Bold Business Minds

I built a simple methodology that I tested for 15 years and proved to be a success. Of course not all business can embrace the same timeline but, strategically speaking, those are the safety steps. The first step is to contact a trusted   local consultant/representative. Second is  Induction.  It takes approximately two weeks in which the goals are for the representative to understand the governance model, learn about products and services, existing customers, policies, and group mechanisms, and assess the team. After induction, a lot of initiatives might appear in the fast  go-to-market solutions  like: Rollout possibilities, Up-sale, Cross-sale. After that, together with the consultant and Marketing, you should try to  fix the target markets /niches for the short run. For each niche, you should work with the consultant and marketing to select the right products and services that you can address the market with, segment the audience, and produce ...

Functionally speaking, opening a  Near-Shoring Centre  is not rocket science. Still, if you do not comply with Romanian and European legal and tax demands, you may end up closed by authorities. Today, I will only focus on the legal and taxes aspect that will insure proper operations in Romania . I see more and more the Insourcing Strategy being embraced. Companies can keep inside, away from any replication risk, the idea, the knowledge, basically their future. They can work around, be agile, produce an MVP and build a roadmap from there. They use volume subcontracting after the launch, after the initiative is public. If you are either Insourcing your R&D or expand your Delivery capabilities in Romania, you need to tackle two problems for the new Company; Transfer Pricing and subsequently the Profit of the Upstream Company. In a further article, I will detail the way of work, with a focus on the processes and MO. I will also build and share a cost structure that you can u...

When you are a big technology company, you may have a problem that you keep ignoring!  As business is developing more and more, in terms of technical complexity, horizontality, and the number of partners involved in a big project, I believe a change process would help your enterprise division reposition as a rain maker for your partners and boost the enterprise figures.  This can be achieved by being more proactive in the project development phase, more involved on the customer side, more present, and more creative. Become a point of origin for big projects. Be able to hand over to the partners well-rounded, customer-site-validated business cases.   Usual problems in the enterprise business area: A very important percentage of the large IT companies are promoting their products or services, as an individual, not as part of a concept that understands the needs of a client. Most of the substance regarding products and services are being transferred to the partners, giving t...