Organised by the Ministry of Development, the conference focused on business culture in Poland in the context of the government's New Opportunity Policy (PNS) programme. This is a development programme that comprehensively addresses the issue of business management in a crisis situation and issues related to the liquidation of enterprises.<\/p>\n
The main goals of the PNS are: preventing crisis situations in enterprises by launching early warning systems, limiting the risk of liquidation of enterprises through extrajudicial and judicial forms of repair and restructuring, efficient liquidation of enterprises and support for resuming business activity \u2013 the so-called new start. It is worth writing about it in more detail soon, and today I'd like<\/a> focus on one part of the meeting.<\/p>\n The final panel discussion of the conference, entitled 'Failure and fall in business - how to survive, learn lessons and move on', was an opportunity to talk about approaches to mistakes, failures and how to recover from them. It was attended by a group of business practitioners - entrepreneurs, advisors or business coaches. Thanks to an invitation from the organisers, who found me to host the FuckUp Nights meetings, I had the opportunity to lead this discussion.<\/p>\n During the bulk of the discussion, we talked about failure in the context of entrepreneurs. We did not make a distinction between a startup and 'simply' running a smaller or larger company - both topics are very similar and were treated simply as 'entrepreneurship'. To a slightly lesser extent, but just as interestingly, the discussion was about the attitudes and role of managers towards mistakes and failures in the organisations or teams they lead.<\/p>\n One of the observations that emerged from earlier sessions at the conference, and which was also clearly described during this panel, was that closing down a business is as much an aspect of entrepreneurship as opening one. Closing the company<\/a> may not necessarily be a failure. It may be a way to avoid it. Because failure can have many faces. For some it will be losing money, for others not achieving their goals (partially or completely). For someone else it will be losing health or contacts<\/a> with loved ones as a result of excessive dedication to business.<\/p>\n What kind of 'failures' can entrepreneurs or managers not afford? Various mistakes can be made - some of them may be forgivable or understandable, but an abuse of trust is extremely difficult to make up for. And in tough times, an entrepreneur with a poor reputation will not be able to cope. So trust and reputation are qualities that you cannot afford to lose in business. Especially if they are associated with our name, with our brand.<\/p>\n One of the questions asked by the panel concerned the differences in the approach to mistakes and failures between Polish companies<\/a> and foreign. The thesis was put forward that in large companies, depending on the organizational culture, these approaches may be different. Mr. Robert Loranc rightly noticed that at the moment this approach has become uniform. Employees of large corporations often come from different countries, they come from various other companies. The conviction that has been prevalent for several years, passed on during corporate training, that the "right to make mistakes" is something normal in modern organizations, also has its influence. Without it, there is no creativity or innovative products. Of course, everything has its limits and it is worth being aware that failure is not the same. We will be treated differently if we try to do something new and we fail or if we neglect some area once. And completely differently if our attitude or behavior leads to losses, repeats the same mistakes or acts against the law.