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Leonardo da Vinci – 500 years since the death of the Renaissance genius

In the autumn of 1516, an unusual parade passes a throng of curious onlookers and through the gates of the Château d’Amboise. A solemn old man with a full white beard sitting on a donkey is looking around at the place that will become part of his everyday life. On the wagon behind him, a number of chests are piled up, full of books, scrolls and objects of all kinds, amongst which we can see the portrait of a young lady with a mysterious smile, a painting today admired by millions of people the world over. The old man is the 64-year-old Leonardo da Vinci.

“Here, you will have the opportunity to live, create, think and work freely.” He is welcomed by King Francis I of France, who invited him to the town of Amboise, bequeathing him the title “First Painter, Architect and Engineer to the King”.

The King lets him stay in the Clos Lucé manor house, alongside his two Milan companions, Francesco Melzi and Battista da Vilanis. From his very first day there, Leonardo tirelessly researches and works, but his paralytic hand no longer allows him to paint. When Leonard dies in his room at Clos Lucé manor in Amboise three years later, the King cries over the loss of a man he lovingly referred to as “padre”, and grants him a grand funeral. Thus on 2 May 1519 passed one of the greatest artists, humanists and thinkers in human history. He left behind an extraordinary heritage, celebrated around the world, led by that picture of the Mona Lisa’s mysterious smile. More than any other town, today the name Amboise is linked to the life and work of this Tuscan master.

Leonardo was the illegitimate son of notary Ser Piero and country woman Catarina da Vinci. His father adopted him and secured him a general education. No records of his childhood have survived, so we can only guess as to his youth. All we know of the young Leonardo was that he was of pleasing appearance and so strong that he could bend an iron bar. It is to this period that his dream of a bird is attributed, a bird that attacked Leonardo in his crib and inspired an entire book, “Leonardo da Vinci, A Memory of His Childhood” by the founder of psychoanalysis, Sigmund Freud. Another likely story from his childhood is an incident with a rough wooden shield, which its purchaser gave to Leonardo’s father to have it painted with a heart. Leonardo refused to do such a trivial painting, instead apparently painting it with an incredible portrayal of a mythical beast, striking all who saw it with fear. Ser Piero sold this painting to a Jew at great profit and gave the purchaser a peddler’s painting of a heart, with the poor countryman not even realising it.

When Leonardo was 14, he moved with his father to Florence and became a pupil of the artist Andrea del Verrocchio, alongside Botticelli, Perugino and Lorenzo di Credi. Here, he acquired his technical skills, learning the functional, precise and objective portrayal of objects. In his 20s, he was admitted to the famous Guild of Saint Luke for painters. He was 24 when he independently painted three famous paintings, Annunciation, Madonna of the Carnation, and the portrait Ginevra de’ Benci. By 1478, he had begun to take an interest in science, first studying military engineering, and he began to write the Codex Atlanticus.

In 1482, the young Leonardo left Florence for Milan at the invitation of the powerful duke, Ludovico Sforza. Here, he collected a group of followers, some of whom remained loyal to him till the end of his life. In Florence he had not enjoyed such admiration, as his distinctive style and avant-garde ideas were too innovative at the time for sceptical Florentines, who could never have given him the recognition he deserved.

As a genius of his time, Leonardo created a unique language. His style was balanced between strong poetical feelings and the will of an artist, complemented by unique mystical gestures. Leonardo rejected the geometric form of perspective in order to create deep landscape views in his pictures. He freely utilised compositions involving the rich relationships of all living things on the canvas. In his pictures, he expressed the internal dynamics of figures in a curved body shape, which became one of the core models for classical figures in the 16th century.

He was 30 years old when he began to study aerodynamics and physics, anatomy, meteorology, astronomy and cosmography. He was interested in Pythagoras’s mathematics, which he soon mastered, making it the basis for his own research. He applied the findings he obtained in his scientific research to his composition of paintings and sculptures. Thus art and science were inseparable values for Leonardo. In 1487, he took part in an architectural competition for a model of the dome above the crossing in Milan Cathedral. All his designs, however, were too novel and bold, and so the cathedral was completed according to plans that were more Gothic in nature.

In 1495, he began work on The Last Supper. He used new techniques with tempera and oil, but these proved unfortunate and vulnerable to humidity, and the work soon began to deteriorate. Leonardo’s composition of the painting exudes a mysterious, almost esoteric spirit and the viewer is transported to a world of emotion and unending light dynamics. His choice of colours became a means for describing atmosphere, a subtle combination of light and shade creating a new form and supporting the viewer’s imagination. Figures on the canvas are shown in typical Renaissance style, and in combination with the background achieve a final impression of monumentality and balance. By the mid-16th century, the work was said to be entirely destroyed, hence the Last Supper became subject to many future attempts at repair.

In 1499, Leonardo left for Venice because his benefactors, the Sforzas of Milan, were overthrown. His period of wandering had begun. A year later, he left Venice to return to Florence and illustrate the Divine Proportions for the mathematician Pacioli. On the basis of his studies of anatomy and the work of Vitruvius (architect for the Roman Emperor Augustus), he drew the image of a man in ideal proportions within a circle, setting new benchmarks for architecture and construction still used today.

Leonardo was 52 when he began working on La Gioconda (Mona Lisa) for a Florentine purchaser, Francesco del Giocondo, who commissioned a painting of his third wife, Lisa. It is probably one of the most famous paintings in the world, and Leonardo hones it to perfection using a blending technique known as “sfumato”. In the end, he doesn’t want to give the painting away, and he takes it with him to France in 1516.

In 1513–1514, two years before leaving for Amboise on the invitation of the King of France, he lived in Rome at the palace of Guiliano de’ Medici (the younger brother of the Pope at that time, Leo X) and received a wage as his protégé. This was a very welcome change for Leonardo, who until then had often lived in poverty, despite his renown.

Why is Leonardo today considered a genius? His life’s work is extensive and has influenced art and science around the world. He wasn’t just a painter and artist, but also an engineer, architect, scientist, inventor, cartographer, anatomist, botanist and writer. He was a master in all his fields. He came up with the concept of the tank and helicopter before anyone else. He drew maps before cartography was established as a field. He described and drew the growth and movements of a foetus before anyone knew the science of anatomy, and so much more besides.

A large number of his artworks and scientific papers were destroyed, but research of his diaries is ongoing. He left many plans for many buildings in his diaries, although it is likely that none were actually implemented. During his life, he endeavoured to write a number of books on various aspects of his knowledge. His notes, however, are fragmented and scattered. Leonardo’s literary legacy of about 7000 pages was later assembled, and today these pages can be found under codified titles in distinguished galleries and many European libraries, as well as in the hands of private collectors (e.g. Bill Gates). We know that Leonardo was working on a masterpiece of anatomy, painting, nature, light and shade. Unfortunately, none of his series of notes were completed in publishable form. Leonardo once said he had written 120 or 114 books, and he had not completed the Mona Lisa even after three years of work.

