#10
The Russia Journal
June 1-7, 2001
Tales about "terrible Russia" spun by profiteers
By ANDREI SHMAROV and VASILY AUZAN
(The authors are journalists at Expert magazine, where this article first
appeared in Russian.)
Standard & Poor's international rating agency assessed Russia long-term
sovereign rating as B- on May 4, 2001, which means limited safety and high
vulnerability. A similar rating was given to Turkey. Mongolia, Romania and
Surinam have been rated a pitch higher, at B. Next on the list, at B+, come
Pakistan and Senegal, followed by Bulgaria, Lebanon and Jamaica (BB) and
Kazakstan, Bolivia and Papua, New Guinea (BB). Even the latter are still 11
grades below the leaders, the United States and Great Britain, rated at AAA.
In fact, Russia is not at the very bottom of the Standard & Poor's rating
list. Next to last on the list of 88 countries, Russia still managed to
outpace Ecuador, which was rated at CCC+, which means an extremely vulnerable
market.
From the recent research report published by PricewaterhouseCoopers it
follows that Russia is the world leader in terms of corruption rate. The
companies specializing in credit-rating assessments characterize Russia as a
country with extremely high business risk and unfavorable investment climate.
The very same world leading rating companies that feed their clients with
bloodcurdling stories about flagrant lawlessness and arbitrariness in our
far-away northern country have long since been operating in our country,
where they rent luxurious offices and employ large staffs. What for? Haven't
they gone out of their minds? Or are they looking for trouble?
The questions have a very simple answer: The tales about "terrible Russia"
have nothing to do with the reality. These tales are composed and
disseminated by quite calculating and professional PR specialists who are
driven by their cynical interests. The assumption is that the more dangerous
the country is painted the more money it can bring. The more the client is
scared the more he or she will pay for consulting services.
It's true that Russia is neither an alpine meadow nor a Garden of Eden. There
are bureaucrats and there are bribes here. But one thing is surprising. The
results of our own research -- an opinion poll (done in the form of extended
interviews) among top managers of leading world corporations -- clearly
indicates that Russia is viewed as a unique country in which to do big
business.
Russia -- a rare chance
As we have found out, Western top managers view Russia neither as a faraway
barbarian land, nor as an exile destination, nor as a banana republic, but as
a country offering real chances to do big business, make a name for oneself
and acquire excellent prospects for making a career in the parent company.
The idea is: If you have managed to show off well here, it means that you can
manage everything and everywhere.
It is totally wrong to think that foreigners come here to live their years
before retirement while getting well paid (in Russia they are paid quite
well). Of course, this happens sometimes, especially in big corporations that
employ special manager corps specializing in "difficult" countries. But this
institution is dying out and being replaced by a new generation of managers
with global thinking and a flexible mentality who love to surf the Internet
and stress that they don't see any difference between working, say, in
Russia, in Germany or in Singapore. Therefore, Russia is in no way a
"sedimentation tank" for the failures. Our respondents stressed time and
again that Russia is a far from divided market that offers rich and versatile
opportunities. Russia's market is characterized by a stronger factor of
uncertainty, less planning and higher risks. To work here one has to be a
simultaneously venturesome and calculating player who knows how to take
reasonable risks. Russia is a favorable land for adventurous entrepreneurs,
in the good sense of the term.
The extensive business opportunities offered by Russia do not mean that only
adventurers and filibusters are coming here with the aim to board, plunder
and leave. Such types were abundant during the first years of Russia's
reforms, but later they either found a niche for themselves and set up a
decent business, or went to work for big corporations, or wrapped up and fled.
Situation is stabilizing
The interviews have demonstrated that to do business in Russia it is not at
all necessary to have criminal connections, evade paying taxes and bribe the
officials. Russia's legal system is developing toward the normal and business
infrastructures are being established. Of course, the bureaucratic red tape
remains a serious problem and business-regulation mechanisms and procedures
are extremely complicated. Meanwhile, a network of consulting and legal
services is developing and business associations and communities have
appeared. A good example is the European Business Club: Its members hold
regular discussions with Russian ministers seeking to resolve specific
problems (the customs regime, transition to international accounting
standards, taxation, company registration, etc.) in order to improve the
business climate in general.
The present situation gives strong competitive advantages to foreign
companies operating in Russia because they are transparent, law-abiding and
have learned to pay taxes and survive. Now domestic businesses have to catch
up with them and master such boring sciences as cost-efficiency, sales
promotion, expanding the range of products, etc. This is far from easy.
