Customer calls, company follows.
A successful start in Russia.
You never deny your most important customers a wish. Not even if it means setting up a branch in a foreign market, in a foreign culture, in unfamiliar territory: in Russia - in the beginning of the 21st century. How you write a success story under these circumstances has a lot to do with who you let write this story.
Niels Schumann sits at the table of the industrial company right from the start when the request of a major US automotive OEM is discussed: "Follow us to Russia and offer your technical services to our local factories there!"
There is already a local project team in St. Petersburg, which now needs to be reorganised into an operational entity. Simultaneously, the first contract must be implemented and additional orders are to be acquired. That’s theory in a nutshell.
In practice, Niels Schumann relocated to St. Petersburg and set up the necessary management structures from there. Entire teams of employees have to be recruited and trained. From office space, warehouses to supplies: everything needs to be organised, procured and processes needs to be implemented. As a service provider to the automotive industry, the company also achieves ISO9001 certification.
Intensive sales activities are quickly launched on the Russian market. Continuous, closely timed reporting to the company headquarters in Germany takes all decision-makers in the home country with it and ensures the necessary support.
Niels Schumann's responsibilities as a managing director include
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Company expansion in St. Petersburg
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Hiring management team and employees under difficult conditions: Full employment, workers were mainly found in Uzbekistan, but accommodation had to be built on site
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Establish responsibilities, processes and procedures in the new plant
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Speak shop-floor language with different cultures
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Build up a network, because local problems can usually only be solved locally
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Close stakeholder management
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Establishing a local corporate culture is crucial for long-term success in the operating business
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Report on the development of the Russian subsidiary at Supervisory Board meetings in Germany and liaise closely with the members
What Niels Schumann senses on site in every negotiation with the authorities, in every job interview with an employee, in every sales activity: it takes an understanding of a completely different culture in dealing with one another.
The management style in Russia differs considerably from that in Western Europe. But with his literal "cosmopolitanism", Niels Schumann succeeds in overcoming all hurdles, avoiding pitfalls - and getting the local people enthusiastic about the new company.
This is how what was just an idea a few years earlier came to fruition:
The company establishes a presence in the European part of Russia, successfully serves international customers locally and thus achieves the strategic goals of the Management Board.