Businesses are tough, they are done without emotion and
mercy, they rely on interests and money.
The companies have spectacular increasing of sales and
profit.
Management means coherence, logic and force.
The employees fight for a job in a multinational company.
The strategies are conceived over a period of 10 years.

People are the main asset of organizations.
The companies fight for valuable employees.
The emotional intelligence is the main quality of the leaders
and the organizational culture is the main resources of
competitive advantage The power moved from the employer to the employee. Losing the talents is the most terrifying
menace over the business.
The strategies are conceived over a period of 3 years.

AGENDA:

SPEAKERS:

Adrian STANCIU, Managing Partner of Human Synergistics Balkans

His specialty field is organizational cultural change and management. His work includes various organizations, of different sizes and types, both in Romania and in adjacent countries. In the management development field, Adrian has developed and delivered numerous executive training programs to customers of various sizes and of various industries, such as IBM, Xerox, Orange, Raiffesen Bank, Citibank, Allianz, and many local antrepreneurial companies.

Besides these Adrian has been managed several consulting change projects, among which the most relevant is the Cultural Change process within Sicomed, currently Zentiva Romania. His professional background includes management positions as well as founding and managing two consultancy companies.

In the academic field, Adrian has taught various subjects in graduate business programs in the Bucharest Technical University, the National School of Political Studies, the Academy of Economic Studies as well as the Change Management course in the University of Ottawa and the Canadian-Romanian MBA. He is currently a visiting professor of the Central European Business School, where he teaches Change Management. In 1999 Adrian was awarded the “Businessman of the Year” award by Bucharest Business Week. Adrian is also a constant voice in the Romanian business press, with more than 30 articles published.

Shaun MCCARTHY - Director of Human Synergistics New Zealand and Australia

Shaun McCarthy is an internationally respected authority on organisational culture and leadership with more than 25 years consulting experience to
an impressive list of companies in Australia, Asia, Europe and North America. Shaun launched Human Synergistics into New Zealand in 1979 and has expanded the organisation into a dynamic and successful business
with offices in New and Australia and partnership agreements with Singapore and Malaysia. His innovative approach to organizational culture and change continues to be employed by leaders across sectors including technology, marketing, engineering, agriculture, natural resources, healthcare, transport, banking and finance, retail, government and politics.

Shaun's extensive consulting work helps organizations build a performance culture by providing leaders with the skills and resources to achieve. These range from strategic planning, problem solving, management development, teambuilding, structural change, organisational diagnosis, performance management and evaluation systems. Shaun is sought after internationally to present his work and research at leading business and industry conferences and seminars.

Mihalis MADIANOS – Partner, GLOBAL FINANCE

Mihalis joined Global Finance in 2002 and focuses primarily on the healthcare services, life sciences, retail and telecom sectors in Southeastern Europe. Mihalis has led a number of deals in the region for Global Finance, including Euroclinic hospitals, Sicomed, Biofarma, La Fourmi, MobilTel and BTK.

Prior to joining Global Finance Mihalis worked in healthcare investment banking at JPMorgan in New York where he was a Vice President in the healthcare group and advised on over $8 billion of merger, acquisition
and divestiture transactions and raised over $5 billion of capital for clients, primarily in the life sciences and medical device sectors.

Mihalis holds a B.S. in Engineering from Aristotle University, an M.S. in Engineering from the University of Texas at Austin, and an M.B.A. from
The Amos Tuck School of Business Administration at Dartmouth College.

Kirk KIRKOV, Country Head of Bulgarian Representative Office of
SANDOZ, part of Novartis group

Mr. Kirkov is a senior executive with twenty years of accumulated experience in various leadership roles in the areas of general
management and project management working in a diverse range of industries and project types throughout Europe and North America.

Mr. Kirkov initiated his professional career as an Officer in 1995 in the Canadian Navy. From 1996 on he took on a number of management positions, including Project and Construction Manager for an Atlanta (Georgia, USA) based design and construction project management group (Lockwood Greene); General Manager at Razgrad based “Amylum Bulgaria”, a Starch and Starch-Based derivatives production facility; Chief Executive Officer at Union Miniere Pirdop Copper, where he oversaw the privatization, modernization and restructuring of the Copper Smelter and Refinery complex in Pirdop. During this period Mr. Kirkov served two consecutive terms as Chairman of the Bulgarian Internal Business Association (BIBA).

From 2003 to 2007 Mr. Kirkov founded several service sector companies in the areas of Healthcare Management, Fire and Emergency Management Services and Construction Project Management. During this period, Mr. Kirkov also took on multiple assignments as a management consultant, working on multiple engagements in the United States and Bulgaria, as a member of the Nielsen-Wurster Group.

Mr. Kirkov is a Mechanical Engineer and graduate of the University of Ottawa and the Massachusetts Institute of Technology.

We reserve the right to make changes in the preliminary agenda.

NOW, THE REALITY HAS ANOTHER SPEED

The management
through force and
pressure has disappeared.

The organizations do
not longer find
themselves in the
privileged situation of
choosing their people.
Now, the people chose
the organizations.

The managers operate
in a totally different
reality as opposed to
onethe they prepared themselves for and
to the one they got
used to.

The short term
performance is no
longer possible given
the speed of change of the reality we live in.

Today, the business
strategies have a life span between 3 and 5
years.

The paradox of our
days is as follows: we
are confronted with a
reality of an economy
which changes and
which requires much
flexibility in taking the
decisions, we
administrate rigid and
inert organizations,
unable to react to
changes and we apply
managing methods
which no longer work
on a market in which the
power centre switched from the employer
to the employee.

The answer to this dilemma:
the cultural
transformation.