The last scientific study into why he did not complete many of his works of art and science concluded that he suffered from attention deficit disorder along with hyperactivity. Historical records show that Leonardo spent a large amount of time planning his projects, but that he also lacked patience in their implementation. It would not be historically correct to adopt a romantic image of da Vinci as a lone genius, unappreciated by his peers because his ideas were ahead of their time. Leonardo had a tendency to “flip” between jobs, and to work without break the whole night, sufficing with just a short period of deep sleep. His peers likely were unable to understand or forgive him for his lack of discipline, rather than for his vision.

Leonardo’s scientific works and research laid the foundation for modern science, and his masterpieces of painting remain today astonishing in their perfection. A Leonardo da Vinci portrait sold in 2017 for 450.3 million dollars at Christie’s, the highest sum a work of art has ever been sold for at auction. This too is proof of the greatness of this artist of the Italian Renaissance, perhaps one of the greatest geniuses of our era .

Author: Ing. Arch. Iva Drebitko

Czech high-speed rail: A PROGRESS HAS BEEN MADE

Emanuel Šíp

About three years ago our magazine brought an article where it was announced that, at the end of the financial crisis, experts again returned to the table the theme of high- speed trains in the Czech Republic. Now we can assess what has happened during this short period of time.

A considerable progress has really been made, which should be hardly possible without a broad political support covering almost all political parties of the House of Deputies, which found its expression also in several resolutions of its Economic Committee. This gave a decisive impetus to the Government to approve the Rapid Services Development Programme in the Czech Republic in May 2017 as the decade-awaited strategic document paving the way towards a new and ecologically favourable system of long- distance passenger transport. The future Rapid Services network should play a binary role: to mutually link major national centres of population as well as incorporate the country into the existing and developing international high speed network. The international connection has already been negotiated in bilateral relations, and was also embodied in a declaration of the Visegrád group of countries: Czechia, Poland, Slovakia and Hungary.

The network of the Rapid Services should consist of classical high-speed lines (with a speed over 250 kmph) and conventional upgraded lines of higher parameters (160 – 250 kmph). The lines should run along the following axes: Prague – Dresden – Berlin, Prague – Brno – Vienna, Prague – Pilsen – Munich and Brno – Ostrava – Warsaw. A high-speed line should e.g. allow to cover the distance of about 200 km between the two largest cities, Prague and Brno, in a less than an hour. The total cost of the network is to amount over CZK 600 billion (EUR 23 billion) and it should be accomplished during about 20 years.

The recent stage until 2021 is devoted to the elaboration of feasibility studies of individual lines that are to find the most convenient routes, determine their urbanistic, ecological and territorial features and assess their extent

of total costs and the cost-benefit ratio. The aggregate of results of the feasibility studies is then to be integrated into a final network- shaped complex. Some sections of the lines in the vicinity of larger cities like Prague, Brno and Ostrava, the route of which is already fixed and without serious conflicts, may be prepared for construction in advance as pilot projects to be constructed and put into operation about 2025.

Then a very complex zoning and negotiation stage for the rest of the network will follow, the contents of which will predominantly be formed by discussion with regions, municipalities and other stakeholders. It cannot be expected that everybody will be delighted to have a new track with frequent trains in or near to his or her backyard. The prerequisite of success when placing the route into the respective territory is to minimise negative impacts on both on the environment and on neighbouring settlements and businesses. This should be done with the help of supporting legislation containing also due compensation to seriously concerned persons. Only after this stage it will be possible to make all necessary preparations for the construction of first lines that should begin in the second half of the next decade. The first complete high-speed line, probably that between Prague, the town of Ústí nad Labem and Dresden, may be put into operation in the first years of the 30’s.

Even if we have the Rapid Services Development Programme many strategic issues are to be solved well beforehand. Beside the already mentioned supporting legislation (at least for the high-speed lines) it concerns e.g. the concept of direct trains and interchanges to connecting public and individual transport. If the high-speed trainsets are to switch to conventional lines those lines have to be thoroughly upgraded, and equipped with alternating current traction and compatible signalling and interlocking systems. Another task is to determine the standards for the stations where high-speed trains are planned to stop. The stations should enjoy full accessibility for passengers with reduced mobility, convenient disposition of transfer routes for public and individual transport, and – dependent on their significance and expected turnover of passengers – also information centres, high-quality waiting rooms, lounges, and accommodation, catering and shopping facilities. This will require in many cases a profound reconstruction and refurbishment of the existing historical station buildings or construction of brand new ones.

A special care must be taken of the structure and time schedule of financing. Even if a certain part of funds may come from European sources the decisive volume will have to come from Czech public budgets, the state budget in particular. The use of private sources like credits or public-private partnerships depends of their potential future repayment while they might be too expensive to be used for rough construction of tracks, bridges and tunnels (with the exception of several sections when it is imperative to finish the construction stringently within a shorter term and predetermined budget). The main role of private finance may be found particularly in introducing and operation of progressive technologies, exact train operation control, everyday preventive track maintenance, and also in station developments. Should the whole high-speed network be constructed in about 20 years, estimated CZK 30 billion (EUR 1.1 billion) in today’s prices is to be reserved on average per year for this programme, which is about three fourths of funds reserved today for the entire Czech railway. To ensure stable financing of the programme will be a challenging task in the situation when mandatory expense for social security and state officials’ salaries grow year after year.

By Emanuel Šíp

Partner at Allied Progress Consultants Association

Life Is Beautiful: Part XIII.

Life Is Beautiful

Part XIII: Fearless Leadership[1],[2]

The purpose of life is a life of purpose.”— Robert Byrne

James A. Cusumano, PhD; Chairman Chateau Mcely s.r.o. Prague, Czech Republic

I have been an entrepreneur most of my life, founding and leading the growth of publicly-traded companies. Although I’ve enjoyed success, I made some mistakes along the way—I eventually appeased my afflicted ego by calling them “learnings!” These learnings taught me a lot about business, most especially about people and therefore about life.

I discovered eight guidelines, which if followed diligently, essentially enable growth to a successful thriving enterprise.[3]

None of these guidelines is more critical than number three, which expressed in its complete form is hire the right people for the right job at the right time and when you make a mistake—and on occasion you will—quickly and compassionately make the necessary changes. This is so important because success in just about any undertaking is always about three things— people, people and people—from the managing director to maintenance personnel. They may not all be equal when it comes to position, salary and potential impact on the company, but every one of them is IMPORTANT and must function in the right frame of mind and motivation to do their job well.

