How to Lead in Russia

European Business Review

ISSN: 0955-534X

Publication date: 1 June 2000

Keywords

Citation

(2000), "How to Lead in Russia", European Business Review, Vol. 12 No. 3. https://doi.org/10.1108/ebr.2000.05412cab.003

Publisher

:

Emerald Group Publishing Limited

Copyright © 2000, MCB UP Limited


How to Lead in Russia

Keywords Russia, Executives

A new management study from Amrop International provides insights into selecting senior managers to work successfully in Russia. It is believed to be the first in-depth report of this nature ever undertaken in the Russian working environment.

Carried out by executive search company, Amrop International Russia, the report says that top executives moving to the country face, "the realities of ineffective systems and procedures, dealing with intricate bureaucracies and struggling with contradictory legislation and underdeveloped or non-existent business infrastructure."

Detailed interviews with 35 top executives of multinational companies, each having an average of five years' experience of Russia, highlight the special skills required to operate effectively.

The report says that executives moving to Russia need to bring, "their market mentality, know-how and technical expertise as well as organisation culture, discipline and work ethics." It says that this should be used to encourage local talent. "The use of human capital - both expatriate and local - is a powerful factor that makes the business machine run effectively," says the report.

Amrop found that for international businesses working in emerging markets there is an imbalance between the demand for, and availability of, experienced executives. The report says, however, "In the present unstructured and unstable Russian business environment the role of personality in business leadership is a crucial success factor."

The study also looked at a wide range of issues encompassing the challenges and pressures of management roles, local business culture factors, culture shock to personnel selection and development.

Better insights

The report provides a more detailed characterisation of the personal profile of potential candidates to fit senior roles. It hopes to make personnel selection procedures more efficient and to prepare executives to function more effectively in the Russian environment. For example, the report points out the importance of "a higher awareness of the cultural specific issues general managers face."

It also says that time and energy must be invested in team building processes in order for local talent to be encouraged.

For more information contact: Ekaterina Kimpela«inen, Amrop International, 22/25 Bolshoy Strochenovsky, Pereulok, 113045 Moscow. Tel: +7 095 797 5952; Fax: +7 095 797 5953; E-mail: ekaterina.kimpelainen@amrop.com Internet: www.amrop.com