Sergey Petrov, the founder of the largest Russian car dealer "Rolf", is sure the mission is necessary as a consolidating idea to make business successful. It is impossible to impose the mission; it should evolve. Another important principle is long term thinking. Today "Rolf" lives by principles and values, formulated by its managers in the beginning of 2000. These rules allow the company to grow effectively without increase in bureaucracy and toughening of control.
1. How tune people on long term thinking?
It is connected very closely with the mission you bear in yourself and according to which you select people. The atmosphere in the company is very important. Certainly, the general environment also influences: if in Russia there is no confidence in tomorrow, it's very difficult to tune people on long perspective. But even in these conditions someone will plan more long-term, someone - less. Here, bonuses won't make anything; with bonuses it's possible to support only the general drive. And it is possible to create this drive by mission and by attracting people who fit the atmosphere. If you feel that the person is cynic, don't hire him. But the one who is on the verge, you could take and alter. In two-three years he will be one of us. The mission grasps people; there are very few people who want simply earn money.
2. Is mission really necessary for business?
In the beginning you don't have any mission. For example, you operate a small cafe; see all waitresses, cooks, clients. You can personally influence the atmosphere every day. Here the mission is not so important. As soon as the company grows, without the mission you definitely feel the ground slipping away from under the feet. Your representative in this cafe won't be concerned about the business as you, if he doesn't share, at least in general, the purpose why you built this business. Yes, you can simply rigidly align people to perform certain tasks, but in the competitive environment such companies will go bankrupt. They don't have that glue which gives a chance to grow without an attempt to control everything and everywhere. The control is necessary, but it is the form of confidence in a fair game.
3. How the mission was formed in "Rolfe"?
There is still no mission in "Rolfe". If it has not ripened yet, don't try to invent it. The main thing is that the company has certain values. About seven years ago 70 managers from "Rolf" have gathered in Nakhabino Country Club for three days. And I told them that I can't control everything anymore, and now we have two alternatives of development -we either will write a bunch of detailed instructions, or we will agree now, which general principles we profess, and everyone while deciding something, will take them into consideration. Then, we could go further without superfluous bureaucracy. We have been divided into groups and argued for three days about what is important for us. We have developed some basic principles according to which we try to select people. Last year we have accepted in "Rolf" more than 2400 new employees. Certainly, the large number of newcomers complicates a problem of their assimilation, but our management puts the inhuman efforts to achieve it.
4. What is more important - profit or mission?
Certainly, the profit is necessary to us, as blood to an organism, without it, it's not possible for business to exist. But it's not a self-purpose. I remember a case which occurred when we still were assured that everyone around live only for themselves and for the profit. We were purchasing one product of Webasta - a motor pre-start heater. Our inexperienced accountant by mistake transferred twice same sum into Webasta's account. We have already forgotten about it when in the end of the year, Webasta sended us back this sum of 40 thousand euros. I was shocked that the company was saying: «We don't need more money than we earn from you. We are simply sending back with gratitude all parcels we received by mistake».
5. Were there any cases when you refused profit for the sake of your mission?
We constantly refuse fleet deals where kick-offs are necessary. We think that it is better to work in the market of individual clients, instead of the market of companies which mostly work with kick-offs. The way you work depends on what you need: to make a quick buck or learn how to do business effectively? The primary goal dictates everything. Do you want to make money and escape? Then you build business and select such managers who will squeeze out maximum, but will build no perspective. Do you want to build business for the long term? Then you see the matter absolutely in a different way. And then you are not confused that someone nearby grew more and earned more, ran to some minister, paid a kick-off. Certainly, this is insulting to you, but you have your mission, and he has his. Nomenclature business corrupts people. Very few people are capable to earn money fairly under our conditions. If you are capable to do so, you should do it.
6. Do you sometimes face resistance during implementation of the western control system?
Always. Our managers, who achieved some success, always resist. I was sending them abroad; they were working there for some time, then they came back and were telling me: «It is all wrong there». Therefore, I had to make it such a way so Westerners could be effective here. What is the main difference of expatriates? As soon as you set a goal, our managers always declare that it cannot be done because of this or that. The Westerner says: «I will do it, but I need this and that». This is our lack of initiative which was produced by long years of a command system.
7. Is it necessary to give some time for integration for the western manager or he can be entrusted straight away?
You cannot do it straight away. Today the company is adjusted to a particular style, and a sharp change will be the big shock. For example, I was integrating Matt Donnelly for half a year. I had to dismiss two or three managers because it was clear that with them there won't be any work at all. And only when I saw that the environment is ready, that the new manager will give me a positive effect of management, only then I gave him the power. It is a delicate thing. It is also necessary to evaluate the subsystem which he will operate with, to which extend it is ready for changes. Because you can find a great manager and destroy something that worked well for you. It is a very delicate thing, it is better to spend more time on it rather than to collect fragments after.