If we take this analysis to the next level, there is an important aspect that permeates the leadership and management of every long-lasting success in business and that is Fearlessness. It is especially important as the business cycles through good times and challenging times, which all businesses do at one point or another. Perhaps a personal story will help clarify this point.

As my colleagues and I were building Catalytica Pharmaceuticals from five people and a novel concept to the largest contract-manufacturing pharmaceutical company in North America, namely, more than 2,000 people with annual sales of $500 million, we encountered some of those tough times. Early on, as CEO, I made cetain key mistakes, which eventually became helpful learnings.

An important one of these learnings was how to properly handle business cycles. When times were good and we were meeting or exceeding our budget and goals, I must admit that I very much enjoyed my sense of accomplishment and the compliments that our management team and I received from our board of directors. But, in challenging times, when we were unable to achieve our goals and projections, I didn’t easily appreciate the input of some board members, probably because their constructive criticisms were right on target—but they hurt! I tended to blame our problems on the economy, or on other external factors. How could it possibly be due to the management team, right?

What did I do during those tough times? Unfortunately, even though I had worked diligently and creatively with our team to hire excellent people—people who certainly were much more experienced and capable than I in their area of expertise, e.g., finance, sales, marketing, manufacturing and technology, as we entered these challenges, I began to expose the management team to my fears and concerns. I often didn’t ask for their input concerning this or that potential solution to our problems, but strongly suggested my own ideas—even when I knew the team thought my suggested course of action would be ineffective and a waste of time.

In a moment of personal truth, I knew things were not right. Something was wrong with the way I was looking at our challenges and the way I was behaving. Later, I would find out that I was operating out of fear and with little or no consideration for the expertise, experience and feelings of the talented people we had hired as members of our team.

There was a possible solution. Living in Silicon Valley, I had access to numerous proven counselors in the areas critical to building a successful business. A good friend introduced me to one of them—Dr. Dorothy Jongeward. Dorothy was a world-class psychologist in the field of Transactional Analysis (TA), which teaches how to alter your ego and control your fears as a way of solving personal and professional issues. She had written many books on the subject, one of them, Born to Win, had sold more than four million copies [see Figure 1].

The first time I met Dorothy, I really like her. She was unpretentious, a great listener and showed an earnest concern to help me. During our discussion of business cycles, she advised me to think about the Chinese philosophy concerning the word “crisis.” The Chinese write “crisis” with two characters. The first one means danger, but the second means opportunity. In other words, in every crisis there is always an opportunity [see Figure 2].

In our first meeting she asked me several important questions.

  • What is your mission?
  • Are you still excited by and committed to your mission?
  • What are your personal and company values?
  • Are you still earnestly committed to these values?
  • Do you spend quality time on the important things that need to be done in your role as CEO to be successful, or are you distracted by other things, which may not be relevant to your mission—especially during challenging times?

She was pleased to hear my affirmative answer to each of these questions.

She then told me that the best metric to determine if a company or any group of people is functioning well is if trust permeates the organization. This certainly made good sense to me.

She said that her sense was that Catalytica Pharmaceuticals had a very high level of trust in its corporate fabric. She ended with a simple straight forward comment. “Don’t screw it up with the propagation of useless and damaging fear!” I was taken aback. But as my ego recovered and I thought about her wakeup comment, I knew she was right.

Dorothy’s point was if you hire the right people at the right time to do the right job, then you must trust that they are doing just that. Yes, you can ask the team questions and make suggestions, but if these managers are more experienced and more highly trained in areas that are not your primary expertise, it would be ineffective to tell them what to do—worse, it could be demoralizing to them. Done too often, a smart and effective executive would soon find a different professional opportunity.

“Your primary job, Jim, as CEO,” she said, “Is to set a strategic direction, agree with the team on goals and priorities, check back occasionally to be sure things are on target and then—get out of their way!”

The complete opposite of this is what happens when the leader jumps into the fear mode of operation. He or she usually has sleepless nights because the organization is not performing well. What will the board think? Out of fear and thinking it will help, a fearful leader often gives direct orders to his or her immediate reports. Try this or try that! We’ve got to turn this thing around! In this case the outcome will only be as good as the leader is in a state of fear, and forego the benefits of the talented people hired into the organization.

Philosophers and psychologists figured out long ago, you always attract what you fear, and that which you fear most comes swiftly to your doorstep. The reason that you fail when you are overrun with fear is the same reason you succeed when you put your focused “fearless” attention and intention on a desired positive outcome. It’s the other side of the coin. Fear induces all of the physical, emotional and psychological feelings necessary to create a negative outcome. Fear is a powerful paralyzing force.

This is why the leader must learn to manage fear and in the best case be absolutely fearless [See Figure 3]. It’s not easy. It requires practice, but it absolutely can be achieved. Not only is it important to be fearless in the presence of executives, managers and other employees but, it is equally necessary to demonstrate compassionate understanding for their fears. A fearless leader helps them see past their challenges, so that the entire team can operate like a well-oiled machine. Otherwise, the company will be in the typical “fight-or-flight” mode, which is fine if you’re being chased by a bear.

In fight-or-flight operation, there is essentially zero creativity for solving challenging problems. “Fight-or-flight” stress works well in military operations—Keep your head down, or it will be blown off!—but not in business. When your body experiences fight-or-flight, the Immunoglobulin (IgA) antibody levels in your body go down and your cortisol hormone levels go up. This is perfect physiological chemistry for creating illness. In fact, the medical profession is moving increasingly towards the conclusion that nearly all illnesses, from colds to cancer, are caused in this way, namely by frequent stressful fear reactions.

It’s not easy to become fearless, but it can be done and the results are well worth the effort. However, we human beings have a great capacity to exaggerate the negativity and potential outcome of a challenge. This is due to prior conditioning by others and to remnants in our ancestral “animal brain.”

Two things can help overcome these two impediments—moderate physical exercise and meditation. The practice of both is best. Frequent exercise and meditation—just 20 minutes per day—have demonstrated that IgA levels increase and cortisol levels decrease leading to better health and increased longevity. Under these circumstances, the parasympathetic nervous system has been found to bring about radical healing of even the most recalcitrant diseases.[4] Life is truly beautiful.

Sat, Chit, Ananda!
Enjoy your journey, make a difference!

 


[1] EDITOR’S COMMENT— This is the thirteenth article in a series based on the author’s book, “Life Is Beautiful: 12 Universal Rules,”Waterfront Press, Cardiff California, 2015.

[2]  The author may be reached at Jim@ChateauMcely.Com.

[3] James A. Cusumano, BALANCE: The Business-Life Connection, SelectBooks, New York, 2013.”

