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prikaz knjige

Krajem novembra 2011. godine izašla je iz štampe nova knjiga Rože Klasensa u izdanju

Udruženja banaka Srbije. Dugogodišnjem predavaču na seminarima koje organizuje Udruženje banaka ovo je peta knjiga koja je imala istog izdavača. Naime, UBS je do sada domaćoj čitalačkoj publici ponudila njegove sledeće knjige: Upravljanje filijalom banke, Sprečavanje pranja novca, Marketing u finansijskim uslugama, Banka u savremenom svetu i ovu poslednju - Korporativna kultura u bankarstvu.

Rože Klasens je 2. decembra održao jednodnevni seminar pod nazivom: "Šta vam je potrebno da budete drugačiji i bolji od konkurencije?" na kojem je učesnicima gratis podeljena iz štampe tek izašla knjiga Korporativna kultura u bankarstvu. Osnovne teme ovog seminara i knjige su: (1) Brendiranje, najuočljiviji deo korporativne kulture; (2) Definisanje dobre korporativne kulture; (3) Vođstvo i menadžment; (4) Zaposleni kao odlučujući faktor; (5) Korporativna komunikacija i (6) Promene.

Tema kojom se bavi nova knjiga Rože Klasensa u poslednjih nekoliko godina sve je zastupljenija na tržištu savremenih stručnih izdanja kao oblast kojoj je dat veliki značaj za postizanje uspeha jedne firme. Međutim, o korporativnoj kulturi u bankarstvu malo je tekstova, a skoro da nema nijedne knjige koja je namenjena domaćoj stručnoj javnosti.

Korporativna kultura u bankarstvu je knjiga pisana jednostavnim, duhovitim i maštovitim jezikom koji čini ovu stručnu temu zanimljivom i onima koji nisu profesionalno zainteresovani za tu oblast poslovanja. Knjiga je namenjena svim strukturama zaposlenih u bankama, počev od onih koji tek započinju svoj radni vek i imaju želju da napreduju pa do najvišeg menadžmenta.

Nova knjiga Rože Klasensa u izdanju Udruženja banaka Srbije

KORPORATIVNA KULTURA U BANKARSTVU

Reputacija je rezultat kontinuiranog delovanja tokom vremena. Vi ne počinjete sa već stvorenom reputacijom, vi završavate sa reputacijom. Kada je steknete, izazov je kako je sačuvati kroz stalno traganje za izvrsnošću na svim nivoima svoje organizacije. To je kičma korporativne kulture. Kada se stekne, reputacija će govoriti o organizaciji! Biće u stanju da definiše programe lojalnosti za njene klijente, da poveća prodor na tržište i da utvrđuje ključne poslovne izazove i strategije.

«»Reputation is a result of continuous actions

over time. You do not start with a reputation, you finish with a reputation. Once it is acquired the challenge is to keep it through a permanent search of excellence at all levels of an organisation. This is the backbone of corporate culture. Once acquired, a reputation will precede an organisation! It will be in a position to define its customer loyalty programs, increased market penetration and determine other key business challenges and strategies.

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book review

Towards the end of November 2011, the new book by Roger Claessens was published by the Association of Serbian Banks. This is the fifth book by this author - the lecturer at the many seminars organized by the Association of Serbian Banks, published by the same publisher. Namely, the ASB has so far offered the local readership the following books by the same author: Branch Management; Ethics, Corporate Values and Prevention of Money Laundering; Marketing in Financial Services; What is a Bank?; and the latest one - Corporate Culture in Banking.

On December 2nd 2011, Roger Claessens held a one-day seminar titled: “What do you need to be different and better than the competition?”, whose participants were presented with a free-of-charge copy of the just published book Corporate Culture in Banking. The main topics covered at the mentioned seminar and by the book are: (1) Branding, the most visible part of corporate culture; (2) Defining a winning corporate culture; (3) Leadership

and management; (4) People as a making or braking factor; (5) Corporate communication; (6) Change.