<\/p>\n Short, to the point and very interesting was the answer to the question: \"Who is responsible for the failures of teams or employees\". It was: the boss. And it did not provoke any discussion. It is the boss who is responsible for what happens in the team, how prepared the employees are to perform their tasks, what skills they have, what attitudes they display. He or she is the one who should react early on to irregularities, fill in the gaps, take care of the necessary resources. He or she should also react to inappropriate behaviour and, if it is repeated, even dismiss the person in question. So that the team or the company does not fail as a whole because of one or a few misbehaving individuals. That is his role.<\/p>\n Interviewees also pointed out that entrepreneurial failure is often not only their personal challenge, but also a problem for employees. To a certain extent, entrepreneurs also affect the people they give their jobs to with their decisions. A bad business move, neglecting payment liquidity can mean, for example, a lack of funds for salaries. Another panellist noted that an entrepreneur must first of all take care of his or her own basic needs and only then take care of the needs of others. A bit like training aeroplane passengers - in the event of an accident, a parent must first put on an oxygen mask for himself and only then for his child. If they don't, they may, for example, lose consciousness and not be able to help others. The analogy is interesting and I am curious to hear your views on it.<\/p>\n During the conversation on supporting entrepreneurs in "recovering from failures", Mr. Maciej Roch Pietrzak pointed out that often the owners companies are waiting<\/a> too long with the launch of restructuring programs. And it is not about debt collection or employee layoffs, but about transforming the business from its current, problematic state to a healthier, more profitable one the chance to continue the company's operations<\/a>. Sometimes, sufficient help is to enable the acquisition of relatively small financial resources, allowing for maintaining liquidity. Or to take advantage of the possibility of deferring ZUS payments. In some situations, small things, but done at the right time, when there is no need to "save" the company, are completely sufficient to prevent bankruptcy and maintain its operation. Such possibilities already exist to some extent, and there will be more and more of them thanks to the aforementioned New Chance Policy and the amended "Restructuring Law".<\/p>\n During the discussion, it was also stated that "company restructuring" is treated as a kind of stigma - a burden the company in the eyes<\/a> partners or banks. The solution to this problem can be trust and reputation, which entrepreneurs must take care of in advance. It also helps support provided by organizations experienced in restructuring<\/a>. It is worth noting that, just like "not every train goes to PKP", not every lawyer knows restructuring well enough to help carry out such a process<\/a> effectively. That is why it is worth using the help of professionals.<\/p>\n An interesting theme emerged at the end of the meeting, as a result of a question from the floor. One of the listeners noted that numerous institutions supporting start-ups prepare entrepreneurs in organisational, administrative, accounting and legal terms, or help them raise funds for their activities. None of these institutions, however, prepare them for... the end of their business.