The topic of today’s discussion is how much the implementation of national projects depends on those who execute it directly, how to train the best management personnel and use their potential, and how best to scale the results with other branches of management and the country as a whole — Alexander Ivlev, Country Managing Partner for Russia, EY.
At every development stage of this project, we were faced with the fact that if we do not take time to train our personnel, provide high-quality training at every stage of the project, then we will not manage to launch the project altogether — Aleksey Kozhevnikov, Senior Vice President, Russian Export Center.
The regional rating indicates, among other things, how efficiently teams work and implement the changes necessary to improve the business environment and climate. The government is also paying attention to how well trained <...> the personnel is. In 2018, an educational programme was implemented to develop regional teams. The programme was developed based on the best world practices and the Russian experience in developing management resources — Alexander Ivlev, Country Managing Partner for Russia, EY.
We are faced with the reality that without education, acceleration and staff training, we cannot implement a single project or initiative. This is why WorldSkills was created. This is a movement that appeared in the sandpit, as they say, with an alternative model for training personnel for intermediate vocational education, and it turned out to be very popular and genuinely effective. This movement is gaining momentum — Svetlana Chupsheva, Chief Executive Officer, Agency for Strategic Initiatives.
The greatest value of training is being in a community and sharing ideas. The most important thing is not even what you hear from coaches, teachers and lecturers, but what is happening beyond the classrooms and auditoriums. Networking, ideas, communication, meeting new people – all this helps to form a completely new vision on interaction — Vadim Zhivulin, Deputy Minister of Economic Development of the Russian Federation.
For the first time, we have a team where business meets regional and municipal authorities, directors and deputies <...> In this team of five people, when they first sat down at the table, some did not even speak to each other because they were not friends or like-minded thinkers. The head of a town’s core enterprise, for instance, disagreed with the mayor because he was reducing the enterprise and laying off staff; the regional authorities often fail to understand the municipal authorities, and they may even be competitors as is often the case. And in terms of communication, in the first module no one talked, in the second they began whispering — Irina Makieva, Deputy Chair, State Development Corporation "VEB.RF".
Technological breakthroughs and the implementation of ambitious projects such as those outlined by the President in the national projects, are impossible without human capital. But here is the paradox: when you look at the structure of the financing for 12 national projects worth 26 trillion roubles, development of human capital is the least supported element, with only 4.5 billion, and we are once again underfunding the education system and human capital development <...> Investing in personnel is always expensive, and we must accept that. If we are serious about creating comfortable conditions for people and preparing strong and competent professional leaders, then we need to do it. Then we need to adjust our financing to these priorities — Svetlana Chupsheva, Chief Executive Officer, Agency for Strategic Initiatives.
We can identify certain problems. Say a management team arrives <...> they all get together and are distracted from their work. You have separate training for SMEs, training for export, management issues, etc. So why not combine it all in one module? Why come for two weeks, well-prepared, think it all through systematically, create training programmes and complete the programme as a complex? They would be getting more systematic training and spending less time away from work — Sergei Chebotarev, Minister of North Caucasus Affairs of the Russian Federation.
Today the problem is more export-related. We have 1%, even less than 1% of Russia’s companies that export their produce. The number is actually 0.7% With an average of 5–7% in developing countries, we are not just 10 times under the benchmark, we are not just 10 times behind some target – we are 10 times below the minimal level we should be at. This is of course an indication of what our entrepreneurs are like, the quality of our services and the people who do it all — Aleksey Kozhevnikov, Senior Vice President, Russian Export Center.
If we say we need to change the way we manage national projects following the export example, then we need to work on our HR from the top, from the people who make decisions and carry them out at regional and federal level, and in our international segment — Aleksey Kozhevnikov, Senior Vice President, Russian Export Center.
To meet the objectives set out in the national projects, we need to change how we work and restructure government. And this is one of the positive challenges the national projects offer, they make us – the government – change. If we continue to work linearly, we will never meet our objectives. As we discussed yesterday at the plenary session, allocating funds is not enough, spending the money is not enough. We need a result, and this drives the entire government system to change — Vladimir Solodov, Chairman of the Government of the Republic of Sakha (Yakutia).
We launched university 2025, an open platform which creates individual tracks for our students, helps accelerate projects, form teams and upgrade the deficit areas and competencies which leaders in technology entrepreneurship need — Svetlana Chupsheva, Chief Executive Officer, Agency for Strategic Initiatives.