The topic dealt with in the new book by Roger Claessens has been increasingly present

in the recent years in the market of c o n t e m p o r a r y technical literature, being a field which bears considerable importance to the achievement of a company’s success. However, there have been only a few actual texts about the corporate culture in banking, and almost no books targeted at the local professional circles.

Corporate Culture in Banking is a book written in a simple, witty and imaginative style,

making this technical topic interesting even to those who are otherwise not professionally dealing with this segment of business. The book is targeted at all structures of bank employees, starting from those who are at the beginning of their professional careers and striving for success, to the top management levels.

New book by Roger Claessens published by the Association of Serbian Banks

CORPORATE CULTURE IN BANKING

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Rože Klasens, autor knjigeRoger Claessens, author of the book

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Rože Klasens, autor knjige

Različitost banaka je u korporativnoj kulturi

Kada smo u Udruženju banaka razgovarali o petoj knjizi iste serije pomenuli su "ljudske resurse (HR)" kao moguću temu. Postoji priličan broj odličnih knjiga o HR, ali malo njih na srpskom jeziku. Obično podvlačim na seminarima o marketingu ili komplajansu da razliku između jedne i druge banke u osnovi čine ljudi i sistemi.

Kopanje po temi dovelo me je do profesionalnijeg objašnjenja razlike između banaka. Mada su njihovi proizvodi prilično slični, možda sa izuzetkom strukturiranih proizvoda, one se razlikuju uglavnom zbog svoje kulture. Ali šta je korporativna kultura i kojom snagom ona utiče na rezultate organizacije? Da li je korporativna kultura u toj meri značajna da ohrabruje neke klijente da bankarske poslove obavljaju sa datom organizacijom?

Dalje, šta je veza između korporacione kulture i vođstva ili reputacije ili brenda? Zalaženje u ta pitanja bilo je u toj meri interesantno da sam došao do zaključka da bi pisanje o tome bilo interesantnije od bavljenja isključivo ljudskim resursima. Knjiga pominje razne izvore ali moram da priznam da je ključni izvor knjiga "Winning" (Pobeda) od Džeka Velča. Uvek sam se divio kapacitetu za stvaranje bogatstva dobro organizovane i konkurentne kompanije i pitao se zašto su neke uspešnije od drugih čak i kada konkurišu za isti proizvod ili uslugu. "Winning" nam daje ključ uspeha i, verovali ili ne, knjiga je puna saveta i trikova koji su skoro univerzalno primenljivi. Ne radi se samo o dobro poznatim konceptima "vizija-misija-strategija" već i o iskrenosti, integritetu, uvažavanju, poverenju, disciplini... svim tim vrednostima koji čine veliki brend i, u krajnjoj liniji, kao stena čvrstu reputaciju koja generiše ne samo zadovoljstvo klijenta već pretvara klijente u ambasadore brenda.

Knjiga počinje sa brendiranjem jer je to vidljiv deo napora kompanije da je uvaže kao različitu i u krajnjoj liniji bolju od konkurencije. Međutim, brendovi su samo vidljiv deo ledenog brega. Ispod površine vode se artikuliše pobednička stvar, tj. duboko dole u organizaciji gde su

Brend odražava korporativni identitet. Faktografski govoreći, brend je jednak obećanju i treba da odgovara očekivanjima. Brend treba da bude jednak snovima. Pomislite na one brendove parfema koji prodaju mnogo više od samog parfema, koji prodaju i stil života i samu ličnost. Brendovi takođe, treba da budu etički ispravni; da se podudaraju sa profilima klijenata, da budu i autentični i prepoznatljivi. Ovde ne govorimo o reklamiranju! Reklamiranje je samo vidljivi deo čitavog jednog ledenog brega. Brendiranje je ono što se događa ispod površine mora i rezultat je korporativne kulture. Štaviše, brend treba da bude usmeren ka dobro definisanom tržištu.

Brendiranje koristi simbolizam. Ko nije čuo za izreku da slika govori više od hiljadu reči? Akcenti brendiranja mogu se menjati tokom vremena, a svakako za banke, brzo će biti prilagođavani ekonomskom ciklusu.