<\/p>\n In the context of the well-known statistics that in In Poland, 8 out of 10 companies<\/a> fails in the first two years of its activity, this is a very practical observation. For me, there was only one conclusion - the packages of assistance for beginning entrepreneurs should necessarily include a "first aid kit" (named after Mr. Maciej Roch Pietrzak), containing information on when and to whom to turn for support in the event of observing symptoms of difficulties in the company's activity. This will prevent the company from failing, or in the worst case, to close it down in such a way as to minimize the potential losses and problems of owners or shareholders related to it.<\/p>\n I regret that the meeting could not have lasted longer. The information presented above is only part of the very large amount of knowledge and opinions that the panellists shared with the audience. Knowledge that is all the more valuable because it comes from practical experience and my own observations. I have described those points that were particularly memorable to me - hence a certain selectivity of topics. I hope to participate in future similar events and equally engaging discussions.<\/p>\n The event, which took place on December 9, 2015, was organized by the Department of Innovation and Industry in the Ministry of Development. The following persons took part in the panel discussion: Marta Zi\u0119ba-Szklarska (founder and CEO, \u015awiat Kadr), Edward Po\u0142aski (President, Foundation for Small and Medium-Sized Enterprises), Robert Jasi\u0144ski (entrepreneur and business advisor<\/a>), Robert Loranc (President of the Management Board, CEO, LORANC & PARTNERS Sp. z oo), Marcin Osman (founder and owner of OSM Consult Sp. z oo) and Maciej Roch Pietrzak (President of the Management Board, PMR Restrukturyzacje SA). For their support in organizing the panel Thank you<\/a> Ms. Agata Wancio, Chief Specialist from the Department of Innovation and Industry of the Ministry of Economy.<\/i><\/p>","protected":false},"excerpt":{"rendered":" Zorganizowana przez Ministerstwo Rozwoju konferencja po\u015bwi\u0119cona by\u0142a kulturze biznesowej w Polsce w kontek\u015bcie rz\u0105dowego programu Polityka Nowej Szansy (PNS). Jest to program rozwojowy, kt\u00f3ry w spos\u00f3b kompleksowy odnosi si\u0119 do problematyki zarz\u0105dzania przedsi\u0119biorstwem w sytuacji kryzysowej oraz zagadnie\u0144 zwi\u0105zanych z likwidacj\u0105 przedsi\u0119biorstw. G\u0142\u00f3wnymi celami PNS s\u0105: zapobieganie sytuacjom kryzysowym przedsi\u0119biorstw poprzez uruchomienie system\u00f3w wczesnego ostrzegania, ograniczanie ryzyka likwidacji przedsi\u0119biorstw poprzez pozas\u0105dowe i s\u0105dowe formy naprawy i restrukturyzacji, sprawne przeprowadzenie likwidacji przedsi\u0119biorstw oraz wsparcie ponownego podejmowania dzia\u0142alno\u015bci gospodarczej \u2013 tzw. nowy start. Warto o niej napisa\u0107 wkr\u00f3tce szerzej, a dzisiaj chcia\u0142bym skupi\u0107 si\u0119 na jednej z cz\u0119\u015bci spotkania. Ostatni panel dyskusyjny konferencji, zatytu\u0142owany \u201ePora\u017cka i upadek w biznesie \u2013 jak przetrwa\u0107, wyci\u0105gn\u0105\u0107 lekcje i i\u015b\u0107 dalej\u201d, by\u0142 okazj\u0105 do rozmowy na temat podej\u015bcia do b\u0142\u0119d\u00f3w, pora\u017cek i sposob\u00f3w wydobywania si\u0119 z nich. Wzi\u0119\u0142o w nim udzia\u0142 z grono praktyk\u00f3w biznesowych \u2013 przedsi\u0119biorc\u00f3w, doradc\u00f3w czy trener\u00f3w biznesowych. Dzi\u0119ki zaproszeniu organizator\u00f3w, kt\u00f3rzy odnale\u017ali mnie jako prowadz\u0105cego spotkania FuckUp Nights, mia\u0142em okazj\u0119 poprowadzi\u0107 t\u0119 dyskusj\u0119. W trakcie przewa\u017caj\u0105cej cz\u0119\u015bci dyskusji m\u00f3wili\u015bmy o pora\u017cce w kontek\u015bcie przedsi\u0119biorc\u00f3w. Nie dokonali\u015bmy podzia\u0142u na startupu i \u201ezwyk\u0142e\u201d prowadzenie mniejszej czy wi\u0119kszej firmy \u2013 oba tematy s\u0105 bardzo podobne i zosta\u0142y potraktowane po prostu jako \u201eprzedsi\u0119biorczo\u015b\u0107\u201d. W nieco mniejszym