- Natalya, you remember the first time feel as a manager?

 

- When we created the company, management seemed to me a challenge, which I certainly never challenge. Initially, we even looked Director General of the party, but had not found itself. I always felt : it is very important that the team worked. One person may have nothing to do! In my understanding of something better, some worse, some do not understand anything at all - and it is important to be able to listen to the opinions of others.

My main task is to find knowledgeable people to move, to organize their work. We founded the company in 1997. Already in the 98 th hire technical and commercial director, later-financial. They formed the core of our team. Sam, I never tried to take all the key functions. And now, looking back, I think it is right. - So, you are with Eugene Kaspersky, in the beginning, once and for all shared sphere of influence?

I very long Zhenyu trying to start a business, and when he suddenly agreed, so I make now more? It is likely that he will become the general manager, simply was not. You are invited - you and Exxon.

 

- So, your team does have the captain?

 

"I would not say that all concentrates on me. We are trying to take decisions together. As a result, between the company is a synergistic relationship, create new ideas. In addition, shareholders meeting, Board of Directors meeting. I do not understand how you can manage alone! It is impossible to think one person and all across the board. Of course, such examples are, but they usually fail. There are charismatic leaders such as former executive director of General Electric Company Jack Welsh, who praised all business publications. But he left the company and started a problem-it is almost bankruptcy GE, while Welsh is still revered as a great management guru. I think this is not a particularly good example of a manager. A good manager would leave behind normal successor who will continue to develop the company. I never think that charisma can, and as important, but not mandatory. Mandatory hard work, finding the right people. It is important to trust employees, and not just rely on some of its own power.

 

- So, a bad company, which is indispensable people?

 

No, far! Essential people are everywhere. And we too, and a lot. It takes an officer, and his direction provisaet not progressing. A good replacement as difficult to find as protected! The key is not to solve all alone! I am here, for example, recently read an interview with the CEO of "Gloria" Jinx Vladimir Melnikov. So, it was "my owner

 

- I know

 

