A socially oriented non-financial development institution and a major organizer of international conventions, congress, exhibitions, business, social and sporting, public, and cultural events.

The Roscongress Foundation is a socially oriented non-financial development institution and a major organizer of international conventions; exhibitions; and business, public, sporting, and cultural events. It was established in pursuance of a decision by the President of the Russian Federation.

The Foundation was established in 2007 with the aim of facilitating the development of Russia’s economic potential, promoting its national interests, and strengthening the country’s image. One of the roles of the Foundation is to comprehensively evaluate, analyse, and cover issues on the Russian and global economic agendas. It also offers administrative services, provides promotional support for business projects and attracting investment, and helps foster social entrepreneurship and charitable initiatives.

Each year, the Foundation’s events draw participants from 208 countries and territories, with more than 15,000 media representatives working on-site at Roscongress’ various venues. The Foundation benefits from analytical and professional expertise provided by 5000 people working in Russia and abroad. In addition, it works in close cooperation with 162 economic partners; industrialists’ and entrepreneurs’ unions; and financial, trade, and business associations from 75 countries worldwide.

The Roscongress Foundation has Telegram channels in Russian (t.me/Roscongress), English (t.me/RoscongressDirect), and Spanish (t.me/RoscongressEsp). Official website and Information and Analytical System of the Roscongress Foundation: roscongress.org.

RC personal account
Восстановление пароля
Введите адрес электронной почты или телефон, указанные при регистрации. Вам будет отправлена инструкция по восстановлению пароля.
Некорректный формат электронной почты или телефона
Revolutionary Management Approaches Redefining the Organization of the Future
24 May 2018
16:45—18:00
KEY CONCLUSIONS
New technologies keep changing business conditions at a fast pace

We must recognize that we will live in an ever-changing environment. We are talking about complications, but there have been changes before and they were just as inevitable. They also changed the behaviour of companies and managers. The only thing that was different: they did not develop so quickly — Dmitry Konov, Chairman of the Board of PAO SIBUR Holding.

Customers come to us because we are a global company and we provide the best solutions in the world. We are changing the organization because the world is changing. The world is globalized but it de-globalizes. The digital economy is pushing us towards this. Now there are many different digital worlds, and we have to deal with these differences — ean-Pascal Tricoire, Chairman, Chief Executive Officer, Schneider Electric .

The life priorities system is also being transformed

Today, people who come to us are less motivated by money and more motivated by human values. We’re looking for intelligent, educated people and they have a choice — Sergey Kravchenko, President, Boeing Russia/CIS .

ISSUES
Only a quarter of the companies manage to achieve the changes they expected

When we asked a couple of hundred presidents how they changed their organizations, only 25% said they achieved what they wanted — Eric Labaye, Senior Partner, McKinsey & Company.

Education does not keep up with changes

Skills in knowledge and technology are changing very quickly. For example, the fastest growing business is in the field of cybersecurity. And there is a huge shortage of specialists in this area. For each covered position, there still are ten open ones — Jonathan Sparrow, Vice-President, Cisco Systems Russia and CIS.

SOLUTIONS
The rate for the development and preservation of human capital

Quality of the company is the quality of people. You need to be where the best people work — ean-Pascal Tricoire, Chairman, Chief Executive Officer, Schneider Electric .

How do we treat people who are used to thinking freely and express their opinions? They need to be given an opportunity to cooperate with each other so that the company can move forward and be more flexible — Kevin Ali, Kevin Ali.

Today, the border between an engineer, a programmer and, to some extent a business leader is blurred. Today, we understand that universities do not train the people we need. Boeing invests more than a billion dollars in the internal system of retraining and education of people. This is one of the factors that use to make people to come to us, not Amazon or Google — Sergey Kravchenko, President, Boeing Russia/CIS .

Initially, we were a small springy company. We, of course, grew up. We now have more than 20 thousand employees. We are an IT company with a banking license. Accordingly, we hire IT-staff: developers, designers, testers. Without them we will not get anywhere. For them to stay with us, we must be very flexible — Oliver Hughes, Chairman of the Management Board at Tinkoff Bank.

Active implementation of innovations and digitalization

Over the past 15 years in terms of volumes SIBUR increased by 3 to 4 times. In terms of the number of employees we decreased by the same 4 times. We consistently applied everything that improved our organization — Dmitry Konov, Chairman of the Board of PAO SIBUR Holding.

In the one hundred and first year of existence, we did what others did twenty years before us: we became a service company. We now sell airplanes or military equipment as a service offer. The company dreams of going digital. We put digital transformation on top — Sergey Kravchenko, President, Boeing Russia/CIS .

What you learned 20 years ago at the university still remains relevant. But you need to develop daily. This is part of the success of the company and your personal success. We must be innovative and apply these innovations in our work — Borge Brende, President, Member of the Managing Board, World Economic Forum.

The material was prepared by the Russian news agency TASS