zakresie, ale r\u00f3wnie ciekawie, dyskusja dotyczy\u0142a postaw i roli mened\u017cer\u00f3w wobec b\u0142\u0119d\u00f3w i pora\u017cek w organizacjach czy zespo\u0142ach, kt\u00f3rymi kieruj\u0105. Jedn\u0105 z obserwacji, kt\u00f3re pojawi\u0142y si\u0119 ju\u017c w trakcie wcze\u015bniejszych spotka\u0144 na konferencji, i kt\u00f3ra zosta\u0142a te\u017c jasno opisana na omawianym panelu by\u0142o to, \u017ce zamykanie firm jest takim samym aspektem przedsi\u0119biorczo\u015bci jak ich otwieranie. Zamkni\u0119cie firmy nie koniecznie mo\u017ce by\u0107 pora\u017ck\u0105. Mo\u017ce by\u0107 sposobem na jej unikni\u0119cie. Bo pora\u017cka mo\u017ce mie\u0107 r\u00f3\u017cne oblicza. Dla jednych b\u0119dzie ni\u0105 utrata pieni\u0119dzy, dla innych nie zrealizowanie swoich cel\u00f3w (cz\u0119\u015bciowo lub ca\u0142kowicie). Dla jeszcze kogo\u015b innego utrata zdrowia czy kontakt\u00f3w z najbli\u017cszymi w efekcie nadmiernego po\u015bwi\u0119cenia si\u0119 biznesowi. Na jakiego rodzaju \u201epora\u017cki\u201d nie mog\u0105 pozwoli\u0107 sobie przedsi\u0119biorcy czy mened\u017cerowie? Mo\u017cna pope\u0142nia\u0107 r\u00f3\u017cne b\u0142\u0119dy \u2013 cze\u015b\u0107 z nich mo\u017ce by\u0107 wybaczona czy zrozumia\u0142a, jednak nadu\u017cycie zaufania jest skrajnie trudne do odrobienia. A w ci\u0119\u017ckich chwilach przedsi\u0119biorca maj\u0105cy s\u0142ab\u0105 reputacj\u0119, nie b\u0119dzie w stanie sobie poradzi\u0107. Tak wi\u0119c zaufanie i reputacja to cechy, na utrat\u0119 kt\u00f3rych nie mo\u017cna sobie w biznesie pozwoli\u0107. Zw\u0142aszcza, je\u015bli zwi\u0105zane s\u0105 z naszym nazwiskiem, z nasz\u0105 mark\u0105. Jedno z pyta\u0144 panelu dotyczy\u0142o r\u00f3\u017cnic w podej\u015bciu do b\u0142\u0119d\u00f3w i pora\u017cek mi\u0119dzy przedsi\u0119biorstwami polskimi i zagranicznymi. Postawiona zosta\u0142a teza, \u017ce w du\u017cych firmach, w zale\u017cno\u015bci od kultury organizacyjnej, podej\u015bcia te mog\u0105 by\u015b r\u00f3\u017cne. P. Robert Loranc s\u0142usznie zauwa\u017cy\u0142, \u017ce w tej chwili to podej\u015bcie si\u0119 ujednolici\u0142o. Pracownicy du\u017cych korporacji cz\u0119sto pochodz\u0105 z r\u00f3\u017cnych kraj\u00f3w, przychodz\u0105 z r\u00f3\u017cnorodnych innych firm. Sw\u00f3j wp\u0142yw ma te\u017c panuj\u0105ce od kilku lat przekonanie, przekazywane na korporacyjnych szkoleniach, \u017ce \u201eprawo do pope\u0142niania b\u0142\u0119d\u00f3w\u201d jest czym\u015b normalnym we wsp\u00f3\u0142czesnych organizacjach. Bez niego nie ma kreatywno\u015bci czy innowacyjnych produkt\u00f3w. Oczywi\u015bcie wszystko ma swoje granice i warto mie\u0107 \u015bwiadomo\u015b\u0107, \u017ce pora\u017cka pora\u017cce nie r\u00f3wna. Inaczej zostaniemy potraktowani, je\u015bli spr\u00f3bujemy zrobi\u0107 co\u015b nowego i nam si\u0119 nie uda czy te\u017c raz zaniedbamy jaki\u015b obszar. A zupe\u0142nie inaczej, je\u015bli nasz\u0105 postaw\u0105 czy zachowaniem doprowadzimy do strat, b\u0119dziemy powtarza\u0107 te same b\u0142\u0119dy czy post\u0105pimy niezgodnie z prawem. Kr\u00f3tka, rzeczowa i bardzo ciekawa by\u0142a odpowied\u017a na pytane: \u201eKto ponosi odpowiedzialno\u015b\u0107 za pora\u017cki zespo\u0142\u00f3w czy pracownik\u00f3w\u201d. Brzmia\u0142a ona: szef. I nie wzbudzi\u0142a \u017cadnej dyskusji. To szef odpowiada za to, co dzieje si\u0119 w zespole, jak przygotowani do wykonania zada\u0144 s\u0105 pracownicy, jakie maj\u0105 umiej\u0119tno\u015bci, jakie wykazuj\u0105 postawy. To on powinien odpowiednio wcze\u015bnie zareagowa\u0107 na nieprawid\u0142owo\u015bci, uzupe\u0142ni\u0107 braki, zadba\u0107 o potrzebne zasoby. Powinien te\u017c zareagowa\u0107 na niew\u0142a\u015bciwe zachowania, a je\u015bli si\u0119 powtarzaj\u0105, nawet zwolni\u0107 tak\u0105 