«»A brand reflects a corporate identity. It is often

the result of extensive market research. Factually, a brand equals a promise and should match expectations. A brand could match dreams. Think about the perfume brands which sell much more than perfume, but a living style, a personality. Also, brands should be ethical; they should match customers’ profiles and should be authentic and recognisable. We do not talk about advertising! Advertising is the visible part of the iceberg. Branding is what happens below the water level and the result of a corporate culture. Furthermore, a brand should be geared towards a well-defined market.

Branding will exploit symbolism. Who does not know the expression that an image speaks a thousand words? The accents of branding might change over time and would, certainly for banks, be quickly adapted to the economic cycle.

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Roger Claessens, author of the book

Corporate culture is what makes the difference among banks

When discussing the fifth book of this series, the Bank Association mentioned: “Human Resources (HR)” as a likely subject. There are quite a few excellent books on HR but few

in the Serbian language. Besides, I usually underline in the seminars on marketing or even on compliance that the difference between one bank and another bank is basically a matter of people and systems.

Digging into the subject brought me to a more professional explanation of a difference between banks. Although their products are pretty similar, maybe with the exception of

Jako liderstvo i menadžment omogućavaju kompaniji da bude viđena kao različita i bolja od konkurencije. "U svetu biznisa koji se brzo menja, sposobnost da se stvara i održava snažni korporativni brend i reputacija, jedan je, ako ne i jedini način da se ostaje u prednosti i ispred drugih." Reputacija je rezultat višestrukih akcija. Završavate sa odličnom reputacijom. Ne počinjete sa njom. Potrebno je da radite na svojoj reputaciji i to još od juče! Radite na svojim sposobnostima i veštinama upravljanja. Ukratko, svi ti kvaliteti i zahtevi mogu se sumirati kako sledi: menadžment je proces organizovanja i vođenja putem korišćenja i strukturisanja resursa (ljudskih, finansijskih, materijalnih, intrelektualnih ili nematerijalnih). Svrha menadžmenta je da tako organizuje i deluje da bi se postigli postavljeni ciljevi. Pet ključnih funkcija menadžmenta su: planiranje, organizovanje, motivisanje, koordinacija i kontrola.

Postoji razlika između liderstva i menadžmenta. Lideri su osobe koje mogu imati viziju, koje okupljaju druge ljude i sa njima dele tu viziju, a takođe ih motivišu za transformisanje vizije u realnost. Menadžer je bliže na terenu i omogućava da se stvari događaju na pragmatičnoj osnovi. Menadžer pretače viziju u strategiju. Setite se da je strategija ono što se bavi pitanjem: KAKO obaviti posao?

«»Strong leadership and management allow a company to be seen as different as and better than competition.

“In the fast-changing world of business, the ability to create and sustain strong corporate brands and reputations is one of the only ways to stay ahead.” A reputation is the result of multiple actions. You end with an excellent reputation. You do not start with a reputation. You work on your reputation as of yesterday! You work on your management skills. In a nutshell, all these qualities and requirements can be summarised as follows: management is the process of organising and leading through the deployment and structuring of resources (human, financial, material, intellectual or intangible). The objective of management is to organise and to act in order to reach stated goals. The five key functions of management are to: plan, organise, motivate, co-ordinate and control.

There is a difference between leading and managing. We refer to leaders as persons who may have a vision, rally the others in sharing this vision, and motivate them to transform the vision into reality. A manager is closer to the field and makes it happen on a pragmatic basis. A manager turns vision into strategy. Remember strategy is about HOW to do things.

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Pre nego što sam pročitao 1.800 (hiljadu osam stotina!) stranica literature o "Korporativnoj kulturi", pretpostavljao sam da je ključ za uspeh imati snažnu korporativnu kulturu. Ali to nije slučaj. Ponekad je upravo suprotno! Ono što vodi ka uspehu je prilagodljiva kultura sa ugrađenom sposobnošću da ubeđuje članove kolektiva da usavršavaju i poboljšavaju ono što rade. Drugim rečima, da menjaju ili tragaju za promenama tako da se stvari mogu obavljati efikasnije, jednostavnije i jeftinije. Tu se radi o komunikaciji i osmišljavanju strategije (i o tome kako) u skladu sa okruženjem finansijske organizacije, u koji se menja. Ono što će voditi ka pobedi biće usmerene procedure, prava i praksa, i na

klijenta usmerena linijska operativa, ali i front i bek ofis. To zahteva prilagodljivu kulturu, sa potrebom da se fokusira na ponašanja i na vrednosti.

