Forbes named the highest paid top managers in Russia. The most effective top managers in Russia Large Russian top managers list

At a press conference dedicated to the release of the 19th TOP-1000 Russian Managers rating, members of the Association of Managers and representatives of Russian business exchanged views on what a Top Manager of 2018 should be like. What qualities and competencies should he have? One of the most important trends is that the modern head of the company is not necessarily a man.

On September 25, 2018, a press conference was held dedicated to the release of the XIX rating "TOP-1000 Russian Managers" of the Association of Managers and Kommersant Publishing House.

The speakers, among whom are the laureates of the rating, headed by moderator Petr Lidov-Petrovsky, director of the Directorate for Communications and Public Relations of MIA Rossiya Segodnya, discussed who is the top manager of the 2018 sample, what challenges he faces depending on the segment market of his company, what competencies should help him solve complex managerial tasks and other issues.

Made a welcoming speech Founding President of the Association of Managers Dmitry Zelenin, emphasizing the specifics of the XIX rating - a change in the methodology for forming the list of business leaders, the stable presence of foreign companies, despite the sanctions.

Vyacheslav Evseev, Executive Director of the Association of Managers, drew the strokes for the portrait of a top manager in 2018.

In particular, 51% of top managers have one higher education, 11% are candidates or doctors of sciences, 76% of managers are married. An important trend is that from 2014 to 2018, the number of female top managers increased from a third to almost a half. Another trend is that there are more “masculine” and more “feminine” professions, such as the director of corporate and public relations, the director of personnel and the director of marketing. At the same time, a third of women believe that they are subject to more stringent requirements in business than men.

The theme of women's leadership continued Raisa Polyakova, General Director of KFC for Russia and the CIS: “It is gratifying to see an annual increase in the number of women among the winners of the Top 1000 Russian Managers rating: this year, almost half of the participants - 48% - are women. However, the issue of gender imbalance in senior positions is still relevant. Only 14% of the Top 250 CEOs are women, which confirms the importance of working to develop women's leadership. This year, we created the Women's Leadership Committee at the Managers' Association, whose main task is to help women develop leadership competencies, combat gender stereotypes, and improve the working infrastructure. I am sure that our joint efforts will stimulate the mass development of women's leadership in Russian business, and more and more women's names will appear in the annual rating of the Association of Managers.”

Valery Fedorov, General Director of VTsIOM, cited the results of a survey of who Russians consider a top manager and how, in their opinion, one can achieve success in this position. The vast majority of Russians - 94% - have heard the word "top manager", but among them only 41% know its meaning. Literacy, education, competence are the main qualities of a top manager, according to our fellow citizens. Every second respondent - 49% - believes that only a person with a certain set of qualities from birth can become a top manager.

Oleg Ananiev, Executive Director of MIA "Russia Today", presented the results of the joint project of the Association of Managers and AEI PRIME "Business Guru Responsible".

The opinion of the project participants - top managers from various market segments - in response to the question of the need to increase or reduce the state's share in business, was divided in half.

“Practically all project participants answered that in the current economic situation, first of all, the stability of the tax system is necessary,” Ananiev summed up the opinion of the tops on the issue and drew a parallel with the opinion of leading Russian economists who share the same opinion.

“According to research by the World Economic Forum, by 2020, 7.1 million jobs related to the performance of routine duties may disappear. However, I would not talk about complete disappearance. The release of human resources from routine operations makes it possible to direct them to more intelligent and complex tasks. And here it is appropriate to talk about the positive impact of robotization and improving the quality and efficiency of work processes. Thus, top-level managerial work will remain, while lower-level simple and routine functions will be automated. First of all, top managers who want to be in trend will have to prepare for the coming transformation - to have a clear idea of \u200b\u200bhow people can work in tandem with robots. And secondly, it is necessary to think over a strategy for implementing such transformations. The good news is that you need to understand that any company that simply replaces humans with machines to manage its systems is at risk of losing the knowledge of how those systems work,” commented Alexander Ivlev, EY CIS Managing Partner.

Alexey Shapovalov, Vice President for Strategic Marketing, Prosveshchenie Group of Companies, spoke about the features of the status and functionality of the media manager. In particular, he noted: "Prosveshchenie" from the largest publishing house in Russia is being transformed into a group of companies that combines the resources of society, the state and business to achieve outstanding educational results. An effective top manager of a company of this level not only has outstanding professional competencies, but also realizes the importance of the social mission that the brand carries.”

Marina Mironova, HR Director, Veles Capital Group of Companies, to the competitive advantages of top managers in the investment business, she attributed: analytics as the basis for decision-making, including multi-scenario, project approach, strategy, as well as a focus on people - team building and personalization.

Alexander Chub, President of the Russian Towers Group of Companies, focused the audience’s attention on the role of a top manager in the new realities: “In the context of the digital economy, the role of “digital competencies” is growing - tracking new digital solutions and implementing them in their traditional areas, increasing the pace of change, increasing adaptability and mobility. But, despite the rapidly changing world and the demands of the time, the knowledge, experience and responsibility of managers for the results of work remain the most important components of success. And also the concepts of business ethics and social responsibility become the fundamental principles of the work of a top manager. Following the ethical standards of doing business, personal integrity, informational openness largely determine the successful future of a top manager and companies.”

Alla Kanunnikova, Member of the Management Board, Commercial and Marketing Director of JSC Medsi Group of Companies, shared her thoughts on the importance of managers in the positive development of the medical industry:

“We are in the process of transforming the national healthcare system in Russia and building a new model that is adequate to the modern challenges of society. For more than 20 years, industry leaders, large private clinics, have been promoting the implementation of the best world medical practices and improving the quality of medical services in the country.

To improve the issues of providing quality medical care, to continue the process of investing in advanced medical technologies and introducing new methods of treatment, medicine needs highly qualified doctors and competent managers who can build an effective system of interaction with the state, investors, funds, who will be able to bring the culture of relations between doctors and patients. Over the past 3 years, the growth rate of the commercial medicine market in the Russian Federation was at the level of 8%, the same indicator for Medsi was 19%. In the coming years, analysts predict continued growth in this market segment. This is a real challenge to the professional management community, confirming the need for recognition, including on the rating site, as an independent category, of those best managers who are moving the medical industry forward today.”

