Zarządzanie Finansowe Archive

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BCG – The New Logic of Competition

Posted in: Anti-equilibrium, Artykuły, Opinie, Prawo, Zarządzanie Finansowe, Zarządzanie Firmą

Many of today’s business leaders came of age studying and experiencing a classical model of competition. Most large companies participated in well-defined industries selling similar sets of products; they gained advantage by pursuing economies of scale and capabilities such as efficiency and quality; and they followed a process of deliberate analysis, planning, and focused execution. The traditional playbook for strategy is no longer sufficient. In all businesses, competition is becoming more complex and dynamic. Industry boundaries are blurring. Product and company lifespans are shrinking. Technological progress and disruption are rapidly transforming business. High economic, political, and competitive uncertainty is conspicuous and likely to persist for the foreseeable future.

Accordingly, in addition to the classical advantages of scale, companies are now contending with new dimensions of competition—shaping malleable situations, adapting to uncertain ones, and surviving harsh ones—which in turn require new approaches. And the stakes are higher than ever: the gap in performance between the top- and bottom-quartile companies has increased in each of the past six decades.1

Today’s business leaders are dealing with complex competitive concerns in the short run. But as the 2020s approach, they must also look beyond today’s situation and understand at a more fundamental level what will separate the winners from the losers in the next decade. We see five new imperatives of competition that will come to the forefront for many businesses (See Exhibit 1):

  • Increasing the rate of organizational learning
  • Leveraging multicompany ecosystems
  • Spanning both the physical and the digital world
  • Imagining and harnessing new ideas
  • Achieving resilience in the face of uncertainty

In short, the logic of competition has changed—from a predictable game with stable offerings and competitors to a complex, dynamic game that is played across many dimensions. Leaders who understand this, and re-equip their organizations accordingly, will be best positioned to win in the next decade.

Competing on Resilience

Looking ahead to the 2020s, uncertainty is high on many fronts. Technological change is disrupting businesses and bringing new social, political, and ecological questions to the forefront. Economic institutions are under threat from social divisions and political gridlock. Society is increasingly questioning the inclusivity of growth and the future of work. And planetary risks, such as climate change, are more salient than ever.

Furthermore, deep-seated structural forces indicate this period of elevated uncertainty is likely to persist: technological progress will not abate; the rise of China as an economic power will continue to challenge international institutions; demographic trends point toward an era of lower global growth, which will further strain societies; and social polarization will continue to challenge governments’ ability to effectively respond to national or global risks. (See Exhibit 5.)

Under such conditions, it will become more difficult to rely on forecasts and plans. Business leaders will need to consider the larger picture, including economic, social, political, and ecological dimensions, making sure their companies can endure in the face of unanticipated shocks. In other words, businesses will effectively need to compete on resilience.

Survival is already challenging for many businesses today. Building resilience is often at odds with traditional management goals like efficiency and short-run financial maximization. But to thrive sustainably in uncertain environments, companies must make resilience an explicit priority:

  • Prepare for a range of scenarios to ensure that strategy is robust and risks are survivable.
  • Build an adaptive organization that can rapidly adjust to new circumstances—for example, by constantly experimenting to identify new options.
  • Proactively contribute to collective action on the biggest issues facing global economies and societies, in order to maintain a social license to operate.

By Ryoji Kimura, Martin Reeves, and Kevin Whitaker

More: The BCG Henderson Institute is Boston Consulting Group’s strategy think tank, dedicated to exploring and developing valuable new insights from business, technology, and science by embracing the powerful technology of ideas. The Institute engages leaders in provocative discussion and experimentation to expand the boundaries of business theory and practice and to translate innovative ideas from within and beyond business. For more ideas and inspiration from the Institute, please visit Featured Insights.

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BCC – skoncentrować się nad finalizacją inwestycji infrastrukturalnych

Posted in: Anti-equilibrium, Logistyka, Makroekonomia, Menedżerowie, Opinie, Prawo, Raport z Rynku, Zarządzanie Finansowe, Zarządzanie Firmą

W najbliższym roku należy skoncentrować się nad finalizacją inwestycji infrastrukturalnych tak, aby drogi stworzyły spójną sieć, jaką zakładano startując z tymi inwestycjami.

·         Problemem może być schodzenie wykonawców z placów budowy ze względu na brak waloryzacji kontraktów.

