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Restructurarea companiei s-a făcut, însă, în doi ani de zile, treptat, fără mişcări bruşte, în principal prin modificări ale proceselor interne şi deschidere către piaţă. Astăzi, Romsys nu mai este o maşină mare şi grea, care se mişcă încet, iar modificările interne pe care le-am operat în aceşti ani ne-au adus flexibilitate şi deschidere.
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Horatiu Berdila: Traditionally, Romsys was as one of the top five IT&C companies that delivered high quality projects and this was one of the reasons why I accepted to by appointed as CEO. However, the company didn’t excel in terms of commercial relations. Therefore, the first measure taken was to improve trade relations with partners. Restructuring the company took 2 years, but it was done gradually, without sudden movements, mainly by changing internal processes and opening to the market. Today, Romsys is no longer a heavy and large machine that moved slowly, and the internal changes we have operated in these last years have brought flexibility and openness to the company. We started working with new partners, in order to approach new technologies. On the other hand, we changed the approach at employee level, and applied common group structures, such as performance indicators and performance management, and all this proved functional. Applying these common structures is carried out more than 80% in the whole group, and this is the necessary step before IPO.
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