Biznes Ring is my proprietary cycle of business interviews with Polish entrepreneurs and managers. The mission of Biznes Ring is to create high quality educational content encouraging Polish companies to develop new competences, new management tools and new style of leadership. I talk to business experts who are not afraid to confront even most challenging subjects and are ready to answer even most meticulous questions. In our discussions we point out new solutions for companies that are facing new challenges within their organisations and in their business environments.
A parallel initiative to Biznes Ring is Biznes Ring Mixer – it is an event during which Biznes Ring guests join their forces to exchange their experiences and shape new outlook on what is needed in contemporary companies to maintain their competitive advantage in the times of volatility and uncertainty on their markets.
Agile digital transformation in the company – Grzegorz Perkowski from Infinity Group and Agnieszka Węglarz
Part 1 – Defining the project
This time Grzegorz Perkowski, Chief Technology Officer at Infinity Group is the guest of Business Ring and the subject of our conversation is the digital transformation in the company. Grzegorz combines many years of experience of IT practitioner, business analyst and is an entrepreneur himself, therefore we conduct our discussion from the practical perspective of the owner of a medium Polish business. We are talking about the benefits of a company from digital transformation, but also how to deal with the key challenge of transformation – how to organize it and carry it out in a company that needs to function smoothly on a daily basis.
Part 1: directions of innovations
Previous Business Ring interviews showed that business models of companies have to change flexibly if they are to survive in times of uncertainty and volatility. We talk with Leszek Wolany, a digital expert, about how and in what areas we can innovate in business models.
Guest commentary – Błażej Jurewicz
Part 1 – Price wars and falling margins
- Thesis 1 – lack of market and customer knowledge
- Thesis 2 – lack of competences to build value proposition and to protect margin
Part 2 – Business model elasticity
- Thesis 3 – lack of business model elasticity
- Thesis 4 – lack of business model scalability
- Thesis 5 – knowledge how to expand internationally
- Thesis 6 – lack of business analytics in business model
- Thesis 7 – lack of synchronization between marketing and sales activities
- Thesis 8 – lack of multichannel distribution management skills
- Thesis 9 – lack of awareness of the sale functions
- Thesis 10 – recruitment problem – specialization versus multifunctionality
- Thesis 11 – problem of engaging, motivating and managing talents
- Thesis 12 – lack of skill in building organizational culture
The aim of the first edition of Biznes Ring Mixer is to outline key competences that Polish leaders need to have in order to lead their companies to grow on highly volatile markets and to win in highly uncertain environment – in the era of VUCA.
As indicated in earlier Biznes Ring interviews, the ability to properly commercialise new products and services is one of key challenges on our market. My guests – the Managers of Salesbook – have agreed to share with me the details of how to successfully launch new product based on digital technologies. We discuss in detail what kind of customer information do we need to gather and how do we need to use it in order to prototype a sales application, which in 12 months has gained many thousands of users.
Market saturation and increasing competitiveness in many industries is the reason why simple growth formula doesn’t work any more in case of many companies. Price wars, limited access to resources, increasing costs – these are everyday challenges on our market. How to successfully run a company in such demanding conditions? How to use the knowledge about business modelling to leverage company’s growth? How to transform current business models? These are the main topics of my discussion with Marcin Słomski, Managing Partner in Private Venture Partners.
The digitalisation of the sales process in B2B – Agnieszka Węglarz, Michał Skurowski, Agnieszka Zawadka
High degree of competitiveness implies quick professionalization of sales in Polish B2B. The traditional model of an autonomous sales representative which is responsible for every stages of sales – from lead generation to deal closing – becomes counterproductive.
Professionalization embraces the entire sales process, yet each of its’ stages can be optimised in a different way. The automation of prospecting is one of the leading trends on the path for greater sales efficiency. How can we use digital technologies to leverage sales process, especially its’ initial stages? This is the subject of my interview with CEO and CMO of Livespace, provider of a new generation CRM for B2B companies.
Sales becomes critical business area and undergoes dynamic transformation. Sales system has many elements: strategy, models and processes, competences and people. Changes in the employment market imply new approach to sales people motivation. What are the new concepts in motivating sales teams? What is the potential of gamification in sales motivation? These are the topics of my interview with Paweł Kornosz, the CEO of YesIndeed, expert in sales motivation and gamification in sales.
On a highly competitive, saturated market, sales and marketing are key functions in companies which want to grow. Both in B2C as well as in B2B these functions are undergoing a dramatic change. These changes are inevitable, yet often painful and difficult. My discussion with Angelika Chimkowska, change management expert, focuses on effective transformation of these elements in the company. What is the nature of marketing and sales transformation? How to perform this transformation? These are the topics of our interview.
In the volatile business environment company leaders feel constant pressure – on results, efficiency, growth.
The responsibility they bear is not only a privilege but also a huge challenge. The stress increases when the company enters structural and business changes. How can the leader prepare himself for the up-coming changes, to be more resistant to pressure and stress?