·         Koszty wykonania inwestycji tak bardzo wzrosły, że często bardziej opłaca się zrezygnować z inwestycji i zapłacić karę umowną niż zakończyć kontrakt ze stratą.

·         Waloryzacja przewidziana jest dla nowych kontraktów, które będą zawierane w tym roku i w przyszłych latach.

·         Istotnym wyzwaniem jest rozwiązanie problemu już istniejących kontraktów, które są zrywane. Wyłonienie nowego wykonawcy wiąże się z dodatkowymi kosztami, a te stale rosną.

·         Brak dziesiątków tysięcy pracowników grozi paraliżem infrastrukturalnych inwestycji.

Zdaniem BCC, koniecznie jest pilne usprawnienie przetargów i waloryzacja kontraktów realizowanych w ramach Prawa zamówień publicznych.

Według badań Ministerstwa Przedsiębiorczości i Technologii, autora projektu ustawy Pzp,  usprawnienie przetargów może przynieść zamawiającym – instytucjom rządowym, samorządowym i szerzej: sektorowi publicznemu – 30 proc. oszczędności obecnych wydatków.

Nowa ustawa ma wejść w życie dopiero w 2021 r. Tymczasem podjęcie działań jest niezbędne już dzisiaj. Według ostatnich danych, rząd zamierza pożyczyć prawie 2 mld zł, aby opłacić dodatkowe wydatki na dokończenie zerwanych w tym roku kontraktów na nowe autostrady i drogi ekspresowe.

Ministerstwo Infrastruktury podało, że planowany wzrost wydatków na realizację rządowego programu drogowego wynika z konieczności aktualizacji wydatków „ze szczególnym uwzględnieniem wzrostu wartości inwestycji, dla których inwestor (Generalna Dyrekcja Dróg Krajowych i Autostrad) odstąpił od umowy z wykonawcą”. Łącznie około 1,8 mld zł. Pieniądze te, rządowy Krajowy Fundusz Drogowy ma pożyczyć, emitując obligacje i zaciągając nowe kredyty w Europejskim Banku Inwestycyjnym.

Należy podkreślić, że dla części inwestycji wsparcie z obecnego budżetu UE będzie już niemożliwe. GDDKiA podpisuje bowiem dopiero umowy na przygotowanie tzw. koncepcji programowej, czyli wstępnych dokumentów do przygotowania inwestycji.

Z punktu widzenia przedsiębiorcy:

Wciąż brakuje możliwości waloryzacji kontraktów realizowanych  w ramach Pzp. Wśród głównych problemów przedsiębiorcy wymieniają wzrost kosztów wyrobów budowlanych i innych materiałów niezbędnych do realizacji inwestycji oraz wzrost kosztów świadczenia usług, kosztów pracy oraz niedobór pracowników.

Jednak najpoważniejszym problemem, którego skala jest już na tyle duża, że zagraża zarówno funkcjonowaniu przedsiębiorców, jak też pomyślnej realizacji inwestycji drogowych i kolejowych, jest brak efektywnych klauzul waloryzacyjnych w umowach zawartych między zamawiającymi a wykonawcami. Grozi to falą bankructw przedsiębiorców, zwolnieniami grupowymi pracowników i odstąpieniem od realizacji kontraktów. Jeśli do tego dojdzie, błyskawicznie odczuje to cała gospodarka, ponieważ budownictwo uznawane jest za barometr wzrostu gospodarczego. Od jednego miejsca pracy w sektorze budowlanym zależy kilka miejsc pracy w transporcie, produkcji przemysłowej czy w handlu.

BCC proponuje, aby rząd podjął następujące działania w zakresie:

·         inicjatywy na rzecz poprawy sytuacji na rynku zamówień publicznych w związku z sygnalizowanymi przez rynek trudnościami w realizacji inwestycji o długim okresie wykonania w oparciu o już zawarte umowy o zamówienie publiczne,

·         podania szacunkowych kosztów waloryzacji umów w związku z oszacowanym przez rząd ryzykiem  niewykonania tych umów wskutek ich wypowiedzenia przez wykonawców i konieczności dokończenia realizacji zamówień przez nowych wykonawców lub ryzykiem ich wypowiedzenia,

·         wdrożenia rozwiązań opartych o obowiązujące przepisy prawa, które umożliwią zamawiającym w sposób bezsporny przeprowadzenie zmiany istniejących umów na realizację inwestycji o długoterminowym okresie wykonania w związku ze zmianą kosztów wyrobów budowlanych i dostaw tych wyrobów, wypracowania systemowych rozwiązań, w tym mechanizmu waloryzacyjnego w oparciu o dane statystyki publicznej, zapewniających ich stosowanie przez zamawiających, w związku ze zmianą cen, kosztów wyrobów budowlanych i dostaw tych wyrobów w zakresie, w którym ich zmiana nie mogła być do przewidzenia przez strony zawierające umowy. Taka formuła powinna zostać włączona docelowo do nowego Prawa zamówień publicznych.

