A European-thinking generation
Matthew Tebeau: What has been your biggest surprise since coming to Poland at the end of 2002?
Harry Schur, president of STOEN: The very well educated and internationally orientated young people. I have been extremely impressed with their eagerness; young executives are so enthusiastic with a sense of entrepreneurship and a willingness to change things.
What do you look for in terms of skills and approach among senior management?
In the utility sector there was a low economic orientation, limited competition and little fluctuation of employees. This results in high technical focus and low customer orientation. It is extremely important to have executives who really understand what customer service is. Besides that, senior executives need to have a sharp eye for people. Their success depends on the team they can build. I also believe they have to respect the rule of transparency, fairness and reliability.
What or who has influenced your career the most?
Perhaps my most important experience was leading a large re-engineering in the energy group in Germany. I saw the importance of being open and flexible.
In terms of people there have been three or four board members, for instance the CFO from our holding company. He really knew how the financial markets worked and instilled in me an international orientation and an ability to think in global terms.
What does the future hold for the Polish energy market?
More internationalization, especially as a result of wider competition and the participation of the financial markets. This really forces management to focus on building share value as well as on developing strategy. It's not yet here, but it's only a matter of time.
Do you have any advice for a new investor?
Respect the local business environment, and be open to it. It is possible to succeed here and the biggest strength is the young people, a really European-thinking generation.
Bringing executives from abroad to manage business in Poland by itself won't work. You need to give local management staff a chance to take the responsibility and manage. But be open, fair and demanding.
Don't try to transfer corporate culture to Poland; this will not bring any value. Rather, try to understand the people and where they come from. Look for common values and build on them.
And don't tell people how they should behave but show them by what you do.
Harry Schur, the president of STOEN, Warsaw's electricity distributor, is leading a transformation process in the company. At the end of 2002 it was acquired by RWE Group, which supplies electricity, gas and water to millions of clients in Europe and the U.S. Schur began his career in corporate finance more than 20 years ago and is joining Polish RWE from the group headquarters in Essen.
Harry Schur, president of STOEN: The very well educated and internationally orientated young people. I have been extremely impressed with their eagerness; young executives are so enthusiastic with a sense of entrepreneurship and a willingness to change things.
What do you look for in terms of skills and approach among senior management?
In the utility sector there was a low economic orientation, limited competition and little fluctuation of employees. This results in high technical focus and low customer orientation. It is extremely important to have executives who really understand what customer service is. Besides that, senior executives need to have a sharp eye for people. Their success depends on the team they can build. I also believe they have to respect the rule of transparency, fairness and reliability.
What or who has influenced your career the most?
Perhaps my most important experience was leading a large re-engineering in the energy group in Germany. I saw the importance of being open and flexible.
In terms of people there have been three or four board members, for instance the CFO from our holding company. He really knew how the financial markets worked and instilled in me an international orientation and an ability to think in global terms.
What does the future hold for the Polish energy market?
More internationalization, especially as a result of wider competition and the participation of the financial markets. This really forces management to focus on building share value as well as on developing strategy. It's not yet here, but it's only a matter of time.
Do you have any advice for a new investor?
Respect the local business environment, and be open to it. It is possible to succeed here and the biggest strength is the young people, a really European-thinking generation.
Bringing executives from abroad to manage business in Poland by itself won't work. You need to give local management staff a chance to take the responsibility and manage. But be open, fair and demanding.
Don't try to transfer corporate culture to Poland; this will not bring any value. Rather, try to understand the people and where they come from. Look for common values and build on them.
And don't tell people how they should behave but show them by what you do.
Harry Schur, the president of STOEN, Warsaw's electricity distributor, is leading a transformation process in the company. At the end of 2002 it was acquired by RWE Group, which supplies electricity, gas and water to millions of clients in Europe and the U.S. Schur began his career in corporate finance more than 20 years ago and is joining Polish RWE from the group headquarters in Essen.
