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Publication 20 years of Delta Holdinga

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Svetska praksa prilagođena<br />

lokalnim uslovima<br />

<strong>Delta</strong> Holding najveći zamah u svom poslovanju dobio<br />

je na Istoku, na ruskom tržištu, ali tehnologija i principi<br />

organizovanja Kompanije - učeni su ili kupovani na Zapadu.<br />

Stav Deltinog menadžmenta bio je i tada da je tehnologija<br />

razvijenog zapadnog sveta nešto bez čega ni Srbija, ni <strong>Delta</strong> ne<br />

mogu da krenu napred. Takav stav u javnosti je proklamovan<br />

kao princip <strong>Delta</strong> <strong>Holdinga</strong>, a u okvirima Kompanije - gde<br />

je menadžment imao direktne ingerencije - ovo pravilo<br />

primenjeno je i u praksi. Iskustvo i specifičnost preduzetničke<br />

vizije <strong>Delta</strong> <strong>Holdinga</strong> i u ovom primeru doneli su jedno bitno<br />

ali. Smatralo se da superiorna svetska tehnologija nije sama po<br />

sebi dovoljna za uspešno poslovanje. Sva znanja moraju biti<br />

prilagođena lokalnim uslovima i principima i uključena u realno<br />

stanje na konkretnom tržištu.<br />

Nije <strong>Delta</strong> bila usamljena u ovakvom stavu. Primer banke Intesa,<br />

koja je <strong>20</strong>05. godine preuzela <strong>Delta</strong> Banku, pokazao je kako<br />

giganti svetskog biznisa uvažavaju speficičnosti lokalnih tržišta.<br />

Intesa je dostigla prvu poziciju među bankama u Srbiji tako<br />

što je zadržala veći deo postojećeg menadžmenta <strong>Delta</strong> Banke,<br />

istovremeno inkorporirajući vodeću bankarsku tehnologiju i<br />

znanje. Prožimanje italijanske (svetske) tehnologije i domaćih<br />

(srpskih) specifičnosti dalo je pravi rezultat. Bilo je to, naravno,<br />

i veliko priznanje kadrovskoj politici koja je u <strong>Delta</strong> Holdingu<br />

vođena.<br />

I <strong>Delta</strong> Maxi je, na putu do pozicije tržišnog lidera u zemlji i<br />

regionu, obilato koristio strana iskustva. Nekada se učilo kroz<br />

posete stranim maloprodajnim lancima, u drugim situacijama<br />

u Beogradu su angažovani strani stručnjaci. I u jednom i u<br />

drugom slučaju iskustva nisu preuzimana nekritički, jer to ne<br />

bi dalo očekivane rezultate. Da bi Maxi postao najbolji u svojoj<br />

industriji, zapadna tehnologija kombinovana je i prilagođavana<br />

domaćim uslovima. Zbog svega navedenog, u <strong>Delta</strong> Holdingu se<br />

kao jedna od najčešće izgovorenih može čuti rečenica: ”Najviše<br />

smo naučili u radu s inostranim partnerima”.<br />

// 66<br />

<strong>20</strong> GODINA YEARS<br />

PRVI SKOK 1991/<strong>20</strong>00. THE FIRST LEAP 1991/<strong>20</strong>00<br />

International practice<br />

adapted to local conditions<br />

<strong>Delta</strong> Holding gave the greatest impetus to its business in<br />

the East, in the market <strong>of</strong> Russia, while the technology and<br />

company organization principles were assimilated in the West.<br />

The <strong>Delta</strong> management standpoint was then and has remained<br />

until today that without the technology <strong>of</strong> western developed<br />

countries both Serbia and the company could not move forward.<br />

It has been communicated to the public as a principle within<br />

the company and wherever company management had direct<br />

authority, and that rule has been applied in practice. Experience<br />

and the specific entrepreneurial vision <strong>of</strong> <strong>Delta</strong> Holding have in<br />

this example brought only one ‘but.’ Many thought that superior<br />

global technologies alone were not sufficient for successful<br />

business. But all knowledge must be adapted to local conditions<br />

and principles and included in the reality <strong>of</strong> the situation in the<br />

particular market.<br />

<strong>Delta</strong> was not alone when it came to taking that view. The<br />

example <strong>of</strong> Banca Intesa that in <strong>20</strong>05 took over <strong>Delta</strong> Bank<br />

showed how the world business giants appreciate the specificity<br />

<strong>of</strong> the local market. Intensa Sanpaulo has reached the top<br />

position among the banks in Serbia because it kept the majority<br />

<strong>of</strong> existing <strong>Delta</strong> Bank management staff on one hand and<br />

on the other incorporated leading banking technology and<br />

know-how. The penetration <strong>of</strong> Italian technology into Serbian<br />

specificity gave the right result. It was, <strong>of</strong> course, a great<br />

recognition for the personnel policy pursued by <strong>Delta</strong> Holding.<br />

And <strong>Delta</strong> Maxi as well has extensively used foreign experiences,<br />

on its way to taking the position <strong>of</strong> the market leader in the<br />

country and the region. In some cases people were taught by<br />

visiting foreign retail chains, and in the other, foreign experts<br />

were engaged to come to Belgrade. But in either case, the<br />

experiences were not taken on unconditionally since in such a<br />

case an expected result would be missing. In order to keep Maxi<br />

at the top position in its industry, western technology has been<br />

combined and adopted to the local conditions. For all the above<br />

mentioned, one <strong>of</strong> the most frequently uttered sentences in<br />

<strong>Delta</strong> Holding is “We have learned the most through working<br />

with foreign partners”.

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