- just posturing. In our case, I think, is impossible. Our business intellectually dependent on the people, and I would consider 10 times before taking any decision to many posovetuyus. Perhaps even, it is my weakness, usually, I hesitated, not sure any longer than necessary. What helps in these situations you finally decide : Intuition or rational arguments properties? "I do not just sovetuyus! We are conducting a study examining the expert views of the competitors. So rather second. At the same time, some decisions instinctively. - Natalya, but what do you think, of the government IT company? "IT company", "I" T-business-now these concepts are too vague. Any company selling computers, which calls itself the IT company. And it is a common business with us? In my view, they are closer to the sellers of potatoes, the site, samovars, yes want. Selling computers little harder, nothing more. I can talk about the specifics of the software business. It has features. First of all, this relatively small core assets. We have virtually no assets, in the conventional sense : yes furniture, computers and all. We do not have room. Our main asset is the people. In this sense, our business is intangible. Now all are actively discussing the issue of hostile takeovers. Now I do not understand how you can capture the business "Kaspersky Lab." What is contagious? People? So they do not keep-decorations. Tables and chairs are only ... Collapse-can, and take-no. - A as a "transmission" brains? Of course, all known cases, when a group of developers away from the company and start an alternative product, based on ideas borrowed at the old location. Ex-Employers, of course, scream, but nothing to do with this yet. Therefore, our main task, and is to deter people. Programmers in this sense the people - a very thin material goods they can not keep. They have their own values, then they must be made to work was interesting to mouth especially that the regime was free ... I, for example, never will introduce a monitoring system to joining : I come in 12.00-please. The main thing is that your piece was made. When? Yes although night. It is very important that podobralas good team, so that developers understand each other, to communicate, to have any idea. And while that does not vosparyali too high. Programmers often had to omit sinner on earth, recalling that we are not doing the Great Machine "Total" and "simple" antivirus. For product, which produces software company, largely intangible. To get it, must meet several conditions. You must have a product idea that the developers were to imagine how it will take the consumer. Somehow, we have established antivirus, which was beautiful in terms of developers, but difficult for the consumer. Vigil its system administrator, he is happy housewife have not understood what to do with it. Absolutely provalnaya version : programmers themselves. Then we seriously restructured and expanded product marketing. It is imperative that the manager in charge of the project, a dictionary people. The technical project manager is a huge problem for Russia. They did not teach such skills simply do not exist. This is mainly people who grow from programmers. And they have a special way of thinking, is not always conducive to good governance. Very seldom frames come from management. It is their problem - they do not understand the software and can easily mislead those of managers. A still need to clearly outline the procedures for developing and testing plans and responsibilities. But it is no guarantee of success. Need fortunate ... I still where you find their indispensable personnel? What do you think it preferable, grow a specialist or to the contest, in which the candidates seeking recruitment agencies? I am starting to look differently at this issue. To a certain point, we are almost all taken by the managers. Such hiring has its advantages, but there are significant drawbacks. Of course, well, that people come with a fresh mind, with experience and education. While the business of education I was very sceptical, and people with MBA at least look with suspicion. At least I can say that people with MBA working in the same way as people without MBA, the initial cost. Still, new people come with their business ideas, which is interesting. On the other hand - and this is minus-installation may not coincide with the installation of the company. It fits into a new team, and knows how that it would. We have had cases where a team ottorgal new manager. We are not even able to get through to see it - good or bad, but I already went to the petition. And you allow such conflicts? ground-course manager, not to change the same team of 30 people. In addition, our business is a complex one-product line has nearly 40 names. In all its niceties, we must analyse. For the manager of this is easy. Therefore, we started some time to raise their expertise. In 2002, had to part with our first Director of Marketing-man thoughtful, bright, but with some personal issues that we have not been able to overcome. Another search started. We needed someone who would be looking for a product in terms of international marketing, as well as a moving experience Russian product abroad. We have studied the market and found that this is not in Russia. Have been found abroad. How can I sit with Western managers. Initially hired German who had not done anything at all. Weary of fruitless attempts to get it to work, I drove a German four months. Then find extremely Meena and efficient Englishman, which is the only revolutionary, all the time trying to "destroy all osnovanya." What "and then ..." we were not able to see because it had been dismissed. After that I had a strong rejection and even a terror of the Western managers. Our current director of marketing, Daniel Kaptsan, grew from "their". He knows the company from the inside, understands that it needs, and at the same time very sensitive to the ideas coming from outside, including from Western colleagues. - A different marketing approach "Kaspersky Lab" in the West, from what you are doing in our market? These are two different front? - Absolutely. In Russia we say, without false modesty, a company leader. In the west-flank player has just entered the dozen. Of course, with this point of view in Russia and abroad, we have radically different marketing strategies. At each foreign market is more subtle correction, it is different. For example, in Germany traditionally highly valued by the Russian technology, training of technicians, and we carefully underline its "russkost" advertising campaign, in an interview. And in England at its origin did not insist, trying to keep most neutral tone. At the American market pozitsioniruem altogether as a vendor with programmistskoy American base in Russia. In turn, the Asian markets are quite different from the European. For example, in Japan we have with the same product, do all the same, that the European market is not working. Come to the exhibition, participated in different conferences, establish contacts with various organizations. All smiles, smiles, hands-zhmut and silence. A short time later, we released a Japanese businessman, we have contracted franchise. He was a man of respect, immediately began to sell our product large organizations and government agencies. Suddenly it declared bankruptcy almost wanted, but all his considerable debts trying to hang us. Trials began, the Japanese partners and customers waited, as all will end. The courts, of course, we won, after all these vicissitudes, even opened an office. And the market has taken us. We proved to be a major player and we can deal. We now have new contracts, finally went into business reteyl-go. At East, as we market heavily centralized. And as this "centre" will say how it will be. If you find there slits, door-you "all the chocolate." If not, working long as you like, do not get a dime. "And what the market storm was the most difficult? Elsewhere, their complexity. In Russia-piracy. In America, faced with the fact that competition is like impenetrable wall. The price of entry into the market is very high, their advertising industry is an eatery. In England, there are some people, longstanding preferences. In the circle for fear, which we are, very difficult to reach. In this sense, Japan is similar to the England-market the same elastic. And what difficulties you are the most difficult to overcome as the leader? What frustrating?