Branża infrastrukturalna cierpi również na nieustanny brak rąk do pracy. W związku z tym, konieczne jest poszerzenie listy państw, z których pracodawcy mogą pozyskiwać pracowników na uproszczonych zasadach, możliwość wydłużenia okresu legalnej pracy cudzoziemca w Polsce i urzędowe przyspieszenie legalizacji ich pracy. Z raportu Najwyższej Izby Kontroli wynika, że w ciągu ostatnich czterech lat średni czas legalizacji pobytu cudzoziemca w Polsce wydłużył się ponadtrzykrotnie: z 64 do 206 dni.

Niezbędne są zmiany w prawie i wydłużenie legalnego okresu zatrudnienia cudzoziemca na uproszczonych zasadach z obecnych 6 do 12, a nawet 18 miesięcy. Należy zrezygnować z obowiązku dołączania do wniosku o zezwolenie na pracę typu A tzw. testu rynku pracy, gdy cudzoziemiec przepracował co najmniej trzy miesiące u jednego pracodawcy. Z przepisów powinien zniknąć też obowiązek uzyskania nowego zezwolenia na pracę cudzoziemca wtedy, gdy tylko zmienia on stanowisko u tego samego pracodawcy. Powinna powstać również lista zawodów oraz rozszerzona lista państw (chodzi tu o  państwa azjatyckie, np. Indie i Bangladesz), których obywatele mogą pracować w Polsce na podstawie oświadczenia. Należy wdrożyć  nowoczesny system informatyczny, który w jednolity dla całej Polski sposób pozwoli na składanie i procesowanie wniosków o pobyt czasowy, stały, rezydenta długoterminowego UE i obywatela UE w formie elektronicznej.

Komentarz wideo: https://youtu.be/saMSmdnmMZY

Kontakt do eksperta: dr Łukasz Bernatowicz, wiceprezes BCC, minister infrastruktury w Gospodarczym Gabinecie Cieni BCC, wiceprzewodniczący RDS, członek Rady Zamówień Publicznych, tel. 502 066 619

Emil Muciński, rzecznik, Instytut Interwencji Gospodarczych BCC

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2019: Office market trends in Poland

Posted in: Branże, CRM, Marketing, Zarządzanie Finansowe

Record value of investment transactions and demand for space proves excellent shape of the office segment in our country

In 2019, we could observe further intense development of the office market in Poland. The most dynamic development of the office real estate segment is visible in Warsaw, which has outperformed regional markets in terms of demand. Walter Herz analysts predict that this year will close with the best-ever result in terms of the amount of space leased on the capital market. This year, we have already seen record lease transactions in Warsaw. mBank has leased 45.6 thousand sq m of office space in Mennica Legacy Tower, whereas Orange Polska renewed its lease of nearly 45 thousand sq m. of offices in Miasteczko Orange.

Clear changes in all of the largest office centers in Poland can also be seen in the demand structure, where the share of pre-let contracts is increasing. In regional cities, pre-let already covers a third of the leased space. In Warsaw, most offices under construction are already secured by contracts.

Bartłomiej Zagrodnik, Managing Partner at Walter Herz notes that today we are dealing with very high tenant activity on the office market, from both private and public sectors. – Constant demand for offices, not only in large cities, but also in smaller urban centers, in turn, encourages developers to act, rapidly launching other, often spectacular projects. In addition, they are also motivated to initiate new investments by large interest in commercial real estate from various capital markets, including those that so far have been less active in Poland – informs Bartłomiej Zagrodnik.

Walter Herz’s Managing Partner emphasizes that the economic growth seen in the country, an ever wider range of investment products, including primarily AAA class facilities and high demand from tenants foster investments in Poland, as evidenced by the minimum vacancy rate in the office segment. – Not only the Warsaw market is enjoying the investors’ interest, but also regional markets, with this year’s record-high level of investment transactions in the office sector. Cracow, Wrocław and the Tri-City achieve the best results in this respect. This proves good shape of the office segment in Poland – says Bartłomiej Zagrodnik.