[4] There is an excellent award-winning documentary that can be seen on Netflix. Entitled “Heal,” it shows interviews with a number of world experts on the power of the mind—more accurately, consciousness—to bring about radical recovery from disease.

[Figure 1] 

Figure 1: Dorothy Jongeward “wrote the book” on how to create successful transactions among people. She developed the field of Transactional Analysis and presented the details in an easy-to-read international bestseller entitled Born To Win.

[Figure 2] 

Figure 2: Chinese philosophy states that there is an opportunity in every crisis. Of the two characters that mean “crisis,” one means “danger” and the other means “opportunity.”

[Figure 3] 

Figure 3: You attract what your fear, and that which you fear most, comes swiftly to your doorstep. The same mechanism is at play as when you manifest something positive by putting your Attention and Intention on a desired outcome.

Managers of the Year Prof. Vladimír Mařík and Tanja Vainio

In the 26th year of the Manager of the Year competition, announced by the Czech Management Association, the representatives of the technologically progressive fields won. Many personalities of European and world stature appeared among the TOP 10 and winners’ categories.

Prague, 25 April 2019

The best managers in the Czech Republic for the year 2018 are Prof. Vladimír Mařík from the Czech Institute of Informatics, Robotics, and Cybernetics, CIIRC ČVUT (Czech Technical University in Prague) and Tanja Vainio, the general director of the ABB company for both the Czech and Slovak Republics. They won the Manager of the Year competition, which has been announced by the Czech Management Association (ČMA) for 26 years. The award was accepted on the 25 April at Prague Žofín Palace during the celebratory Gala, where three hundred managerial personalities and guests had gathered.

The winners of the Manager of the Year come from different generations, but they both represent the area of modern technologies with Prof. Vladimír Mařík as an innovator in cybernetics and representative of the institution of European-class and Tanja Vainio as a bearer of innovation. “The use and development of new technologies is part of our DNA”, says Tanja Vainio.

The chairman of the 15-member National Commission, Prof. Zdeněk Souček commented on the result: “Both have shown excellent managerial attributes within the most modern area of present-day entrepreneurship.” Pavel Kafka, the president of the ČMA selected similar words. He was unable to hide his delight from the fact that the number of managers who represent modern, perspective fields grew among the finalists and laureates. “I am glad that the entire course of the 26th year and its results confirm the great, social importance of this long-term project,” he stated.

Petr Kazík, the chairman of the Evaluation Commission, who awards points to the participants during the first round of the competition, stated: “I consider it to be outstanding that managers from highly progressive fields with a great perspective have won. They are disrupting the stereotype of the Czech Republic as being only an assembly-based nation.”

Fifty finalists made it to the conclusion of the competition this year. The TOP 10 managers continued to the narrowest selection after having personally presented before the Evaluation Commission. From this narrow selection, the afore mentioned National Commission chose both the male and female Managers of the Year.

Eleven of the best managers placed in occupational or new categories. The totally new Visionary category was introduced and Tomáš Mikolov, a scientist of world importance and innovator in the area of artificial intelligence, was the first to succeed. Also, the category of Crisis Manager was new with Tomáš Milich, OVUS – a stock farming enterprise, as the winner. Foreign Manager was a new category where Niclas Pfüller, BROSE CZ, pulled through to the top. Adam Liška from Bekaert Petrovice Ltd. succeeded as the Young Managerial Talent.

Simona Kijonková from the company Zásilkovna won in the Services category, which also indicated the importance of new technologies. Miloslav Ludvík, FN Motol, shined in Health Services. Jan Duspěva, ČEPRO, was successful in Industry, Josef Mráz, AGROFERT, in Agriculture and the category of Public Administration was taken by Tomáš Elis from the municipality of Opava.

A special award was given for Innovation for Sustainable Development. Václav Matyáš was added to the Hall of Fame, a recognized personality in the area of construction and many years president of the Association of Building Entrepreneurs of the Czech Republic.

Opening reception at ART PRAGUE for PRAGARTWORKS

PragArtworks joined this year’s edition of the renowned international contemporary art fair Art Prague that was opened on May 13 thru May 19 at the namesti Republiky 7 at Prague 1.  The PragArtworks booth showcased representative pieces by such great artists as Pavel Roučka, Jakub Flejšar, Václav Bláha, Dan Trantina, Marek Schovanek, Rudolf Burda, Lukaš Rais and Pedja Djaković. The event has been a huge success with the visitors and collectors.

While many people are interested in acquiring Art, they are often not sure were to look. Pragartworks’s central mission is to help anyone in buying first rate quality contemporary art navigate the present-day art scene.

 

Culture – essential cohesive force in our society, interview with Camilla Habsburg-Lothringen

Nowadays, institutions are too quickly turning to culture and identity to explain politics, especially at election times. As simple and convenient as it seems, it is not as accurate as such. All across Europe, the governments failed at distributive justice, not on culture or behavioural recognition.

We are discussing these highly topical issues with our special guest …

Grand-granddaughter of the glorious Hapsburg Empress Maria Therese

“We need culture to know where we came from”, says her Imperial and Royal Highness Archduchess of Austria and Princess of Tuscany Camilla Habsburg-Lothringen. “At a time when our western society is complaining, is frustrated and not making the best of what we have, there we need culture. The cultural field enables us to build up dialogues better and faster than administrations can.” Contributing to a better world is why the descendant of the Habsburg house that traces its roots back to Holy Roman Emperor Francis I and Empress Maria Therese of Austria chose the cultural field over a more political role.

How does it feel be the great-great-great-granddaughter of such a historical figure as Maria Theresia?

“Recently, we celebrated the 300th anniversary of Empress Maria Theresia’s birth. She was bright and very advanced for her time. Great policy such as the obligation to go to school, the vaccination against chicken pox, the opening of the stock market and the founding of the academy for diplomats was some of the many actions implemented by her. Her strong character and personality as a ruler, wife and mother impresses me strongly.

“It is a big responsibility to carry this name, which will always be imprinted on me. It is not easy to fulfil all people’s expectations but I try to be true to myself, not to lose my focus and keep remembering my history, where I come from.”

Do you consider this responsibility to be political?

“No, there is no role for me in politics. The time to get involved is very limited. First you have to get elected, and during the mandate you try to do as much as you can and then the electorate either replaces or re-elects you. All this makes it difficult to make real changes, not to mention the opposition parties that try to block all suggestions, even if they are good ones.

Politics lacks consistency and coherence over longer period?

“Indeed! One of the big dilemmas of democracy and modernity…

Politicians mostly take responsibility over a certain period. This is understandable because they receive legitimacy over a certain time. But the downside is that many do not understand the responsibility for future consequences of their actions. Monarchies, nobility and family-run companies all have to make careful decisions as these leave an impact and imprint on the future of generations and the empires or business. Politicians should learn from this, and vow to take consequences for the effects of their actions in the future.