 

- Several. Sometimes problems with the staff-not know what to do! Sometimes, the draft is not. Awareness of lost investment, the decision to close this project is one of the most difficult tests. To me, this is extremely difficult.

 

- Natalya what periods in the development of its gold you seem at times?

 

- Apparently, in our business relative prosperity is not. Any time some new challenges, new horizons .... So, perhaps, golden times ahead of us! I can not recall a time when all was well. Continuing changes as problems. Early black days for me were the days of salary-somewhere have to find money to pay people. One year later, we learned to solve the problem, but there are others - have been issued to foreign markets. They will often attempt to deceive us in every way, and yet little known no vendor has been extremely difficult to pin down. Now, the company is growing rapidly, and this is a problem. A large number of highly skilled professionals, they have to be found as soon as possible, but it is very easy. Now I get to the dining room and realize that more than half of its staff, I no longer know. Though after one year ago we introduced presentations for newcomers, has become easier. We do Kaspersky hour program, which indicate that the company is : a little bit of history, but mainly on the future. Perhaps the novices are interested, in any case, look at the living-Kaspersky certainly. We are also in Jenei extremely useful. "When they ask questions from the audience," I always someone to note is people - explanatory and take it on notice. So read the new officials. This event-your-own idea or it is derived from the many theories of management? "This idea of the head of personnel. Sometimes we overtaking interesting experiences with foreign colleagues. Once our major partner, antivirus company F-Secure, invited us to their annual partnership conference, we both liked the idea and the events that we immediately put that experience to ourselves.

 

- A are excellent overseas technology and ideas that have not worked?

 

- There is a fashionable word-appraisal. This western technology at one time, it's very absorbed and incorporated it everywhere. The crux of the following : employee appreciates his immediate superior, his colleagues and subordinates, but he also responded to a number of questions, and based on all that concludes its effectiveness. When I first looked at the results of such testing, it was shocking - first place, who does not himself has not. Something was clearly not the case with the evaluation criteria ... In addition, it is very nervirovala staff, and especially programmers, and anything that relates to them, I am particularly sensitive. The following year, we have tried to mitigate qualified, but even this option, it is quite meaningless. Since then I have it overturned. For our team, this technology is not applicable. In doing so, it spent many efforts. I have noticed that professional staff and financiers are inclined to such games are measured them, test .... But for me all the truth that I just rasstalas the director of personnel. "No eycharov" we no longer have to work with management staff, which was recruiting, training and adapting newcomers. - So how do timbildingi, corporate culture, staff motivation?

- No timbildingov! We are lifted and live well! This waste of time simulation activities. You noticed how vazhnichayut HR- director? They are the highest salary and is thus proportional to the lure action. Moreover, in their world, there are many fashion trends. This is a nightmare! Today staff fashionable immersed in the sea, tomorrow left without water in the heat. All of this supposedly designed to improve corporate culture. People drive line, forcing ideological slogans fan and choir sing hymns. Kaspersky calls this "komissarit." In my opinion, this is simply detach the staff of the job, and we must do business! It's good that people here - smart them Buckwheat not hold, not buy all these immersion and passing a rope. Instead timbildingov we annually celebrate the birthday fun. There are also jokes, competitions, only the case strictly voluntary. I wish you are rope tick. Not want-Sidi, you will be dessert. Once a year we have a meeting at which management reports of the statement made during the year. You can ask questions, make claims, leaving tuhlye tomatoes. At one such meeting, I was asked : "When will we have HR- director? " I replied : "Unless."