Andrew Rajapakse has a BS in Economics and a Post Graduate Diploma in Finance from the University of Oxford.
In addition to his formal education, he has studied Finance, Corporate Restructuring and Company Valuation at Harvard Business School, General Management and Mergers and Acquisitions at Stanford Graduate School of Business and Private Equity at London Business School. He has close to 17 years experience in Board level Finance and General Management in both CFO and CEO capacity of US, UK and Slovenian multinational Corporations. The highlights of his experience include restructuring Highly Leveraged Companies, Company Start-up-s in Central and Eastern European Region, Strategy Revisions and driving Corporate Performance. In 1998 he became the best European Finance Director in Corporate Reporting of Johnson & Johnson and in 2000 the best Finance Director of the Ready Mix Group of UK in Financial Reporting. In his CFO role he insists on becoming a good business partner by thinking multi-functional and multi-business with an objective to influence the process of making right business decisions to drive Shareholder Value. And in his CEO role, he strives to work on the importance of building a winning strategy in line with shareholder expectations, again to drive value without financial distress.
Andrew’s recent research focuses on Strategy. It is true that many companies in Central and Eastern Europe do not have unique resources and capabilities to compete with huge multinational corporations. Yet, he argues that there are techniques and frameworks available for them to build a winning strategy to build shareholder value.

Dr. Filip Ogris-Martič,
Managing Partner, Jürgen Müller Management Partners, responsible4results

In order to ensure alignment of designed strategy and business reality it is an important part of the responsible4results approach to address the emotions of the employees in the company.
According to the motto “analyses convince and emotions move” the change starts from the very beginning on comprised messages and slogans which reflect the agreed strategies step by step down to lowest level of operations . Prerequisite for any reasonable change management project is to know what has to be changed, how, by whom and when. Of course all basic questions have to be challenged by why: what, how, when, who. The presented approach comprises several methodologies of change, whereby the focus lies on the Ichak Adizes Methodology.

Uspešno uveljavljanje zasnovane strategije s poslovno stvarnostjo zahteva po pristopu skupine responsible4results upoštevanje emocij zaposlenih podjetja. V skladu z geslom »analiza prepriča in emocije premikajo« je treba spremembe od samega začetka povezati s sporočili in vizijami, ki zrcalijo strategijo korak za korakom tja do najnižjih operativnih ravan. Pogoj za vsako razumno spremembo je, da vemo, kaj želimo spremeniti, kako, s kom in kdaj. Seveda predstavlja izziv za vsa vprašanja zakaj: kaj, kako, kdaj, kdo. Predstavitev bo upoštevala raznolike metodologije, vendar predstavlja »Adizes-Metodologija« ene vrste vodilni miselni vzorec predstavitve.

Energos

The case of AM in Zenica will present you lots of best practice ideas how to build the alignment and engagement in the multicultural environment and also their best practices in terms of talent management, which is one of the most crucial and important HRM issues worldwide nowadays.

Let's suppose that you are an engineer from India and have just relocated to Eastern Europe (BIH) to head a department in one of the operations. During your studies in the United States and in your experience as a manager in one of the operations in India, you have come to value teamwork and love discussing and developing ideas collaboratively with your team. When you arrive in Eastern Europe, you realize that some people are not used to sharing their ideas with their superior. You start feeling insecure, also because you always have to work through a translator.

What can you do to establish the link between the Indian and Bosnian culture – we'll go through the business case of ArcelorMittal, world's largest steel manufacturer, who
(In July 2008) completed one of the most challenging projects in steelmaking industry - the restart of integral rout in Zenica after almost seventeen years of closure. The project which cost over US$120 million, was called "Fenix" (Phoenix), just as the phoenix rising from its own ashes. Today ArcelorMittal Zenica arranges its production in the coke plant, sinter plant, blast furnace, BOF Plant, rolling mills, forge plant, power plant, transportation and central service. Current capacity of the production is 1 million tons per year. ArcelorMittal Zenica employs over 3,000 employees.

ArcelorMittal remains committed to their three core values (Sustainability, Quality and Leadership) – these are the DNA of our company – the three values which underpin everything they do and say as a business. We'll also found out which are the five key ArcelorMittal Group competencies and which are the three competencies used to help build performance of the new organization and how AM systematically develops these competencies within their culturally diversified leadership groups.