General media partner: MIA "Russia Today"

Strategic information partner: AEI "PRIME"

Information Partners: Moscow Media, Sostav.ru, AKIT, automatic transmission, Pro business, Silver Archer, BOSS, New Retail,

"National Confederation "Development of Human Capital", Finversia, Pravo.ru, Scientific and Industrial Association of Valve Manufacturers, Rosspetsmash, Rabota.ru, RID

The Association of Managers is one of the leading business associations in Russia. The activities of the Association of Managers are aimed at the professional development of the community of managers, the transition to socially responsible business standards, and integration into the global economy. The Association of Managers was founded in 1999. Over the years, the Association has established itself as an independent expert platform for developing a consolidated business position on the most acute social and professional challenges facing the management of large Russian enterprises, society and government.

The sharp reduction in the price of “wooden” in relation to “evergreen” hit not only ordinary Russians, but also made the richest top managers of Russia somewhat poorer. However, the difference between the incomes of ordinary citizens and highly paid managers is so great that the latter are unlikely to be strongly dependent on the dollar. Forbes magazine found out how much the leaders of the largest Russian companies earn in foreign currency.

The richest were selected from the heads of 70 enterprises of the Russian Federation, whose revenue was the largest in 2014. The ranking does not include state corporations and owner-managed companies such as Norilsk Nickel and Lukoil.

The final income estimate takes into account short-term and long-term remuneration, income received from participation in the directorates of subsidiaries and remuneration received outside of Russia. To convert ruble income into US currency, the average rate of the previous year was used - 38.6 rubles per 1 dollar.

We present you the top ten richest top managers in Russia.

10. Mikhail Kuzovlev, $9.5 million

Former President - Chairman of the Board of the Bank of Moscow. Since 2011, he has been the head of the Business Council for Cooperation with Cyprus. Dimitris Christofias (former President of Cyprus) is the godfather of Kuzovlev's daughter.

9. Vladimir Yakunin, $11 million

In August 2015, he left the post of head of Russian Railways OJSC, giving it up to Oleg Belozerov.

8. Ruben Aganbegyan, $11 million

CEO and Chairman of the Board of Otkritie Holding JSC. His father is the famous Soviet academician-economist Abel Aganbegyan, so Aganbegyan Jr. has been familiar with economics and banking since childhood.

7. Mikhail Shamolin, $11.6 million

Head of Joint Stock Financial Corporation Sistema, which owns a minority stake in Ozon. With $11.6 million, Shamolin is likely to be able to buy the entire range of this online store.

6. German Gref, $13.5 million

Since 2002, he has been Chairman of the Board of Sberbank of the Russian Federation. Speaking at the Finnopolis Kazan Forum of Innovative Technologies in September 2015, Gref said that he was the owner of a small amount of "bitcoins", only since the purchase they had fallen in price. Luckily, bitcoins are now back in price.

5. Ivan Streshinsky, $15 million

Head of USM Advisors, a company that is part of the USM holding. The holding itself belongs to Alisher Usmanov and his partners. Streshinsky is not a public person, but it is known that the businessman is a member of the boards of directors of a number of companies: Mail.ru Group, MegaFon, Kommersant Holding, UTH Russia Ltd.

4. Dmitry Razumov, $15 million

One of the youngest participants in the rating (Razumov is 40 years old) went from a lawyer at Clifford Chance to the CEO of Onexim Group. In 2014, he joined the Board of Directors of Uralkali and became the head of the Board of Directors of the Brooklyn Nets basketball club.

3. Igor Sechin, $17.5 million

The president of Rosneft is the only Russian among the hundred most influential people on the planet in the Titans nomination (Time magazine, 2013). And thanks to Sechin, a 48% stake in VKontakte was bought in 2013 by an investment company close to the Kremlin, thanks to which Pavel Durov was pushed aside from his "brainchild", and the social network was taken under state control. After studying the quarterly reports of Rosneft, the Vedomosti publication concluded that Sechin receives about half a million rubles a day.

2. Andrey Kostin, $21 million

The second line in the ranking of the richest Russian top managers went to the head of VTB Bank. In 2013, Kostin's remuneration was $37 million and he was the leader of last year's list.

1. Alexey Miller, $27 million

The most expensive top manager in 2015 in Russia. The 53-year-old head of a company famous for the slogan "dreams come true." He receives remuneration from Gazprom and is the head of the board of directors of 8 companies that are part of the holding. Miller received more than $ 2 million for his work alone at Gazprombank in 2014. In 2010, Harvard Business Review magazine named Alexey Miller the most effective top manager in the world.

Illustrations: forbes.ru

Forbes has published its latest rating of the highest paid top managers in Russia. This rating has been published for five years.
During this time, total payments to the heads of Russian companies increased by 2.3 times.

Below is the ranking
the most "expensive" top managers
according to Forbes.

1. Alexey Miller

Position : Chairman of the Board of PJSC Gazprom

Age : 54 years old

Reward assessment: $17.7 million

Alexey Miller was born on January 31, 1962 in Leningrad.
Since 2001 - Chairman of the Management Board of PJSC Gazprom.
Since 2002 - Deputy Chairman of the Board of Directors of PJSC Gazprom.
In February 2016, it became known that the contract with Alexey Miller as Chairman of the Management Board of PJSC Gazprom was extended for another 5 years

2. Igor Sechin

Position : President, Chairman of the Board of Rosneft Oil Company

Age : 56 years old

Reward assessment: $13 million

Igor Sechin was born in Leningrad on September 7, 1960.
On May 23, 2012, shortly after Putin took office for a third term, Sechin was appointed president of Rosneft.
According to Forbes, in 2015 Sechin received 3.4 million rubles. for his work on the Board of Directors of Inter RAO. He donated the money he received to charity.
A block of shares in Rosneft brought him $2.5 million in dividends based on the results of 2015.

3. German Gref

Position : President, Chairman of the Board of Sberbank

Age : 52 years old

Reward assessment: $11 million

Gref was born in the village of Panfilovo, Irtysh district, Pavlodar region, Kazakh SSR.
German Gref was the main lobbyist for Russia's entry into the World Trade Organization.
Also, at various times, he was a member of the board of directors of many state-owned companies (Gazprom, Svyazinvest, etc.)
From October 2007 to the present, Gref has been Chairman of the Board of Sberbank of Russia.

