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BEIED IN THE MEDIA |
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"Bulgaria needs exposure of its culture, products and human potential abroad", advice
U.S. management gurus Dale Miller and Earl Sedlik
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Am Cham magazine, June 17, 2004 |
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Two distinguished US management scholars, Dale Miller and Earl Sedlik led a seminar
on May 19-20 devoted to educating Bulgarian managers in the best practices in the
field. The seminar's motto - "Leading the transformation to organizational success
- Nurturing a dynamic focus to meet customer needs" - underscored a list of topics
arranged exclusively for the Bulgarian managers, who indicated their needs in preliminary
queries. The event, presented by Business Education for International Economic Development
(BEIED) and AmCham Bulgaria, attracted top executives from 40 multinational companies
in Bulgaria; AmCham representatives from Romania. BEIED was established to meet the
needs of countries in Southeastern Europe for Western-style business education. |
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About the speakers:
Earl Sedlik, MBA, Harvard, led the Business Education for International Economic Development
team. He is an experienced academic CEO and business education curriculum developer.
Mr. Sedlik coordinates from Seattle the operational and marketing activities which
have established successful programs abroad. BEIED benefits from his in-depth understanding
of managerial skills development. |
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Dale Miller, Ed. D., Stanford, served as a president of several US colleges during
his distinguished academic career. Over the last 10 years, Dr. Miller turned his remarkable
energies to elevate business education and systems in Eastern Europe and China. He
delivers well-received skill-development courses and workshops that advance individual
managerial competences. |
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You have visited Bulgaria as management lecturers several times. What has changed
in Bulgaria since your last visit? |
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D.M.: We had the opportunity to observe Bulgarian economic and social developments
for the last 6-7 years. My personal concern is that Bulgaria is still unknown in the
Western world. The situation has changed slightly in the recent years, but Bulgaria
is still a mystery. Most of Western people do not even know where Bulgaria is, the
United States to begin with. Moreover I was amazed to find out that with $7,439 million
total Bulgarian export (according to the Ministry of Economy's preliminary data),
only $100 million goes to the United States. There is a tremendous demand for Bulgarian
products in the United States, but you cannot find anything, not even wine and the
famous yoghurt. |
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E.S.: When we visit Bulgaria, we have to explain where it is situated. Most
of our colleagues and friends know only that we are going to be close to Greece. One
of the reasons is that during the Iron Curtain times, the United States had blacked
out all of the information about Eastern part of the world. Even nowadays, we hear
Bulgarian news very rarely. |
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Who is responsible for the lack of information? |
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D.M.: In the United States, there is a special office at the state level to
present Washington to the Eastern world. In general, it is a governmental responsibility
to expose the culture, the products and possibilities of Bulgaria to America. You
have so much to show. When I came for the first time in Bulgaria, my first class of
MBA students was outstanding and extraordinary, comparing to other students whom I
met in Europe and Asia. Bulgarians were stimulated, energized and very bright, especially
the women, I might say. When I have come back after several months teaching, the same
people had already reached exciting heights in their careers. |
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E.S.: The first impression from Bulgaria is the intellectual power of the young
people. We have traveled the world and we can distinguish between students. |
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How long have you been teaching in Southeast Europe? |
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D.M.: Since 1997. The literacy rate in Bulgaria is higher than in the USA.
A 32-year old Bulgarian is much better educated than a 32-year old Washingtonian. |
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Talking about markets, do you think that Bulgaria is on the road to a well-developed
market economy? |
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E.S.: The rare Bulgarian products and their integration on the market impressed
us. It is a big signal to the United States that Bulgaria's market economy is very
strong. It is already a consumer-driven economy. It would drive other industries and
other suppliers to join in those channels. Moreover, AmCham resources should help
develop promotions on the both sides of the ocean. In case AmCham knows the connection
between all the Bulgarian organizations in the United States, it is possible to start
a movement here, establishing useful links. Therefore, we need to get an awareness
of the high-quality competitive products from Bulgaria. Another very strong possibility
for Bulgaria is tourism. Your country has the potential to grow as the destination
number one. You have so many opportunities at a very low cost. I am sure that all
members of AmCham Bulgaria represent their interest and it is important we build this
awareness in the United States. |
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D.M.: I would like to stress that the international trade creates more employment.
Outsourcing, for example. Indian companies in the United States are outsourcing technology
to India. If I have a computer problem, I pick up the phone and talk to an Indian
specialist. Placing the call center in India is much cheaper. Given the high literacy
rate in Bulgaria, it would be natural to hook up with a multinational company and
to handle outsourcing of technology. It is cheap and puts people to work. For the
last seven years, the awareness for Bulgarian products and culture of American citizens
has not changed. I think it is the responsibility of Bulgaria to make that step. |
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What are the shortcomings of marketing and management in Southeastern Europe?
What are your recommendations for improvement in a nutshell? |
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E.S.: Before doing the topics of the seminar "Leading the transformation to
organizational success", we had made a comprehensive survey to ask the potential attendees
in Bulgaria about the subjects they feel useful. From our US experience, you have
to be constantly vigilant and pay constant attention to integrating the employees
into the strategy you have chosen. The structure follows strategy, which simply says
that before you organize a company, you have to make the strategy and to spread the
functions between the employees. |
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All the employees have to be aware they are part of that long-term strategy and they
participate in putting it together. We are here because as this economy emerges the
skill level of the managers and the executives should be enhanced. Our job is to enhance
their skills. |
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D.M.: The credo of the architect Frank Lloyd Wright is that forms follow structure.
As a manager, you do not start with a structure, but start by asking, "What I am going
to do inside?" and then you build a form around the inside content. |
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E.S.: We love the fact that in a free and a price system the consumer is the
driving force. What we re teaching is the awareness and sensitivity to consumer needs
and fulfilling those needs. The successful company is structured upside down, not
with the executive on top, but with customer on top. What we are trying to reach is
how to turn an organization into consumer oriented one. |
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D.M.: Under the socialist system, there was not competition and no need in
trying to motivate people. Moreover, you cannot convince anybody you had a good quality
product under that system. In the capitalism economy, you have to be a step forward
to your competitor. It means the managers have to have new way to motivate their employees.
In this sense, a very important thing is the strategic planning. The apparent mission
is to increase the awareness of the American people of Bulgaria. How do you get there?
You must have a plan. It involves the government, AmCham, affiliates in the United
States. |
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