CalypsoCrystal LLC

Andrej Božič, predsednik uprave

Predstavitev vas bo popeljala skozi proces strateške preobrazbe poslovnega sistema, kjer so za uspešno preobrazbo ključne:

• diagnostična analiza: ugotoviti, ali obstaja trg za produkte oz. storitve podjetja, ali je podjetje po opremi in ostalih ključnih resursih (znanje in kompetence ljudi, moč produktnega asortimana, organizacija, itd.) naslednjih 10 let lahko konkurenčno, katere so in katere bodo ključne konkurenčne prednosti podjetja;
• usklajenost strateških ciljev sistema s cilji, ki jih imajo posamezni vodje;
• osrednja vloga napredne HR funkcije: zagotoviti spoštovanje vseh, intenzivno ter transparentno interno in eksterno komunikacijo, dialog za začetek procesa iskanja rešitev, dvig kompetenc vodij in vseh ostalih zaposlenih (kompetenčen center Steklar);
• harmonizacija sistema vrednot: ker je nujna sprememba kulture in tesna integracija med vsemi ključnimi zunanjimi (npr.občina) in notranjimi deležniki ter dvig ugleda blagovne znamke delodajalca;
• razvoj internih sledilcev (agenti sprememb) in vključenost zunanjih partnerjev za dosego hitrosti sprememb.

Leon Košir, Virun

Ključne besede predstavitve: vitko podjetje, operativna odličnost, poslovna odličnost, najboljša podjetja - world class manufacturing in razlikovalne kompetence; primer iz prakse.

Lastniki podjetja in ostali deležniki želijo uspešno in učinkovito podjetje, pika. Ključni pogoj za uresničitev teh dveh ciljev je vitkost podjetja, ki omogoča hiter odziv na spremembe s tržišča in okolja, ter posledično prilagoditev lastnega dovolj inovativnega poslovnega modela. Kako postati vitek in jo nato nenehno utrjevati in nadgrajevati s proaktivnim sodelovanjem vseh zaposlenih? Odgovor najdemo v konceptu World Class Manufacturing, ki na osnovi dobrih praks najboljših proizvodnih podjetij na svetu, nudi pot do vitkosti celotne organizacije in operativne odličnosti. Do nje pa se ne pride preko noči, pač pa s postopnim nadgrajevanjem organizacijske kulture in razvojem ključnih zmogljivosti za preboj med najuspešnejša podjetja. Ključni elementi so voditeljstvo na vseh nivojih, učinkovito sodelovanje v timih, visoka razpoložljivost in izkoriščenost opreme, hitri in točni pretoki informacij in materialov, ter seveda izdelki/storitve brez napak. Težišče delovanja je izgradnja fleksibilnega podjetja, ki zna učinkovito izkoristiti znanje in sposobnosti zaposlenih, med njimi izoblikovati zmagovite sinergije, ki prinesejo kreativne rešitve za odjemalce. Vse to predstavlja delovanje, ki ga lahko prikažemo tudi kot prepletanje med operativno odličnostjo, poslovno odličnostjo in modelom razlikovalnih kompetenc.

Rok Hrastnik, Studio Moderna
Prispevek o psihologiji spletne prodaje - kateri so 4 tipi spletnih uporabnikov in kakšna je skrivnost uspeha, da iz obiskovalcev postanejo kupci.

Miha Vogelnik, Valicon d.o.o.

Nedolgo tega je veljalo mnenje, da sta intucije in izkušenje dovolj za vodenje podjetij. A ko govorimo o trženju storitev in izdelkov, temu ni več tako. Hitre spremembe na trgu, razpoložljive alternative, vse večje želje kupcev in v zadnjem času vse večja cenovna občutljivost kupca, zahtevajo od podjetja bolj premišljene odločitve, kako kupcu ugoditi.
Nekdaj bilo podjetju dovolj, da je vedelo kaj se s kupcem dogaja, danes pa postaja vse bolj pomembno odkriti kupčevo vedenje v prihodnosti. Z napovedovanjem lahko podjetja vnaprej odkrije kdo so pravi kupci - napoved življenske vrednosti stranke; kako zadržati kupce – odkrivanje kupcev, ki bodo najbolj verjetno odšli h konkurenci; odkirje kateri izdelki bodo uspešni– koliko kupcev bo kupilo izdelek/storitev; katere akcij bodo uspešne - kakšna bo stopnja odzivnosti na akcijo. Takšno podjetje že danes torej ve, kako bo zgledala »prihodnost«, zato lahko pro-aktivno deluje in se izogiba tveganjem, optimizira poslovanje in si povečuje konkurečnost.