4. Dmitry Razumov

Position : General Director of ONEXIM Group

Age : 41 years old

Reward assessment: $10 million

Dmitry Razumov was born on February 7, 1975 in Moscow.
Graduated from the Faculty of International Law of the Moscow State Institute of International Relations.
Since 2007, he has been the CEO of the ONEXIM group, which includes the assets that Mikhail Prokhorov inherited during the division of business with Vladimir Potanin.

5. Ivan Streshinsky

Position : CEO USM Advisors

Age : 47 years old

Reward assessment: $10 million

Streshinsky was born in 1969. He received his higher education at the Moscow Institute of Physics and Technology.
He graduated in 1992. He studied in the specialty "Applied Mathematics and Physics" at the Faculty of Flight Technology and Aerodynamics.
From 2006 to 2007 served as CEO of Gazmetall, which owned a number of metallurgical assets of Alisher Usmanov and Andrey Skoch.
From 2008 to 2012 - CEO of Telecominvest, which owns Usmanov's telecommunications assets.
Since 2012, he has been the CEO of Usmanov's company USM Advisors.

6. Vladislav Solovyov

Position : General Director of UC Rusal

Age : 43 years old

Reward assessment: $7.4 million

Born on May 14, 1973. Graduated from the Higher School of Management of the State Academy of Management.
From 2000 to 2008 headed the accounting department, was the deputy general director for finance at Rusal.
From 2008 to 2010 - CEO En. From 2010 to 2014 served as First Deputy Director of UC Rusal.
Since 2014, he has been the CEO of UC Rusal.

7. Mikhail Shamolin

Position : President of AFK Sistema

Age : 46 years old

Reward assessment: $7.4 million

Shamolin was born in 1970. In 1992 he graduated from the Moscow Automobile and Road Institute (MADI)
In 1993 - the Russian Academy of Public Administration under the President of the Russian Federation.
In 1996-1997 Completed the Wharton Business School's Senior Management Program in Finance and Management.
Since 2011, he has been President of AFK Sistema.

8. Mikhail Zadornov

Position: President - Chairman of the Board of VTB24

Age : 53 years old

Reward assessment: $6.5 million

Zadornov was born on May 4, 1963 in Moscow.
From 2000 to 2005 was a member of the State Duma.
Since July 2005 - President - Chairman of the Board of VTB24.

9. Andrey Akimov

Position : Chairman of the Board of Gazprombank

Age : 63 years old

Reward assessment: $6.3 million

Akimov graduated from the Faculty of International Economics of the Moscow Finance Academy (MFA) with a degree in international economics, finance and banking.
From 1991 to 2002 in Investment Management & Advisory Group GmbH (Austria), he held the position of Managing Director, Staff Advisor to the Chairman of the Board of Vneshtorgbank.
Since November 2002, he has been Chairman of the Management Board of Gazprombank.

10. Ruben Aganbegyan

Position : Chairman of the Board, General Director of Otkritie Holding JSC

Age : 44 years old

Reward assessment: $6 million

Aganbegyan was born on February 14, 1972 in Novosibirsk.
From 2003 to 2010 held the position of head of the Russian branch of IC "Renaissance Capital".
From 2010 to 2012 headed the Moscow Exchange.
Since 2012, he has held the position of Chairman of the Board, General Director of OJSC Otkritie Holding.
Owns a 7.96% stake in OJSC Otkritie Holding. The package price is $267 million, as of October 20, 2016.

11. Jean-Yves Charlier

Position : CEO Vimpelcom Ltd

Age : 52 years old

Reward assessment: $5.7 million

12. Maxim Sokov

Position : CEO of En+

Age : 37 years old

Reward assessment: $5 million

13. Alexey Marey

Position : Chief Executive Officer of Alfa-Bank

Age : 39 years old

Reward assessment: $4.5 million

14. Gulzhan Moldazhanova

Position: General Director of "Basic Element"

Age : 50 years old

Reward assessment: $4 million

15. Alexander Dyukov

Position :

CEO of Gazprom Neft

Age : 48 years old

Reward assessment: $3.8 million

16. Nail Maganov

Position: General Director of Tatneft

Age : 58 years old

Reward assessment: $3.6 million

17. Pavel Grachev

Position : General Director of PJSC Polyus

Age : 43 years old

Reward assessment: $3.5 million

18. Boris Kovalchuk

Position : Chairman of the Board of Inter RAO

Age : 38 years old

Reward assessment: $3.5 million

19. Andrey Varichev

Position : General Director of Management Company "Metalloinvest"

Age : 48 years old

Reward assessment: $3.4 million

20. Alexey Moskov

Position : Chairman of the Board of Renova Group of Companies

Age : 45 years old

Reward assessment: $3 million

Position : President - Chairman of the Board of VTB Bank

Age : 60 years old

Andrey Kostin, President and Chairman of the Management Board of VTB, was not ranked: Forbes did not name his remuneration, explaining that the VTB Group did not provide data on key managers to whom the total remuneration for 2015 in the amount of 6.1 billion rubles is distributed. A year earlier, Forbes estimated Kostin's total compensation at $ 21 million, the state banker ranked second.

Reading time 12 minutes

Famous managers of the world, who are they? Thanks to what did you succeed, achieved incredible success? In the article we will study the experience of great managers, we will look for the secrets of success, adopt the strategies and tactics of the best managers in the world. Any organization, business develops due to the human factor - personnel decide everything, maybe a great idea, but it is important to be able to implement it, create a team, lead.

That is why one of the main skills of any leader is communication. If you understand the deepest motives of people and are able to read their emotions, then it is easy for you to build effective communication.