Ordinary Russian people
Almost all of our respondents maintained that there are no barriers for an
ordinary Russian to make a good career in a foreign company. All what he or
she needs is to be a good manager or specialist and this is enough to climb
to a leading position in a Russian branch or even in the parent company. The
best tactic in making a career is a zigzag way, for example: department head
in the Russian arm -- vice president in Chile -- department head in the
parental company -- director of the Russian arm. It is not necessary to
have a
special Western education, but knowledge of the language is essential. It is
also very important to get inspired with the corporate spirit, to understand
the company's goals, its strategy and ideology. This is important to become a
trusted member of the team. It is also important to be a good team player, to
assume responsibilities and to be able and willing to discuss everything in a
positive way, including your own work-plan, plans of your department, your
group and the company as a whole.
Advantages
More so than in other fields, Russians show themselves in such spheres as
industrial manufacturing, sales, technology, engineering and, specifically,
in IT and high technologies. They have a lesser success in the field of
finance, but this is rather not a national feature but an inheritance of the
Soviet past.
A strong advantage of Russian businesspeople and managers is their flair for
innovation, risk, new approaches and entrepreneurship in general. Russians
are ambitious, adventurous and not afraid of risk. They are critical, not
prone to servility and, in appraising a person, they look at specific deeds,
not positions or ranks.
Russian businessmen are intuitive. They are good psychologists and masters of
finding weak points in their competitors and using them to their advantage.
Foreigners often do not understand that and lose in competition. At the same
time, Russians are prone to render disinterested assistance even to those
whom they hardly know. This trait often captivates foreigners and helps
create an atmosphere of confidence.
Russian specialists and managers love to study and to achieve career growth.
The best way to get a Russian interested is to present him or her with an
education and career program.
Drawbacks
Russians are prone to self-humiliation and humiliation of their country. This
is stupid and provokes some of their foreign partners into dishonesty -- it
is always a pleasure to shortchange a half-wit.
Another drawback of the Russian style of management, most strongly manifested
in big companies, is authoritarianism and voluntarism where the boss
concentrates all power in his hands and is not prone to delegate anything to
anybody. This style is rarely met in companies that operate in a competitive
medium.
The Russian style of management to a considerable extent involves
concentration on the ultimate goal rather than developing a system and
technology of business. In this sense, Russian style of management is more
American than European.
Russian management is strongly politicized in the sense of an excessive role
being given to personal connections and informal relations.
Squandering and profligacy have become less widespread after the crisis, but
such an important resource as time is still undervalued. Russians have not
yet come to understand that time is money.
Other serious drawbacks are egocentricity and greed. Russian business is
strongly oriented on immediate success and enrichment at the partner's
expense. Not enough attention is devoted to such things as long-term
prospects and corporate culture, which leads to conflicts between managers
and shareholders. Incidentally, some Western top managers disagree with this
thesis saying that Russians are, on the contrary, good team players.
How to do business in Russia
First of all, one has to understand that Russia is a dynamically developing
country with undivided markets. Therefore, success here is most likely to be
achieved by those with a flair for entrepreneurship, risk, initiative,
ability to overcome inertia and sluggishness in decision-making often
characteristic of big corporations and to assume responsibilities. But as
long as the situation tends to stabilize, regular, traditional management is
becoming increasingly important.
A foreign manager in Russia should forget about arrogance and should not
expect irrevocable obedience from his subordinates only because he is the
boss. In order to win respect of his employees he should prove his competence
with deeds.
Russia is not a barbaric country. People here are well-educated,
knowledgeable and quirky. Therefore, the tactic of "buying factories for a
handful of coins" will not work. At the same time, one should not be too
trusting -- there are enough swindlers here.
Russia still lacks effective working rules and regulations as well as market
infrastructures and information channels. Therefore, it is necessary to
acquire contacts, connections, information sources and personal friends who
will help you if and when the system comes to a crash. Consequently, a
knowledge of the Russian language is important, although almost all of
Russia's young specialists and managers can speak English.
Information is priceless. Any potential partner and/or employee should be
tested through all attainable channels of information. No time or money
should be spared to get more information. Advertising and especially PR are
also very important.
It is essential to develop into the provinces. There are a lot of problems
there. People are less knowledgeable and less well-educated and it is more
difficult to organize logistics, but the main prospects are precisely there.
It is important to use bonuses and career opportunities for your personnel as
much as possible. This is the best way to make Russian employees interested,
especially managers. It is necessary to encourage private-property instincts
-- it's better to pay an employee a bonus so that he could buy a car than to
provide him with a service car.
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