word “ideal” rather than “idea.” An ideal represents the pinnacle of goal-setting in human activity and development. The ideology under consideration in this paper is a set of specific private ideals as values. An entrepreneur who successfully combines their idea with the highest ideals of society and fulfills the necessary function at the optimal time and place is destined for success. Formulate your business ideas in alignment with your core values.

“Without the supreme idea, neither a person nor a nation can exist.”

F.M. Dostoevsky

It is surprising to note that despite the commonly held view that humanity is indestructible, it is in fact highly vulnerable due to its dependence on ideas. Ideas, whether political, religious, or business-related, act as a lens through which people view the world, establish their place in it, and select their course of action. These systems become the basis for beliefs that generate emotional and actual reactions in a physiological sense, prompting action.

Consider the religious zealot who is passionate about defending the merits of his faith. Or consider the soccer fan who is unable to accept the existence of any team other than his own. Does this sound familiar to you? This is just one illustration of how ideas can influence our thoughts and actions. The question then becomes: how can we leverage these principles and patterns to our advantage? How can an entrepreneur leverage this ancient technology to their advantage? What is the optimal starting point? To illustrate this concept, I will reference a saying by Antoine de Saint-Exupéry:

“If you want to build a ship, don’t drum up the men to gather wood, divide the work and give orders. Instead, teach them to yearn for the vast and endless sea.”

It provided a framework for consolidating and organizing my thoughts and insights on this subject. However, I began by noting a notable aspect. In the early 2000s, while employed as a sales manager at various retail outlets, I frequently observed a competitive dynamic between representatives of two international sparkling water brands. It was surprising to note that, regardless of the representative, one brand consistently held the advantage.

They had the most optimal shelf space and display, and in general, they claimed to be able to take the second brand off the market altogether. Despite the similar age and income levels of the personnel on both sides, I observed these scenes and could only explain and formulate this situation for myself by noting that one representative is “more charged.” However, I was unsure of the exact meaning and composition of this phenomenon, as well as the most effective means of replicating it in a business setting as a manager.