Top 7 great managers of our time

The simplest and most effective method of development is to use the experience of people who have succeeded in business: what unites them, what are the principles of life and managerial work? Consider the most effective managers according to INSEAD experts:

Steve Jobs

Steve Jobs- One of the founders and CEO of Apple. Thanks to his management, the return on shares has exceeded three thousand percent, and the capitalization has exceeded one hundred and fifty billion US dollars. Steve worked at the company from 1976 to 1985, but due to internal disputes, he left the company for 15 years and returned in 1996, which helped him revive the company, regain market leadership and create a series of popular products - iMac, iPod, iTunes, iPhone and iPad

Core principles of Steve Jobs:

Set high goals - understand what you want to spend your life on: "spill soda or change the world?"
Pay attention to design - in the understanding of Jobs, design is not only the appearance, but also the device, the convenience of work, the harmony of the product. It is worth striving for perfection, a balance of beauty and comfort in use.
Respect greatness in every detail - Steve believed that there are no trifles, unimportant details, everything must be at a high level, meet high quality standards.
The presence of taste - for the success of a product on the market, its creators must have taste, be able to create a beautiful and convenient thing, and not a parody from comics, it is worth developing an aesthetic perception of the world, striving for beauty.
Love for work - a person who loves his work is ready to put his soul into it, create something new and make a breakthrough in his field, so it is important to find your fulfillment or love your life's work. Any company can be mediocre and not please people or be transformed into a masterpiece, a temple, bring light and beauty to people. Work always to the maximum.
Innovation is the way to success - in today's rapidly developing world, it is important to find opportunities for development, create new products, look to the future, whoever orients themselves faster and finds ideas succeeds. And financial management must be reliable and calculate everything in advance, without playing roulette with fate.
Focusing on the best is Steve's specialty in the ability to predict, create a market, he learned to exceed customer expectations, so he focused not on demand, but on a forecast, building the future. This is really his talent - to look ahead, create incredible products, surprise consumers.

Famous managers of the world always act ahead of the market and consumer demand, create fashion and popularity of new products.

Yun Chen Yong

Yun Chen Yong- successful manager, CEO of Samsung Electronics. What helped him increase the profitability of the company by one thousand four hundred percent? How did you achieve new success and prosperity?

Yun Chen developed a four-point company development plan:

Introducing new rules - austerity, getting rid of unprofitable divisions, reducing wasteful spending by thirty percent overall.
Retirement of old devices, development of new products, attraction of new project managers and developers, expansion of the geographical composition of employees. The company received new young and ambitious leaders, fresh blood brought new ideas. The development of a new laptop and smart phone has begun.
Development and inculcation of new corporate values. It was possible to achieve maximum cooperation between departments, the keywords were "digit", "convergence". There were changes in the company's image, the desire for world fame made special demands - the sale of products only through elite stores, not supermarkets, and participation as a sponsor in the Olympics also increased Samsung's prestige.
The final, stabilizing stage - Yun Chen breathed new life into the company, competitive products appeared and new sales markets opened. The company's production is represented in fourteen countries, and two-thirds of the income comes from other countries.

Samsung's director's management rules are always striving for market leadership, rejection of compromises and stereotypes, development of the company, introduction of new technologies, innovative products.

Alexey Miller

Alexey Miller- the head of the company "Gazprom", which provided her with world fame and growth in income from shares by two thousand percent or one hundred billion dollars. There are also successful companies in the post-Soviet space.

What is the difference between management and Alexey Miller:

excellent organization of all processes - continuous fuel supply, Gazprom is a reliable gas supplier, respected all over the world;
development of the company - the enterprise does not stand still, new gas pipelines are constantly being built, exploration and search for gas deposits are being carried out, as well as work on the production of liquefied gas;
focus on the Western market - Alexey Miller is betting on the promotion of the company on the world market, now gas supplies are being made to Europe, work is underway with Asian countries as potential consumers, and a gas pipeline to Turkey is being built;
the corporate culture of the company - the director of Gazprom pays great attention to employees - a high level of remuneration, a social package, health promotion, physical health (his own sports teams).

The main credo is the constant development and increase in turnover, the desire for the best quality and high profitability of the enterprise.

Famous managers of the world never stand still.

John Chambers

John Chambers- became a well-known manager, heading the computer company Cisco Systems, engaged in the production of equipment for the Internet. Over a period of 5 years (91-95), he managed to increase the company's profitability by six times, amounting to seven and a half billion US dollars. He has held a leadership position for twenty years, contributing to the success and development of the company.

Management Policy Features from John Chambers:

Working ahead of competitors - the manager has always sought to introduce modern technologies into the work of the company, for example, holding virtual meetings, which has reduced travel costs. Use of modern achievements in production.
Emphasis on collaboration - in team management, John Chambers abandoned team methods, giving preference to joint activities, education and development of employees. Skillful personnel management saved about six hundred and ninety thousand dollars, increasing productivity by five percent. The company has become an innovator and trendsetter in promoting teamwork, which other organizations have borrowed.
Careful selection of personnel - the formation of a team of professionals - is one of the main tasks of the head. John announced a talent search, recruiters were constantly looking for the best of the best, and for the interest of personnel, they created a program - an employee review. Real employees called the invitees and talked about the benefits of working at Cisco Systems.
Employee development - the manager understood that in order to increase the potential of employees, it is important for them to expand the range of responsibilities, and for managers to learn to delegate, one should not limit people to one function.
Leadership is possible at any time - the main task of the company is to look for ways to stay among the best, even during periods of market downturn, to find special approaches, to move forward. You should never give up, it is important to be able to adapt, break away from others, find a way out, advantages. This is an important principle for managers and their teams.

Well-known managers of the world know that a real leader helps people feel confident in the future and stimulates them to speed and develop. Quick responses to change ensure the company's success.

Mukesh Ambani

Mukesh Ambani- is considered the most successful and wealthy businessman in India (a fortune - 50 billion dollars), heads the company Reliance Industries Ltd., which he inherited from his father. Mukesh is well versed in economic matters, has become an excellent leader and manager, and contributes to the further prosperity of the empire. Interestingly, a network of companies (oil refining, textile, trading) was created by his father from scratch, he comes from a simple and poor family.

What are the features of Mukesh Ambani's strategy:

Emphasis on diversification - continued his father's endeavors, investing in promising areas related to innovation and scientific achievements. Mukesh united India's oil refineries into the world's largest petrochemical holding, which specializes in oil production, production of polymers and textile materials.
The creation of new enterprises - the availability of cheap labor allowed the businessman to build fifty-one new enterprises that use only the latest developments and achievements of science and technology in production.
Increasing Profitability - Reliance Industries Ltd is $23 billion in profitability, the largest enterprise in India and has a major impact on the country's economy. Further development is planned in the direction of trade - a network of large retail stores is being built.
The achievement of Mukesh Ambani - he managed to preserve and increase the fortune inherited from his father, not every person knows how to skillfully manage finances, often the inheritance goes down the drain, and, after a while, ruin comes. Mukesh's father prepared his sons well for the leadership of the company, now they have divided the property, both are the wealthiest in India and leaders according to Forbes statistics.