Poland is perceived as a stable and mature economy, hence large international funds are increasingly willing to invest with us. Participation in investment transactions increases primarily due to the Asian capital, especially from South Korea. Walter Herz data shows that the value of investment transactions on regional office markets outside Warsaw has already exceeded EUR 1 billion this year, which is the best result in history. In all of Poland, the total sum of transactions involving office buildings after three quarters of this year, exceeds the amount of the entire last year’s volume.

According to Walter Herz, 1.7 million sq m. of office space is currently under construction on the office market in Poland. Among the implemented investments there are also those that impress with their enormity. The largest complex under construction is Warsaw’s Varso, which will offer 110 thousand sq m. of office space. Commissioning of several spectacular office towers in Warsaw, including Mennica Legacy Tower, Widok Towers, The Warsaw HUB and Skyliner is scheduled in the upcoming weeks.

Large facilities that are to offer offices at the highest world level are under construction in the largest business centers in the country. Mixed-use projects, which are often based on the revitalization of historical industrial buildings, are appearing more and more often among them. Mixed-use facilities, such as Warsaw investments Elektrownia Powiśle, The Warsaw HUB, Fabryka Norbina, Browary Warszawskie and Koneser, as well as Łódź-based Fuzja and Monopolis are very popular among tenants. Therefore, according to Bartłomiej Zagrodnik, the upcoming weeks will be a period of intense development of mixed-use investments, which today very often bring about the reconstruction of large fragments of cities, and some of them are under conservation protection.

The coming months will also bring verification of the instant office and co-working space market, which has recently significantly increased its resources in Poland, primarily in Warsaw. Opening several new locations of flexible spaces, including in the Warsaw Hub, Central Point, Varso, Mennica Legcy Tower, Fabryka Norblin and Monopolis complexes, will reveal the real demand for this type of space, which will determine the pace of development of this segment in our country.

Developers have recently put more emphasis on increasingly advanced technological and ecological solutions. Lately, we have been able to observe a number of changes in this area on the office market. Arrangement of new facilities goes towards increasing energy efficiency and reducing the negative impact of buildings on the environment.

Office buildings are becoming, not only more and more comfortable, but also economical. The solutions used in them allow to obtain a good result under multi-criteria certification, in the process of assessing energy efficiency, water management efficiency, the quality of the building’s internal environment, waste reduction and the use of recycling, as well as the quality of materials used for building facilities. Currently available technologies allow creating zero-energy buildings, that is facilities with zero energy consumption and zero carbon dioxide emission. The most modern complexes are striving to confirm their standard with WELL certificate.

The most prestigious buildings are testing systems supporting users in organizing their everyday work. It is possible thanks to smartphone applications that allow customizing light, temperature, humidity in the rooms, booking a conference room, parking space or other services.

About Walter Herz

Walter Herz company is a leading Polish entity which has been operating in the commercial real estate sector across the country. For seven years, the company has been providing comprehensive and strategic investment consulting services for tenants, investors and real estate owners. It provides extensive support for both public and private sector. Walter Herz experts assist clients in finding and leasing space, and give advice when it comes to investment and hotel projects.

In addition to its headquarters in Warsaw, the company has branches in Cracow and Gdansk. Walter Herz has created Tenant Academy, first project in the country, supporting and educating commercial real estate tenants across Poland, with on site courses held in the largest cities in the country. In order to ensure the highest ethical level of services provided, the agency introduced the Code of Good Practice.

Iwona Wiśniewska-Lopez

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Optimize for Both Social and Business Value

Posted in: Artykuły, Inkubator Menedżerów, Innovation, Prawo, Zarządzanie Finansowe, Zarządzanie Firmą

Building resilient businesses, industries, and societies

As we approach a new decade, we are also approaching a tipping point for business, with new benchmarks for what constitutes a good company, a good investment, and a good leader. The defining expectation: good companies and investments will deliver competitive financial returns while helping society meet its biggest challenges, and in so doing will enable sustainable business.

Leaders with foresight and courage will use this dynamic to create new opportunities for growth, sustained returns for shareholders, and greater societal impact. To do this, they will need to think in new ways, create new modes of competitive advantage, pursue deep and broad business model innovation, and engage strategically with ecosystems. They must merge the two currently disconnected uses of the “S-word” in business: sustainability and sustainable competitive advantage.