“Besides that, I feel that real change should be realised via initiatives.”

Her Imperial and Royal Highness Archduchess of Austria and Princess of Tuscany Camilla Habsburg-Lothringen.

One of the most prominent international institutes from Central Europe, IFIMES that has even a consultative status with the UN, has entrusted you as their Director for the Euro-Med Diplomacy and Intercultural Affairs. In that capacity, you are all the time at the world summits and important meetings. Do you feel that we need a change?

“I am pretty thankful to live in a peaceful country with strong stability like Austria. But it worries me that people don’t recognise that. In the last years, throughout Europe, I observe the increase of a complaining and unsatisfied society that is questioning everything. Also, greed and materialism have become very dominant in our times and this leads to a feeling of emptiness. And so it’s understandable that people become very scared and receptive to any kind of manipulative information that threatens this artificial way of life.

… peddling reductive messages to electorate in the EU?

“Yes. In our times, there is a strong destabilizing fear for the future and of other cultures. The result is a lack of focus and investments. Constant worrying will lead us nowhere and won’t enable us to build a strong future. That is something we need to change.

“I would say that there is a need for respect. Respect is much stronger than tolerance. The population is growing fast, everybody is getting closer, and more people will live in our countries. Just tolerating others will not be sufficient, we need to respect each other and other cultures and learn from them.”

Do you see any role for yourself in this?

“I have a background in PR and advertising, besides that I am also very active in the field of networking. But most important for me are values: the stability of a society and passing on of ideas and sending impulses. I was never involved in representing companies, firms, but always more looking in the direction of a so-called atmospheric PR if you understand what I mean. That is a kind of seismographic feeling towards our environment and our global thinking and acting. Searching for solutions, to get together those people who feel and think in a similar way and then move things into action.”

Sofi B. and Director Camilla of IFIMES – soft power of subtle diplomacy

Do you consider that to be diplomacy?

“Yes. Diplomacy has a very important stabilizing function in this world. I prefer the cultural field because it is neutral and makes it easier to bind people and nations on a diplomatic base. As the IFIMES Director, I would like to connect the Euro-Mediterranean, Central-Eastern Europe and the Balkans and give a voice to those without one. For me that is one of the important aspects of diplomacy. Our Institute is active within the UN, OSCE but elsewhere too.” 

Do you feel that the European Union contributes to a better world?

“The European project – the European Union, brought prosperity and peace to the continent. But now they are getting lost in a big construction of bureaucracy and regulations like on what kind of energy saving light bulbs we are allowed to buy. There are too many paragraphs blocking any fast action. I find this a waste of energy, time and money. There is a real need for solutions to the bigger problems, like immigration for instance. The European Union should focus on the bigger political issues and on the cultural field.

“The near future might be challenging, but we need to keep the dialogue going, because together we can tackle every crisis.”

Based on the talks of Djoeke Altena with Archduchess Camilla Habsburg-Lothringen, interview arranged by the Magazine.

Photos by IFIMES.

Discussion with Roman Knap

Mr. Roman Knap, CEO of Česká Pošta a.s., had a lively discussion with our members about the current situation at Česká Pošta, his future vision and plans with the company and also about the challenges he is facing.

Date: 11 April 2019 / 08:30 – 11:00

Place: Art Nouveau Palace Hotel, Panská 897/12, Praha 1

 

A packing guide for business trips with different climates

Every cosmopolitan business person is aware of who travels can be a demanding and tedious process. No matter whether you spend a week on your business travel or you are just staying overnight, the fact that you have to deal with weather and climate differences, jet-lag, and getting accustomed with different time zones is already overwhelming. However, packing for all the possible climate outcomes is vital for a business trip since you need to strive to look your best at any given moment. So, without further ado, there is no need to start panicking, but packing, and here is what you should do.

Start off with basics

First things first, you need to get extra prepared for the all possible outcomes, but unless you have the proper choice of bottoms it could all go ballistic. Whether you are going to wear pants or skirts on your business trip, you need to have in mind that if you are in a hotter climate you will be sweating (a lot) so white bottom-wear is not recommended. Go for black pants or skirt. On the other hand, if you are heading off to a business trip in a colder area, packing everything in classic black colour will be enough. This applies also for your socks and tights. Black or brown neutral colors blend with everything.

Pack by look

The easiest thing to do is to organize your daily outfit by day and pack the entire look prior to going on the business trip. Basically, you should pre-plan every look for the trip from head to toe, including bags, necklaces, and other accessories. It would be advisable to search for  travel jewelry cases to buy and put all your valuable jewelry in order not to lose your precious stones during packing and trip. When you have everything sorted out and settled in advance, you will have the appropriate attire for each meeting and formal event, plus, you will save time and nerves.

Choose appropriate fabrics

The key is to pack light but smart. This may be hard to achieve if you are going to a colder climate and when you simply need to bring an extra sweater or jumper. If that is the case, make sure that you get quality fabrics, such as merino wool, that doesn’t take up much space in your suitcase, but which will keep you warm. On the other hands, for warmer climates, you had better opt for standard cotton blouses, linen suits, airy dresses, and maxi pants or skirts. Avoid packing layers of fabrics as they would make you feel uncomfortable, and if you can, avoid fabrics and materials like Lycra and some other synthetic blends.

Systematize your footwear

When it comes to shoes, no matter the climate you go to for your business trip, it would be good to pack at least two pairs. That is, one strictly business footwear, let your other pair be a casual but comfy combo of the two. Don’t over-pack with shoes. Rarely would you need more than two pairs of shoes? This rule differs if you are travelling for more than five days, then for instance pack one pair of sleek boots, modern flats and maybe one more casual flats. Bear in mind that boots can be rather heavy, so if you are heading to a cold climate, you might want to pack only one pair of warm leather boots and wear the other.

To carry or not to carry?

The cold weather comes with a variety of obstacles and possible mishaps during business travel, but the bulky and oversize garments can be a tricky thing. If you already know in advance that the weather will be extremely cold, you might want to carry your coat and scarf, leaving more space in your suitcase for a woolen jumper, cardigan or blazer. It might be hard to carry things, but you need to calculate how much time will you spend outdoors. Consequently, it is much productive to carry bulky coats and heavy garments, then pushing them into the suitcase. Thankfully, you won’t need to worry about this in warm climates, since the only thing you should carry there is a luscious perfume.

The bare necessities

Depending on your business destination, there are a few essentials that you always need to pack. To always look neat and groomed on the business meeting, pack the vital cosmetic kit. Both for the cold or warm climate avoid packing blouses with a low neckline, bare shoulders, shorts or skirts above the knee. Instead of a heavy coat, you can perhaps go for a packable down jacket instead, if the weather is not so cold. Bring a small umbrella, for the “just in case” scenario, and always keep the expensive stuff in your carry-on by your side.