John Martin

John Martin- a well-known manager, director of the company Gilead Sciences, working in the field of biotechnology. The growth in the company's profitability was provided by a drug against hepatitis C, which was previously considered incurable, now a 12-week course is enough, using the antiviral drug Sovaldi. Gilead Sciences became the market leader under the leadership of John Martin. What actions led to success?

Successful investment - acquisition of Pharmasset Inc., which developed Sovaldi. The cost of investments amounted to about 11 billion dollars. It was a risk, because the company was not known and was valued on the stock exchange much lower - two hundred million dollars. USA.
Leading the way - Gilead Sciences takes the lead as it has special distribution rights for the drug, competitors have suspended research due to side effects, and new similar drugs have not been put into production.
A successful advertising campaign - stories of incredible healing appeared, moreover, from the lips of celebrities (Pamela Andersen and other actors). Famous personalities and their first-hand stories always inspire confidence.
Monopoly of the market - the emergence of a new drug provided a huge increase in the profitability of the company, together with Harvoni and Epclusa (drugs of a similar action), sales volumes exceeded ten billion dollars. in the 14th year and nineteen billion in the 15th. The number of buyers from different countries of the world exceeded one million people.
Low cost of the product - the cost of the drug is 1 thousand dollars. at a cost of one hundred dollars, which ensures high profitability. The company was attacked for its high price, but in the absence of competition and the need for development, it maintained the level of value and received high sales. In the future, it is possible to reduce it, similar drugs appear on the market that are more accessible to buyers. The idea is that innovators always have the opportunity to receive super profits.
Well-known world managers find new niches and markets for sales, look for areas where there is demand, but there is a lack of supply, they develop technologies in all areas of activity - medicine, computer inventions, industry.

Founder and CEO of Amazon. This man has achieved incredible success, his capital amounted to ninety and a half billion dollars and exceeded Bill Gates by five hundred million, now he is the richest in the world. What was the path to success that contributed to the growth of the business?

The presence of curiosity - Jeff was always inquisitive, delved into the essence and structure of things, he combines an excellent programmer, technologist and innovator, a creative person.
A good idea for a business - in 1995 he was struck by the idea of creating an online bookstore, at that time they were not distributed, and online trading was in its early stages. He found a professional website builder and jointly developed an online store project.
Innovation - Jeff introduced new ideas: one-click shopping, customer reviews, order confirmation via email. His task was to create a convenient and attractive service for customers.
The company's special values - a well-known manager has identified six key principles for his business: loyalty to the client, the right to property, activity in work, reasonable expenses (cost savings), high criteria for employees, the search for new and continuous development.
Expansion of the list of goods, services - Jeff Bezons did not stop at the sale of books, he continued to develop the store in other market segments - the sale of CDs, toys, electronic equipment. Today - Amazon.com one of the largest online stores in the world, and the head (Jeff Besons) received the award - "Person of the Year" in 1999 for the rapid growth and introduction of new approaches to business.
Continued development - Jeff never rests on his laurels, he is looking for new opportunities, areas for expanding his business, he enjoys the implementation of his own projects, he goes forward with childish enthusiasm and spontaneity, however, calculating every move.
The desire to minimize the cost - a successful manager has always focused on a large volume of consumers and mass purchases on the Internet. I tried to work to reduce the cost, not increase, like market monopolists.

Additional activities of Amazon:

acquisition and use of a huge database (movies, actors, video games);
search engine Alexa Internet, which is also a database of various sites;
own search engine was created, the name is A9, the main goal is to help people find goods among online stores;
sale of sporting goods, represented by over three thousand brands;
the company bought out a large Chinese online store, expanding its influence in the Asian market;
services for renting computer equipment for computing clouds, managers see the prospect of developing these services and increasing profitability;
The company's developments and popular products include the Amazon Kindle e-book, which allows you to download books on the Internet and read literature of interest at any time.
Jeff Bezons made e-books and reading popular in the modern world, saw new opportunities in the ever-growing audience of the Internet, and was able to effectively implement his own ideas and tasks. He is called - "the best manager of our time", and many expressions have become winged. It is worth learning from such leaders.

How to become a good manager?

Well-known managers of the world help to take a different look at the world, to find the secrets of the success of the company and individuals. What unites successful managers:

Out of the box thinking- the ability to see the prospects of the future before others, to predict, to create a market.
Creativity, creativity- create unusual and exciting products that are of particular interest, demand from consumers.
Customer orientation- a successful top manager creates services and products, focusing on the needs of the client, and not chasing competitors. Work for the client is always more efficient, and first-class service is a guarantee of success in any market segment.
Continuous development- well-known managers of the world are in constant development, strive for innovation, gain knowledge, plan to expand the business, improve it. Development and transformation help large companies to be market leaders for a long time.
Presence of intuition- great managers often make quick decisions based on experience and intuition, which is developed to a large extent, there is an inner confidence that helps to choose the right direction of development, movement.
Organizational skills, leadership- top managers of companies are able to motivate people, create a special corporate culture that helps employees in their work and realize their potential, and leadership is the key to success in any business. A charismatic and confident leader is able to inspire the team to new achievements.
Recruitment- well-known managers pay great attention to the formation of a team, the selection of employees who meet the requirements of the company, service standards. At the same time, they create the best conditions for their development and effective work. Cadres are everything.
Set ambitious goals- successful managers always plan activities for several years ahead, ideally for 5-15 years, understand short-term and long-term business objectives. They set standards that are unbelievable for an ordinary person and achieve them, stimulating employees to achieve results as well, instilling confidence.

Tasks of management activities

The managerial activity of the head is connected with the effective organization of the labor process in the company, the main tasks of managerial activity are:

Planning and strategy of the company's development.
Setting tactical and strategic goals.
Definition of tasks in relation to departments, individual employees.
Motivating subordinates to perform the necessary tasks.
Distribution and delegation of functions.
Monitoring the implementation of established goals and objectives.
Analysis of performance results.

The concept of managerial activity can be defined as an activity associated with the need to organize other people to achieve their goals. The content of managerial activity is associated with the actions of the manager in relation to the team or employee to motivate them to complete the tasks, as well as the processing of information, the adoption of managerial decisions.