The implications for companies, capital, and capitalism are profound. Here, we share our take on the emerging era of business value, and the CEO agenda for value and the common good.

Why Is Corporate Capitalism at a Tipping Point?

Stakeholders are beginning to pressure companies and investors to go beyond financial returns and take a more holistic view of their impact on society. This should not surprise us. After all, we have lived through two decades of hyper-transformation, during which rapidly evolving digital technologies, globalization, and massive investment flows have stressed and reshaped every aspect of business and society.

As in previous transformations, the winners created new dimensions of competition and built innovative business models that increased returns for shareholders. Many others found their businesses at risk of being disrupted, with familiar formulas no longer working. To meet the unwavering demands of Wall Street, many companies relentlessly optimized operating models, streamlined and concentrated supply chains, and specialized their assets and teams—leaving them less resilient and less adaptable to shifting markets and trade flows. The resulting waves of corporate restructuring, consolidation, and repositioning have fractured companies’ cultures and undermined their social contracts.

Furthermore, this hyper-transformation cascaded beyond individual companies and created socio-economic dynamics that left many people and communities economically disadvantaged and politically polarized. Combined with the increasing shared anxiety that the earth’s climate is changing faster than the planet can adapt, a global zeitgeist of risk and insecurity has emerged. We will enter the 2020s with more citizens, investors, and leaders convinced that the way business, capital, and government work must change—and change quickly.

We now must rethink the sustainability of the whole system in the face of extreme externalities—or risk losing social and political permission for further progress. The 2030 UN Sustainable Development Goals (SDGs) identify the moral and existential threats that we must meet head-on. While some question the SDGs’ breadth and timeline, most agree that, if achieved, they would create a more just, inclusive, and sustainable world. Goal 17 calls for new engagement by companies and capital in partnership for collective action across the public, social, and private sectors. Five years into the SDG agenda, there is ample evidence that governments, investors, and companies are beginning to exercise their capacity to create much-needed change.

More: https://www.bcg.com/publications/2019

Authors: David Young, Wendy Woods, and Martin Reeves

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Growing your own agility coaches to adopt new ways of working

Posted in: CRM, Informatyka w Firmie, Innovation, Makroekonomia, Nowe Technologie, Zarządzanie Finansowe

Agile coaches play a vital role in enterprise-wide agile transformations. To develop enough coaches, companies should create specialized training academies.

Companies are increasingly looking to infuse agility into their operating models. However, as organizations attempt to scale these efforts across their entire business, new challenges that simply didn’t exist at the micro level are beginning to surface. These challenges are especially prevalent where traditional organization silos need to interact.

The big realization for many companies is that scaling agile is not simply a matter of replicating agile practices across more teams. This is why trying to adapt project-management offices (PMOs) to support agile projects or bringing in more scrum masters is unlikely to be effective (see sidebar, “The scrum master’s role in scaling agile”). Rather, agility as an operating model requires the rewiring of core enterprise-wide processes. With this comes a need for the organization to operate differently.
The degree of change required to adopt agile ways of working across an entire organization is simply too large to repurpose existing roles and structures. Only by investing in agility coaches—and a comprehensive program to identify, train, and support them—can companies expect to scale and sustain agile across the enterprise.

…

To ensure the success of the agility coaching academy, it is critical to have the right support and leadership structure. Typically, the academy is led by a full-time executive who reports to either the CHRO or some other member of the C-suite depending on who is really driving the agile transformation—it could be the CIO, the head of transformation, or the COO. The academy lead is accountable for the following:

  • Setting the strategy and defining the delivery road map for the academy
  • Running the day-to-day operations of the academy, such as building and refining the academy backlog
  • Leading the recruitment of coaches
  • Overseeing learning and development of the trainee agility coaches, and administering the learning and development of graduated coaches
  • Defining the evaluation criteria and mechanisms to measure effectiveness of the agility coaches
  • Deploying the right agility coaches to the right areas and teams
  • Overseeing performance evaluations for the agility coach cohort

More: https://www.mckinsey.com/business-functions/

By Amit Anand, Sahil Merchant, Arun Sunderraj, and Belkis Vasquez-McCall

About the authors: Amit Anand is a senior expert in McKinsey’s Sydney office, Sahil Merchant is a partner in the Melbourne office, Arun Sunderraj is a digital expert in the New York office, and Belkis Vasquez-McCall is a partner in the New Jersey office.

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