osob\u0119. Tak, aby zesp\u00f3\u0142 czy przedsi\u0119biorstwo nie ponios\u0142o pora\u017cki jako ca\u0142o\u015b\u0107 z powodu jednej czy kilku niew\u0142a\u015bciwie dzia\u0142aj\u0105cych os\u00f3b. Taka jego rola. Rozm\u00f3wcy zwr\u00f3cili r\u00f3wnie\u017c uwag\u0119 ta to, \u017ce pora\u017cka przedsi\u0119biorcy cz\u0119sto jest nie tylko ich osobistym wyzwaniem, ale tak\u017ce stanowi problem dla pracownik\u00f3w. Przedsi\u0119biorcy w pewnym zakresie swoimi decyzjami wp\u0142ywaj\u0105 te\u017c na ludzi, kt\u00f3rym daj\u0105 prac\u0119. Z\u0142y ruch biznesowy, zaniedbanie p\u0142ynno\u015bci p\u0142atniczej mog\u0105 oznacza\u0107 chocia\u017cby brak \u015brodk\u00f3w na wynagrodzenia. Inny z panelist\u00f3w zauwa\u017cy\u0142, \u017ce przedsi\u0119biorca musi przede wszystkim zadba\u0107 o swoje podstawowe potrzeby, a dopiero potem o potrzeby innych. Troch\u0119 jak szkoleniach pasa\u017cer\u00f3w samolot\u00f3w \u2013 w przypadku awarii rodzic musi najpierw sobie za\u0142o\u017cy\u0107 mask\u0119 tlenow\u0105, a dopiero potem dziecku. Je\u015bli tak nie post\u0105pi, mo\u017ce np. straci\u0107 przytomno\u015b\u0107 i nie b\u0119dzie w stanie pom\u00f3c innym. Analogia interesuj\u0105ca i ciekaw jestem Pa\u0144stwa opinii na ten temat. W trakcie rozmowy na temat wsparcia przedsi\u0119biorc\u00f3w w \u201ewychodzeniu z pora\u017cek\u201d p. Maciej Roch Pietrzak wskaza\u0142, \u017ce cz\u0119sto w\u0142a\u015bciciele firm czekaj\u0105 zbyt d\u0142ugo z uruchomieniem program\u00f3w restrukturyzacyjnych. I nie chodzi tutaj o windykacj\u0119 zad\u0142u\u017cenia czy zwolnienia pracownik\u00f3w, ale o transformacj\u0119 biznesu z aktualnego, problematycznego stanu, na zdrowszy, daj\u0105cy szans\u0119 kontynuowania dzia\u0142ania firmy. Czasami wystarczaj\u0105c\u0105 pomoc\u0105 jest umo\u017cliwienia pozyskania stosunkowo ma\u0142ych \u015brodk\u00f3w finansowych, pozwalaj\u0105cych na utrzymanie p\u0142ynno\u015bci. Lub skorzystanie z mo\u017cliwo\u015bci odroczenia p\u0142atno\u015bci ZUS. W niekt\u00f3rych sytuacjach drobne rzeczy, ale wykonane w odpowiednim czasie, kiedy jeszcze nie ma potrzeby \u201eratowania\u201d firmy, s\u0105 w zupe\u0142no\u015bci wystarczaj\u0105ce, aby zapobiec upadkowi i podtrzyma\u0107 jej dzia\u0142anie. Mo\u017cliwo\u015bci takie cz\u0119\u015bciowo ju\u017c istniej\u0105, a b\u0119dzie ich coraz wi\u0119cej dzi\u0119ki wspomnianej ju\u017c Polityce Nowej Szansa i znowelizowanej ustawie \u201ePrawo restrukturyzacyjne\u201d. W dyskusji pad\u0142o te\u017c stwierdzenie, \u017ce \u201erestrukturyzacja firmy\u201d jest traktowana jako pewnego rodzaju stygmat \u2013 obci\u0105\u017caj\u0105cy firm\u0119 w oczach partner\u00f3w czy bank\u00f3w. Ratunkiem na to mog\u0105 by\u0107 zaufanie i reputacja, o jakie przedsi\u0119biorcy musz\u0105 wcze\u015bniej zadba\u0107. Pomaga te\u017c wsparcie udzielone przez organizacje do\u015bwiadczone w przeprowadzaniu restrukturyzacji. Przy czym warto zauwa\u017cy\u0107, \u017ce podobnie jak \u201enie ka\u017cdy poci\u0105g do PKP\u201d, tak samo np. nie ka\u017cdy prawnik zna si\u0119 na restrukturyzacji na tyle dobrze, aby pom\u00f3c przeprowadzi\u0107 taki proces skutecznie. Dlatego warto skorzysta\u0107 z pomocy fachowc\u00f3w. Ciekawy w\u0105tek pojawi\u0142 si\u0119 na ko\u0144cu spotkania, w efekcie pytania z sali. Jeden ze s\u0142uchaczy zauwa\u017cy\u0142, \u017ce liczne instytucje wspieraj\u0105ce start przedsi\u0119biorc\u00f3w przygotowuj\u0105 ich pod wzgl\u0119dem organizacyjny, administracyjnym, ksi\u0119gowym, prawnym czy te\u017c pomagaj\u0105 w pozyskaniu \u015brodk\u00f3w na dzia\u0142alno\u015b\u0107. Natomiast \u017cadna z tych instytucji nie przygotowuje do\u2026 zako\u0144czenia dzia\u0142alno\u015bci. 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