Well-known managers of the world are mostly of foreign origin, although there are many successful companies and worthy managers in the post-Soviet space. To obtain domestic management experience, the book “Director General. 17 rules of positive management in Russian” by Vladimir Mozhenkov, who organized the largest Audi dealership with billions of turnovers in the Russian Federation.

How to become a good manager? Use the experience of well-known managers of the world, set high goals, boldly go forward, encourage employees to complete tasks, constantly develop!

We wish you all success in management activities and in any endeavors!

You will be interested!

Mikhail Skorokhod, President of Eurocement Group
Age: 41
Marital status: single
Education: In 1990, he graduated from the Donetsk Polytechnic Institute, and in 1993, he completed his postgraduate studies at the Moscow Mining Institute, receiving the degree of Candidate of Technical Sciences. The degree of doctor of economic sciences was received at the Academy of Labor and Social Relations. Professor of Economics and Management
Career:
Since March 1998 - CJSC Rosuglesbyt Company, Head of the Property Accounting and Asset Management Department, Deputy Director for Strategic Development, Head of the Strategic Development and Asset Management Department, Vice President, Executive Director
In 2001 – Chief of Staff of Rosuglesbyt Company OJSC, Executive Director
Since April 2002 - First Vice-President of CJSC Rosuglesbyt Company
Since July 2002 - President of JSC "Sterncement"
In November 2002 - President of OJSC "Eurocement"
From November 2004 to the present - President of JSC "Eurocement group"

Skorokhod began his professional career in 1994 at the Russian Coal Company (Rosugol) as a leading economist. And he came to Eurocement after five years of work in senior positions in Rosuglesbyt and Sterncement, on the basis of whose assets the largest Russian cement company was created.

The secret of his success as a manager is that the doctor of economic sciences Skorokhod backs up every decision with careful calculations. To speed up this process, a production automation system was introduced in 2005-2006: information about the movement of cement in the company - from the extraction of raw materials to the final shipment - is now reflected at all plants online with an accuracy of a kilogram.

According to knowledgeable people, it was the scrupulousness, strictness in handling numbers that helped Skorokhod to effectively cope with the tasks facing Eurocement. Having barely taken office, Skorokhod set about implementing a program for the technical re-equipment of the enterprise, operating with a total budget of $560 million. Investments in modernization and the purchase of new facilities made it possible to increase production volumes: in 2005, the holding produced 22.5 million tons of cement against 2004 And in 2006, Eurocement Group JSC took 37th place in the ranking of the most expensive Russian companies, according to Forbes magazine. The capitalization of the holding, according to this rating, is 123.4 billion rubles. ($4.6 billion).

However, as often happens, rigidity and interest in numbers sometimes turn into insufficient attention to the human factor. It seems that this is also true for Mikhail Skorokhod: he is characterized as not the most diplomatic negotiator. It is possible that it was precisely for this reason that he was not always able to timely resolve various kinds of conflicts, in particular those that arose in the last two years: with the Federal Antimonopoly Service and the American shareholders of the company.

SYSTEM CHANGER
President of AFK Sistema Alexander Goncharuk is famous for his love for ambitious tasks. And the fact that he solves these problems with very harsh methods. His reputation as an authoritarian leader has made him a target for critics. But everyone is unanimous in their opinion - as the architect of the restructuring of Sistema, Goncharuk is extremely effective. Text: Yuliana Petrova

Alexander Goncharuk, President of AFK Sistema
Age: 51
Marital status: married, has a son
Education: in 1978 he graduated with honors from the Sevastopol Higher Naval Engineering School, in 1987 - from the Naval Academy. Grechko in Leningrad.
Career:
1987-1991 - service in the State Department of Shipbuilding of the USSR Navy
Since 1993 - General Director of the insurance company "Leader"
Since 1996 - Head of the Telecommunications Department and Vice President of AFK Sistema
1998–2003 – President of Sistema Telecom
Since July 2003 - General Director of JSC "Concern "Scientific Center""
Since January 2006 - President of AFK Sistema

Questionnaire:
Favorite book: “It’s hard to name, in general I read all the novelties, from Pelevin to Coelho”
Ideal manager: Jack Welch, CEO of General Electric
The golden rule of management: find a reasonable balance between the concentration of powers and their delegation

Former submarine officer Alexander Goncharuk is one of the most controversial figures among the top managers of Russian telecommunications companies. Goncharuk's supporters speak of his energy and charisma, grasp and attention to detail, while opponents criticize him for authoritarianism and harshness. It is also said that under his vigilant supervision it is impossible to steal. For a decade and a half, Goncharuk has gone through all the steps of the career ladder: from the general director of the Leader insurance company (the granddaughter of Sistema) to the president of the corporation.

Goncharuk knows how to deal with external enemies. When he was president of Sistema Telecom (AFK's telecommunications division), he gained control of MGTS, ousted some of the "objectionable" shareholders from MTS, and in four years knocked together many heterogeneous companies bought by Sistema into a single conglomerate.

He also knows how to deal with objectionable people within the company: for example, having headed the electronic division of Sistema - Concern Scientific Center (now Sitronics), Goncharuk replaced 45 top managers. The third "horse" Goncharuk - geographical expansion. On his initiative, the leading Ukrainian IT company Kvazar-Micro and the Czech manufacturer of telecommunications equipment Strom Telecom were bought. Largely due to these acquisitions, Sitronics' turnover increased more than tenfold in two years.

And in early 2006, Goncharuk became the chief architect of the restructuring of the entire AFK Sistema. The rapid growth of the company made it difficult to manage, and there was a need to optimize the management system, clear the ranks of inefficient employees. It's a common thing, but also much more responsible. “If in Sitronics or in Sistema Telecom it was at least theoretically possible to make a mistake, now it is out of the question,” says Alexander Goncharuk. So far, it works without errors.