Packing can be a fun and thrilling process once you have everything organized and settled in advanced. For that reason, mindfully read the above packing guide and head out to your business trip without having to worry about the climate.

By Claire Morgan

Claire Morgan is a marketing consultant and lecturer who, thanks to her integrated approach to business,  stands behind many digital strategies of renowned brands. She enjoys travelling and passionately blogs about the latest marketing and lifestyle trends.

Tomáš Zdechovský

 

European Belonging

 

Tomáš Zdechovský, Member of the European Parliament

I met Tomáš Zdechovský in 2012 when he was still working as an entrepreneur and crisis manager. Even then, the issue of Europe, its reform and future direction was close to his heart. He’s been a MEP since 2014. He is regularly ranked as one of the most important Czechs in Brussels, and is one of the hardest working MEPs. He is married with four children.

KDU-ČSL proposed celebrating 15 years in the EU with the “Week without the EU” event in order that people realise our priority should be to try to reform the EU, and not to leave the EU. Your idea was to “implement checks at borders, return goods certificates and prevent orders being made on the internet, reintroduce mobile roaming charges and authorise visas to Slovakia. It also involved limiting higher education grants and Erasmus programmes, ceasing motorway construction and sending all employees of foreign companies on a week’s unpaid leave.” It seems to me that by stressing pragmatic benefits, the idea of peace and European belonging has been lost.

That idea was mostly a bit of provocation designed for those who think we’d be better off without the EU. Whenever I hear the arguments of most “Czexiteers”, I just think that all it would take would be a week and they’d quickly sober up because they’d realise the things they take absolutely for granted are not at all a given. Something like peace is too abstract for these people, and furthermore many of them are convinced that because of the EU we are in a kind of cultural war, and a war with migrants, liberals and so on. That’s why I try to utilise something they can picture better – and that’s these various restrictions, price increases, and lack of goods and labour.

Ideas such as European belonging are entirely beyond their understanding, perhaps because they have become aware of the different quality of food in countries to our west, with the idea promoted of the Czech Republic being the dustbin of Europe, alongside our lower salaries, meaning that we are merely Europe’s “cheap assembly plant”. As politicians, however, we are to blame for these ideas, because we have used exactly these arguments in stating that we want to solve such problems. But that doesn’t happen from one day to the next, and it just leads people to become frustrated, and ideas such as “European belonging” just add fuel to the fire.

In less than a month, the European Parliament elections take place. Czech voters are not particularly engaged in this type of election. In 2014, we had the second lowest turnout in them. What topics do you consider fundamental for Czech voters?

Security is foremost, and even though the migrant crisis has settled down significantly, numerous fears persist because people see problems with integrating foreigners in France, Germany, Sweden and other countries. Following this is reform, because more and more people are realising that our position in the centre of Europe, and the fact we are a small country with one of the most open economies in the world, means we’ve got to remain in the EU. But they don’t like its current overly left-wing orientation and are seeking alternatives. And then they need to feel the assurance someone has their back; to hear that someone “far away in Brussels somewhere” is sticking up for Czech citizens, companies and interests.

You yourself are a proponent of EU reform, not leaving the EU. How do you see this EU reform specifically, and can the Czech Republic as a small country have any influence on such reform?

For me, it is absolutely essential that we sit down and start discussing where we want the EU to be in 2030, and to posit the question of whether we will achieve this if we continue down the path we have set for ourselves. The EU is now inflexible in many regards, and approaches many things in a very left-wing way because its main tools are regulations and quotas. Another problem is that it takes an ideological position in many areas, not a rational one, with facts the last thing it takes account of, and this can be seen, for example, in the issue of emissions and its poorly thought- through support for electric cars. Furthermore, the Commission is unable to respond appropriately to unforeseen events, as was seen, for example, in its responses to Brexit and the migrant crisis. They look for errors everywhere except in their own actions, communication, and excessive push for certain phrases and political correctness.

In this regard, one can only hope that the next Parliament and Commission will be more conservative and right-wing in focus. The EU’s original objective was the free movement of people, goods and services. This has been achieved, so the question is why do we continue to produce more and more proposals? Personally, I would make major changes to various European agencies and institutions, because by abolishing the feminist committee FEMN and other agencies and groupings promoting gender equality, and leaving only a social committee with these subtopics, for example, we can also change the EU’s values focus…

Migration remains a bogeyman for Czechs; this is an area you specialise in. So how can the EU provide assistance in regard to migration, when the allocation of quotas was such a fiasco?

Quotas were a bad solution primarily because they did not reflect peoples’ free will. It was assumed that the migrants would be satisfied anywhere in the EU and would not look at whether there was a larger national community elsewhere, etc. Yet the EU can help at the sites where refugees are, such as by improving the conditions in refugee camps (e.g. by providing schools for kids, etc.), so that they can wait out the crisis period as close as possible to their home country without having to go further to Europe. The EU can help by providing structural restoration of their countries, or overall development so that people are motivated to remain in their home country because they can find work and generally good living conditions there. Morocco is a good example here, where a number of projects have been successfully implemented to improve their health service, food and technology self-sufficiency, etc. The EU can also be a mediator in various disputes. It provided help in this manner in setting up the Libyan coast guard, managing through a common goal to more or less stabilise relations between a few dozen fractious political groupings.

I’m not saying the situation is ideal, but it certainly helped to quell illegal migration to the EU across the Mediterranean Sea.
The EU can also set up a more effective asylum system. Holland can serve as inspiration here, with the entire admission process including return or appeal completed within 6 weeks. The fact that various security databases are linked up helps here, with the police getting the data they need very quickly. Thus, those who really need asylum get it, and there is better control over who we can still manage to integrate.

Simply put, there are more solutions than merely giving everyone the right to migrate anywhere.

You’ve been described as one of the 50 most influential Czechs in Brussels. What specific interests of Czech voters have you managed to represent?

Personally, I see three areas. The first I have called helping Czech citizens and companies, the second is support for the government’s long-term positions, and the third is promoting and dealing with larger areas that trouble most citizens, or where there is a structural problem.

In order for a MEP to be able to help Czech citizens and companies, you really need to travel to the regions to meet people face-to-face and visit companies. I have therefore never made the excuse that MEP’s work is just to prepare legislation; I have approached the temporary role I have attained as a service to the people, and gone the extra mile. If you put my name into Google or visit www.zdechovsky.eu, you’ll find out that I have helped dozens of people, companies and non-profit organisations during my term. Not all these cases are as well-known as the story of Mrs. Michaláková’s, whose son was taken away from her in Norway, or the case of the unfairly sanctioned drivers in France; they generally came to an early and positive end, and so not much is known about them; you’re more likely to remember “tough battles” than a single happy ending.

