Getting Outside of the “Box” of Crisis

In 2009, managers were using up more nerve cells than in all the preceding years of business growth. And with good reason. Not all of them succeeded in saving the company at the height of the crisis and finding new opportunities. Those who did shared their experience with us.

GROWTH MANAGEMENT – 2001. The Experience of Successful Russian Industrial Сompanies
What Is Growth Management


Five years ago, we conducted our first research on the management of Russian companies.  At that time, in 1996, we found that some companies were better than others at dealing with changing circumstances and obtaining real results.  In our paper, we described how those successful Russian companies were managed and the philosophy of management held by their directors.  It is this philosophy, above all, that we now refer to as “growth management,” management aiming in all circumstances toward long-term development.


As years have passed and circumstances changed, many enterprises have successfully coped with the transition to a market economy and other crises.  In order to be successful now, what frontiers did they have to cross?  What did they do?  How have their views changed?  Has their approach to business changed?

GROWTH MANAGEMENT. Experiences of successful companies in Central Europe
Why we conducted this research
In 1996 and 2001 we conducted two research projects on management in successful Russian companies. We then described in our papers how these enterprises are managed, the management philosophy held by successful Russian directors. Generally speaking, it is this successful philosophy that we call "growth management" - management geared towards long-term development in any situation.
One conclusion drawn in the last research project was that those applying the philosophy of "growth management" had not yet formulated a long-term growth strategy. Subsequent interviews with top persons of various companies, as well as our own consulting practice, confirm this. Russian companies are now groping for
their way: they have completed the first stage of qualitative growth, but have not yet entered the next stage,because they have not yet decided in which direction to move. That is why in 2003 we chose to study the experiences of foreign companies, conducting research on successful companies in Central Europe.
Why did we choose Central Europe, and not Western Europe or the USA? The main idea was that until the early '90s, companies in Central Europe had been developing under conditions similar to those in Russia -- inside a rigidly planned economy. Accordingly, the position from which the transition to a market economy took
place was similar to that of Russia. We therefore expected that the logic used in the development of successful Central European companies may help top persons in Russian companies decide in which directions to focus their efforts.

What Russia’s WTO Accession Means for International Businesses

Russia's formal accession to the World Trade Organization (WTO) has been hailed the world over. Some estimate the impact on the economy will be the equivalent of one percent annual growth in gross domestic product. As tariffs are abolished or reduced and custom procedures adjusted, the decision between producing locally verses importing will be of strategic importance to business models, taxes and logistics. Several industries, such as pharmaceuticals and cosmetics, chemicals, agriculture and automotive, will see the greatest changes. What does this mean to international companies looking to expand into Russia?

Wish you were here?

Market intelligence and research in Brazil, Russia, India and China - the "BRIC" countries - remains tricky for those not familiar with the terrain.

Rating Russia

With hundreds of millions of people waiting to be served, Russia and the Commonwealth of Independent States (CIS) is a market to penetrate. In an interview with LOG.Middle East, Global Intelligence Alliance’s Alexander Pechersky, Managing Director, ALT Research and Consulting in Russia, offers advice on dealing with long distances, poor infrastructure and prevalent corruption

The Crisis Has Conducted a Strategic Audit

New Business in Russia

Logistics Destroys Borders

The question whether to open a representative office or not is urgent for many Russian transport and logistics companies. The answer to it depends on the development strategy of a company and on the need to control the process of packaging and dispatching the cargo to another country.

Distribution strategy in the consumer goods market: between the past and the future


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