NEW STANDARDS
Dmitry Levin turned Russian Standard into a leader in consumer lending. Now his task is to increase the loyalty of existing customers. Text: Yulia Gordienko

Dmitry Levin, Chairman of the Board of Russian Standard Bank
Age: 41
Marital status: married, four children
Education: in 1987 he graduated with honors from the Moscow Financial Institute and entered graduate school. PhD in Economics
Career:
In 1990 - Ministry of Finance of the USSR
Since 1991 – Sberbank
From 1994 to 1997 - Vice President, Head of the Foreign Exchange Department of the International Joint Stock Bank of Savings Banks
1997–1999 – Vice President, Department Director of Mezhkombank OJSC
1999–2001 – Vice-President, Director of Department, Russian Standard Bank CJSC
In November 2001, he was appointed Chairman of the Board of Russian Standard Bank

Questionnaire:
Favorite book: stories by Sergei Dovlatov and Ivan Shmelev, The Human Comedy by William Saroyan
Ideal Manager: Lee Iacocca
The golden rule of management: the ability to listen - when you hear the interlocutor, it is easy for you to make decisions

Dmitry Levin calls the problems that Russian Standard encountered at different times as growing pains. In 2002–2003, the bank had difficulty financing a rapidly growing business. “Customer needs grew faster than the bank's financial capacity,” recalls Dmitry Levin. He personally engaged in building a policy to attract resources: investor relations, a strategy for working in financial markets. To date, the volume of attracted funds of the bank is about $5 billion.

Around the same time, the bank made a serious strategic miscalculation. “In 2003, we paid too much attention to serving our customers through the offices of other banks,” recalls the CEO of Russian Standard. “But when one shop at the factory is not yours, failures begin.” From that situation, Levin deduced the iron principle “do not give your clients to other structures” and began to develop his own network. He managed to turn the bank from a purely Moscow into a federal one, without buying regional players. Now the bank has about 130 branches in various regions, by the end of the year Dmitry Levin plans to increase their number to 280.

“We managed to create a bank that is the industry leader and can quite successfully compete with foreign banks,” Dmitry Levin is proud. And he immediately admits what has not yet been done - to form a loyal client base of Russian Standard. This is what Levin is going to do in 2007, forming a powerful product line of credit cards, offering new programs in consumer and auto loans. As for the requirements of the Central Bank to disclose the effective rate on loans, which the regulator has been introducing since July 2007, Dmitry Levin does not see any special problems for business with its introduction. “We will start declaring it as soon as possible,” he promises.

CREATOR OF "NEFTE-COLA"
Director of the United Oil Group Vladislav Paulius managed to effectively use the tools inherent in FMCG in the oil industry. It turned out to be even easier to trade oil products than Coca-Cola. Text: Nikolai Grishin

Vladislav Paulus, General Director of the United Oil Group

Age: 45 years old
Marital status: wife - famous ballerina Ilze Liepa, two daughters
Education: MGIMO, Faculty of International Economic Relations
Career:
1983–1991 – USSR Foreign Trade, engineer, senior economist
1991–1999 – Coca-Cola, Business Development Project Manager, Regional Manager for the Baltic States, General Director of Coca-Cola Vladivostok Bottlers, Regional Strategy Director
1999 - Russian Standard company, CEO
2000 - Alfa Group, tea project, CEO
2001-2005 - Yukos, General Director of a trading house, Vice President
Since 2005 - United Oil Group (Basel), CEO

Questionnaire:
Favorite book: Alexander Pushkin "Eugene Onegin"
Ideal manager: Moses
The golden rule of management is to be adequate to the prevailing circumstances and fair to people.

“In order to convince people to buy a bottle of soda, they still need to create such a need in them,” says Vladislav Paulus. The manager knows a lot about this: the leader of the rating SF in the oil industry he had a hand in building the Coca-Cola empire in Russia. For almost ten years, he launched factories and trade branches of the company in different parts of the country.

In the early 2000s, Yukos shareholders decided to radically change the system for selling their petroleum products in Russia. They were looking for someone with Western experience and a fresh outlook. The choice fell on the "coca-kolschik" Paulus. When faced with the oil industry for the first time, the manager was horrified: “It was a real Soviet collective farm.” First of all, Paulus created a centralized pricing system - earlier, the divisions of the oil company independently determined selling prices. Moreover, he allowed managers to spend their excess earnings on their own bonuses. As a result, in the first six months, Paulus earned $300 million for Yukos in addition to the previous volumes and took the post of vice president.

When Khodorkovsky's company began to collapse under the pressure of the state, Oleg Deripaska invited the manager to lead a new oil project that the businessman is creating around the Afipsky refinery. And here Paulus used the strategy from FMCG. He modernized production, increased the number of channels for the supply of petroleum products, and then got rid of intermediaries in ports. As a result, the company's turnover grew from $350 million in 2005 to $1 billion in 2006. And this is just the beginning: Deripaska planned to create a vertically integrated holding a la RussNeft. Paulus has already bought a number of promising fields, and is looking at others. It turned out that extracting oil is no more difficult than building soft drink factories.

REAL MASTER
Eldar Razroev considers himself a lazy person, therefore he does not like unnecessary movements. “I prefer a car with automatic transmission,” he says. “Or better yet, with autopilot.” Text: Maxim Kotin

Eldar Razroev, President of Euroset
Age: 46 years old
Marital status: married, three children
Education: Moscow Higher Technical School. Bauman, postgraduate student of the Physical Institute of the USSR Academy of Sciences
Career:
1995–1996 – VimpelCom, head of marketing service
1996–1999 – Vostok Mobile B.V., commercial director
1999–2000 – Alfa-Eco Telecom, Deputy General Director
2001–2002 – VimpelCom-R, Deputy General Director
2002–2004 – Sonic Duo, commercial director
Since 2004 - Euroset, President

Questionnaire:
Favorite book: Dunno on the Moon
Ideal manager: Razroev E.A.
The golden rule of management: if you can’t, but really want to, then you can

Evgeny Chichvarkin in 2004, he invited the commercial director of Sonic Duo to establish an "autopilot" in the company. The founder of Euroset used to manage both the machine and the business manually, but the turnover of $ 320 million forced him to think about business processes. The creation of the structure became the task of the manager.

“The company was like a partisan detachment that broke through behind enemy lines,” Razroev recalls. “The business grew quickly, the wheels were changed on the go.” Not everything has changed yet, but Chichvarkin is already pleased with the course of affairs. “Razroev thinks deeply about his thoughts, experience sticks to him, he is cheerful and evil,” says the founder of Euroset. “For him there is no word“ no ”: the harder it is, the better for him.”