I include amongst my support for government positions, for example, active resistance to the nonsensical refugee quotas, opposition to gun control regulations, providing significant help to negotiating EIA exceptions so that the Czech Republic can build new motorways using European grants, and support for Israel. These were all in the interests of the Czech Republic, and I provided great support to our government in these areas. In the third area, I would include, for example, the battle against the double standards in food quality, and also aid for the depopulating regions of Broumov and Želivka. I would also include here the fight against a number of frauds, where I have endeavoured to measure everyone with the same yardstick within the inspection committee, whether in regard to Mr. Juncker’s Selmayrgate, the Czech “holding companies” case or the misuse of grants in Slovakia, where I undertook a number of inspection missions following the murder of Ján Kuciak.

By Linda Štucbartová

This interview is also available in Czech. Just click here.

 

Shimon Peres Innovation Center in Tel Aviv, or Where the Present and Future Intersect

The Shimon Peres Innovation Center in Tel Aviv was opened in February 2019 in a pilot phase for visitors. The new spacious building built on the seashore at Jaffa is unique in that all the main Israeli inventions are concentrated in one place, regardless of their origins. The Center recalls Peres’s legacy, his visionary focus on science and technology, and his support for innovation to secure not just Israel’s economic prosperity, but also peace and stability in neighbouring states.

In front of the entrance to the architecturally distinctive building, the white lettering “Dream Big” draws the visitor’s attention and, contrasting with the surface of the sea, is a reminder of the often-stated Peres quote, “We should use our imagination more than our memory.” The fact that the exhibition is dedicated to Israeli start-ups and their role in the Israeli innovation system is noted in the welcome panel, which provides the encouragement: “Let’s begin together, entrepreneurs, your journey starts here .”

The inspirational entrance hall showcases the main fields of research in which Israel has achieved results of global significance. These are medical technology, IT technology and cyber-security, agricultural technology and technology related to mobility.

The guided tour begins on the first floor, which is focused on the recent past. In the “Secrets of Innovation” section, visitors can learn about individual key participants in the innovative ecosystem and their extraordinary stories. These include Nobel Prize winners, scientists and entrepreneurs of various generations and origins, to whom you can pose four questions. Using interactive panels, the person you choose will tell you about their childhood, describe their best idea, share a challenge they overcame, or give you advice.

Another room entitled Innovative Nation provides the answer to the question of how Israel built itself up to become a global innovation power. On a large interactive timeline located on the wall, you can see major Israeli innovations, along with their development and connections in the fields of high tech, medicine, agriculture and social sciences. What is fascinating about visiting the Peres Center is that it offers a combination of interactive and experiential learning. Group work is done on smaller interactive panels in which participants have the opportunity to more thoroughly investigate one specific discovery, while answers to specific questions can be found on the surrounding walls and display cases. After group work, it’s time to relax and reflect, so you can take a visit to Shimon Peres’s study. The film screened here introduces us to the life of a man who had a fundamental impact on the development of the State of Israel from the time of its founding to the present day, but whose visions have also directed the state’s future.

On the next storey, visitors are welcomed by a robot. We find ourselves in the future. We enter a time capsule, and using VR headsets we begin to perceive what challenges the human race is going to have to deal with, and how technology can help us overcome these problems. Which technologies in digital medicine, nanorobotics, smart travel and space travel will be fundamental to solving the key problems of the future?

From the future, we return to the present. The basement provides a showcase of 45 of the best contemporary Israeli start-ups with global impact. The presented companies arose from a public tender run by the Ministry of Trade to which over 1000 entities applied. These include world-renowned leaders on the start- up scene such as Mobileye, Orcam and the Beresheet space probe, currently heading for the moon. The Center’s generous sponsors don’t miss out either, with their activities also presented on interactive panels, so in addition to the standard thank-you message they also get befitting PR. The start-ups showcased, like the sponsorship companies, will be regularly rotated every six months so that the exhibition always remains up-to-date and inspirational.

I recommend anyone travelling to Tel Aviv to include the Innovation Center on their list of places to visit. For families with kids, I should add that a visit is recommended for children from ten years of age upwards. Tickets need to be booked in advance on their website.

By Linda Štucbartová

Barbara Richardson

 

On Dreaming and Planning

 

H.E. Barbara Richardson, Ambassador of Canada

Barbara Richardson has served in the Czech Republic for three years. She chose Prague to be her final posting and shares how special she finds her first posting in Europe. Prior to serving in the Czech Republic, she had a remarkable thirty year diplomatic career in Asia and Africa. Besides advancing Czech-Canadian bilateral relations, Ms. Richardson often speaks on the theme of diversity and gender equality. Her remarkable career makes her a true and aspiring role-model for working mothers in high positions. Find out more about what Canadians and Czechs have in common or what is her career advice to girls and women, but also to men.

Your Excellency, you have had a remarkable career journey, serving as a Canadian diplomat and three times ambassador on several different continents. What are your career highlights?

I have been so fortunate to have had this career and all these experiences. Not only have I had a wonderful life but I was able to share all my profound experiences with my son. I feel strongly that young people need to be informed about world politics. They cannot think about their own respective countries only, they need to understand that we are all part of something bigger in order to be able to make the changes the world and the globe are going to require. The Canadian point of view is that we cannot do it alone. Therefore, we need to understand different cultures and parts of the world and see them for what they are. I have been in different parts of the world and also some difficult parts of the world, my son grew up realizing that on the outside a country might look differently than when you live in it, interact with people, understand the history, peoples’ needs, and finally realize that we all share the same needs. As a young girl, I always felt I wanted to make a difference in the world. But then I had no vision how I could do that. My career enabled it and I feel very lucky that I found a job I could identify with, I loved and enjoyed. I have always told my son that when he is asked in future about what he does, he should be proud and happy about what he is able to reply.

You started your career abroad in Asia when your son was only five months old. Then you moved to Africa. All this was happening more than three decades ago in a male dominated profession. In fact, high ranking professional diplomats being mothers at the same time are still more an exception than a rule. Who encouraged you?