Podvukli smo neophodnost da zaposleni imaju nešto u šta da veruju, da su ovlašćeni, da uživaju podršku svog menadžmenta, da su kreativni i odgovorni, ali isto tako i moraju da budu participativni, da učestvuju i budu usmereni na odlične rezultate... da budu humana strana brenda. Reći ćete mi da sve to znate. Da postoji dovoljno literature o tome svuda oko nas. Pitanje jeste kako? Da citiram višeg potpredsednika i mog nekadašnjeg šefa u Bank of America: "Kako? Počni o tome da razmišljaš... od juče!"

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vrednosti žive i stvaraju lepilo koje drži ljude na okupu u nihovom traganju za uspehom.

Knjiga sadrži 200 pitanja o ovoj temi koja omogućavaju da se oceni sopstvena organizacija. Nažalost, u ovoj fazi

nije moguće pružiti statistički relevantan reper. Međutim, pitanja i odgovori treba da omoguće čitaocu da odredi šta se može uraditi

da rezultati budu uspešniji i kako biti deo plana za unapređenje sadašnjih rezultata

svih zaposlenih.

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structured products, they differ mainly because of their culture. But what is corporate culture and how strongly does it affect the performance of an organisation? Is corporate culture so important that it encourages some customers to bank with a given organisation?

Furthermore, what is the link between corporate culture and leadership or reputation or branding? Looking into those issues was so interesting that I came to the conclusion that writing about it would be more interesting than just covering HR. The book mentions various sources, but I have to admit that a key source was the book “Winning” by Jack Welch. I have always been in admiration of the wealth generation capacity of a well-organised and competitive company. Furthermore, I always wondered why some are more successful than others even when competing in the same field. “Winning” underlines the key to success and, believe it or not, the book is full of tips and tricks that are almost universally applicable. It is not just about the well known “vision-

mission-strategy” thing, but about candour, integrity, recognition, trust, discipline….all those values that make a great brand and ultimately a rock solid reputation that generates not only customer satisfaction, but transforms customers into ambassadors of a brand.

The book starts with branding as it is the visible part of a company’s efforts to be recognised as different as, and ultimately better than competition. However, brands are only the visible part of the iceberg. It is below the water level that the winning proposition is articulated, i.e. deep down in the organisation, where values are alive and form the glue that holds people together in their quest for success.

The book also contains 200 questions on the subject allowing you to rate your organisation. Unfortunately it is, at this stage impossible to provide a statistically relevant benchmark. However, questions and answers should enable the reader to determine what can be improved and might become part of a plan to improve the present performance of all members of staff.

Before reading about 1.800 (one thousand eight hundred) pages on “Corporate culture”, I assumed that the key to success was to have a strong corporate culture. This is not the case. Sometimes, quite the opposite! What leads to success is an adaptive culture with the ingrained aptitude to convince members of staff to improve on whatever they are doing, in other words to change or look for a change so that things can be done, more efficiently, more simply, less expensively. It is about communication and providing a strategy (the how to?) in line with the environment of a financial organisation in a changing world. What will lead to winning will be streamlined procedures, right practices, customer centred line

and staff management, front and back office. This requires adaptive cultures with a need to focus on behaviour and values.

We underlined the requirement for employees to have something to believe in, to be empowered, to enjoy strong support of management, to be creative and accountable, to be participative and to be performance oriented…to be the human side of the brand. You will tell me that you know that. There is sufficient literature about it all around us. The question is how? To quote a senior vice president, my former boss at BoA: “How? Start thinking about it… as of yesterday!”

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