The president of the company felt extremely good not only when he "combed" the guerrilla company before a possible IPO, but also when working on another project - the creation of an MVNO. “We offered the Big Three operators to buy traffic from them, and they asked how we were going to position ourselves,” Razroev recalls. “It became clear that people live in the astral plane.” Managers of SMARTS live in real life, with the help of which Euroset recently became a virtual mobile operator. Now Razroev prophesies an apocalypse for the current leaders of telecom, as engineering companies cannot compete with marketing “virtuals”. “This is a virus,” Chichvarkin echoes. “And we opened the test tube.”

Razroev wanted to “open a test tube” back in Megafon. After the virtual project is fully operational and the company becomes public, it will be possible to take a break. “You can’t breathe in all the time, you have to breathe out sometimes,” he says. The president of Euroset already knows what to do "on the exhale": he has a patent for neutrino elementary particle detectors. “If you build a connection on these particles, it will be limitless,” Razroev dreams. “Then the signal can be received even underground, even in space.”

FOCUSED MARKETING
“It is more difficult to work in Russia than in Europe,” says Swede Henrik Nenzen, who has been heading the local division of the Ford Motor Company for seven years. “The consumer is changing very quickly, and the company must always correspond to their preferences.” Text: Dmitry Kryukov

Henrik Nenzen, President of the Ford Motor Company in Russia and the CIS
Age: 61
Marital status: married, has three children
Education: Gothenburg School of Economics, Master of Business Administration (MBA)
Career:
1971-2000 - Public Relations Officer at Ford Motor Company; held a number of senior positions, including managing director in Sweden and Norway and brand manager of the Focus model in Europe
Since 2000 – Managing Director of Ford Motor Company in Russia
Since 2001 - President of the Ford Motor Company in Russia and the CIS

Questionnaire:
Favorite book: difficult to answer
Ideal manager: Ingvar Kamprad, founder of IKEA

The golden rule of management: build a team that knows everything about today's and future consumers

Guessing preferences Henrik Nenzen, who previously worked as a brand manager for Ford Focus in Europe, has learned to perfection. Focusing on the target audience of former Zhiguli owners and used foreign cars, he offered her the right price - about $15,000 for a new complete car. In addition, Nenzen stimulated the proposal with a profitable loan program: today the same Ford Focus can be bought at 4.9% per annum, the initial payment is 40%, that is, approximately equal to the cost of AvtoVAZ cars, which, according to analysts, is by no means accidental.

As a result, according to the results of recent years, foreign Ford cars are the best-selling in Russia (in 2006, almost 116,000 of them were sold). But the marketing genius of Henrik Nenzen to some extent surpassed his talents as a production manager. Demand for Ford is so great that buyers have to wait for cars for six months, while for other foreign manufacturers this process usually takes two to three months.

Colleagues are becoming more and more of a problem for the Swedish manager. The success of Ford in Russia was largely due to the fact that he was the first to open his production here. But now other European and Asian auto giants have announced similar plans. Thus, in order to hold the palm, Henrik Nenzen will have to think about expanding production capacity. And this will obviously require a solid investment from the parent company, which is not doing flawlessly: the net losses of Ford Motor Co. in 2006 amounted to $12.7 billion.

However, one of his strengths that help him in his work, Henrik Nenzen calls "the ability to explain to the parent organization in Europe what actions are required in the local market." And he has a serious argument: according to expert estimates, the turnover of the Russian division in 2006 increased by 38%.

FAITHFUL TO RUSLAN
Reserve Lieutenant Colonel Gennady Pivovarov cannot imagine his life outside of transport aviation. Therefore, proposals for a new job are always refused. Text: Andrey Krasavin

Gennady Pivovarov, General Director of Volga-Dnepr Airlines
Age: 45 years old
Marital status: married, has two daughters
Education: in 1985 he graduated from the Kharkov Higher Military Aviation Engineering School with a degree in mechanical engineering
Career:
1985–2000 - Service in the Air Force
1994-2000 - Deputy Regiment Commander for Engineering and Aviation Service
In 2000, he retired to the reserve with the rank of lieutenant colonel.
2000–2001 – Head of the Aircraft Maintenance Department of the Aviation Engineering Service of Volga-Dnepr Airlines
In June 2001, he was appointed Deputy Head of the Engineering and Aviation Service of JSC Volga-Dnepr
Since April 2003 - First Deputy General Director for Production of JSC "Volga-Dnepr"
In April 2005, he was appointed General Director of Volga-Dnepr

Questionnaire:
Favorite book: Alexander Stepanov "Port Arthur"
Ideal manager: Martirosov Andrey Zarmenovich, CEO of UTAir
Golden rule of management: do not rush to make the wrong decision

The question of a profession for Pivovarov was resolved long ago. He was born in the family of a military pilot, spent his childhood in a military town near Zaporozhye and always dreamed of following in his father's footsteps. “Serving in the army was prestigious back then,” recalls Gennady Pivovarov, “and even more so in the Air Force.” Already at the age of 33, he became deputy commander of a transport aviation regiment, the air fleet of which consisted of the largest aircraft in the world - the An-124 Ruslan. However, six years later, his military career ended: he was laid off.

What to do next? “I didn’t have any special options,” explains the general director of Volga-Dnepr. “There are only three airlines operating Ruslans (the Russian Volga-Dnepr and Polet and the Ukrainian Antonov ASTC.– SF), but I didn’t want to leave transport aviation.”

The main business of Volga-Dnepr is charter flights on the An-124. But three years ago, the company began to develop regular cargo flights on Boeing aircraft. For a year and a half (since April 2005) as CEO, Pivovarov was able to make a new line of business profitable. If in 2005 Boeing flights were subsidized by Ruslan charters, then last year there was a profit: the plan for regular flights was exceeded by 50%, and the total turnover of Volga-Dnepr increased by 55% to $ 725 million .

“The secret of his success is his excellent knowledge of technology and experience in managing people in high-risk conditions,” says Volga-Dnepr President Alexey Isaikin. The CEO has an authoritarian management style, but he helps his subordinates grow. When a top manager leaves the company, they do not look for a replacement on the side. “We are growing new leaders within the company,” says the CEO.

And Gennady Pivovarov himself is not looking for options on the side. "Headhunters, please don't worry," he chuckles. In the end, he devoted half his life to transport aviation.