I had the great benefit of a female head of human resources at the time that I had planned to take the posting. When I found out that I was pregnant, I approached her saying that this was probably the end for a posting. She said: “Absolutely not, this is the time when you need to go to a posting, because you can go to parts of the world where it is easier to get help with childcare and running the household!” I went to the Philippines, where I had all the assistance I needed and raising a child there while working was actually easier than in Canada back then. The culture in the Philippines is a very child-centric one, so my son was very happy and pampered there. While I was in the Philippines, there was a temporary opportunity to go and serve in Singapore. Again, I felt that with a son only two years old, I might be excluded from the opportunity. At that time, I approached my manager and asked her that if I made all the necessary arrangements, in terms of taking my son with me – staying at the hotel room and arranging a babysitter to stay at no extra expense for the government, if she would consider me as an applicant. It worked out and I was given the opportunity. I was lucky to live in a time when companies realized that they need to become more flexible workplaces. The more models of different ways of working we have and the more demonstrations of the competencies that diversity, including gender, brings to the workplace, the easier it is for managers to make decisions with flexibility and different working schemes.

You seem to have been navigating your career with regards to opportunities while not being afraid of challenges. From Asia, you went back to Canada, only to continue your career in Africa.

Much of the younger generation talks about career planning and they have these five-year and ten-year plans. I admire people who are capable of that. I was never one of them. I have always chosen my job based on what sounded interesting and what I considered a useful thing to do. I chose my posting in Kenya as it represented a great challenge. From Kenya, we covered six countries: Burundi, Rwanda, Uganda, Eritrea, Somalia and Southern Sudan, not being independent then. I considered it the best political job within the department because of the scope. The peace-talks going on in two of the countries or the breakthrough elections enabled me to live throughout some extraordinary moments of history in that time and that part of the world. I am glad I made the choice, since Africa is going to be an increasingly significant continent for the future of the globe. From the perspective of a mother, I think my son developed compassion there. He was nine years old then, in many ways a baby for me. The Kenyans view a nine-year old boy as a young man. In some parts of Kenya, a boy of that age is given a spear and asked to go out to kill a lion. My son very much enjoyed being treated as a young man by Kenyans. As all parents eventually learn, children rise to our expectations. Later, I returned to Africa and served in Zimbabwe. Looking back at time spent in Africa, I suggest to everyone to go and visit this beautiful part of the world. Sometimes, I felt like I was living in a National Geographic Magazine.

After all your experiences, does not the good old continent of Europe sound boring?

I chose Prague as my last assignment. I chose the Czech Republic for many reasons. I have known a couple of refugees from Czechoslovakia and Prague sounded a bit exotic. Little did I realize that I came in an extraordinary and politically intriguing time. I arrived here after the election of President Trump, after the move to the right and far right in some other European countries, after the Brexit vote and all of that has made my assignment much more turbulent and complex than I anticipated. Let alone living in Prague which many people consider the most beautiful city in the world, in the centre of Europe.

Thank you for speaking so positively about my birth-town. I am sure you have noticed that Canada is like a dream country for many Czechs. Czechs like Canada and Australia, even though they have never been there. It seems we tend to love far away countries, but not superpowers. Were you surprised by the intensity and warmth of Czech-Canadian relations?

In some ways yes, in other ways no. Everywhere I lived, people mentioned Canada as a country where they would like to move. Particularly people from difficult parts of the world see Canada as a country that accepts immigrants. In the Czech Republic, people not only say they love Canada, but they immediately mention why. They always talk about the outdoors, the beauty, Rocky Mountains, the oceans and the Arctic. I have noticed passions Czechs have for the outdoors and all the outdoor activities, actually on much higher scale than most Canadians do.

What about Canadians and their relations to Czechs?

There is not a lot of knowledge about the Czech Republic in Canada. Canadians of a certain generation know about the Velvet Revolution or the split of Czechoslovakia that happened without a war which is very fascinating, but the younger generation is not as aware. The Czech Republic is known as a travel destination and its reputation for its beauty. There is a lot of scope for commonality between Czechs and Canadians. Neither of us is a superpower country. Czechs and Canadians share a view of the world and values.

It is time to discuss not only immigration but also diversity. “Diversity is Canada’s strength”. The motto of your Prime Minister Justin Trudeau is on the notepad I have received as a gift. However, many Czechs still seem to fail to appreciate the full potential of diversity. What is that the Czechs are missing?

I have met many Czechs who do value and support the idea of diversity. Many point out the Vietnamese community as a recognition what another culture can bring. They recognize the value Vietnamese businesses brought, they see them integrating and providing value for the Czech society. Diversity is a long process to reach the point when it is widely accepted and valued as being an important fabric in a society. However, we have such different history and geography, that I understand certain Czech people being skeptical and hesitant about someone coming from the outside. For centuries, the Czech society has been very homogenous. In Canada, except for indigenous people, we are all immigrants and we all share the common recognition that we and our families come from somewhere else. We also recognize what diversity has brought to our country in terms of languages, culture, innovation and skill sets. When we talk about an economic migration, we pick and choose those who can add value to our economy.

You mentioned Canada’s population reaching currently at 35 million people. I remember that 30 years ago, I learned the figure 27 million at school.

Without immigration, our economy could not grow. Already 70 years ago, we recognized that and started doing economic modelling related to the economy, which is determining how many new people we need in Canada to drive the economy. Based on that modelling, we have developed a very specific immigration program and model. Every year, across the whole Canada, a broad survey is done on what kind of experiences and positions are needed. We bring about 1% of population per year. For some, it might be frightening, for us it is seen as useful and essential. There is a recognition that immigration drives our prosperity, our future success and future vision. We target the best in the world. Equal to our perspective on immigration and providing the safe haven to those who need it, the inclusion comes next. Thanks to our work and program for inclusion Canada has not made some mistakes as other countries with regards to the true integration of newcomers to what has become the multiculturalism society. It is Canada who should be thankful to immigrants for choosing our country helping to build it. Like many Czechs did.

You are known to be an advocate and supporter of gender equality and you actively promote women empowerment. What would be your mentoring advice to Czech women? What would be your advice to Czech men?

Canada does not support the attitude of us preaching to the rest of the world, because we have many problems on our own. Canada may have a more progressive approach to gender equality but many issues feel similar to the ones our society has faced with regards to gender equality. When I talk to young women today, I always encourage them that their potential is limitless. When I talk to young women, I mention how often many women say “I was lucky” with regards to their distinguished career. Men usually do not say it. They think “I deserve it”. My advice is: “Plan to be lucky and do the hard work to be lucky”. Women work hard. There is a Canadian politician who said: “Women have to work twice as hard, be twice as smart, to do twice as much to be seen as half as good to men.” However, she finished the quote by saying: “Fortunately, that was not that difficult”. But that was way back in 1960s. I also suggest: “Dreaming is planning”. When I was a little girl back in Alberta, I dreamed big about all sorts of opportunities. Yes, there are going to be obstacles along the way. With regards to men, I encourage them to mentor young women. We tend to hire, mentor and give opportunities to people who are like us. Naturally, men are more likely to support other men. Therefore, I think it is important for men to mentor young women and to learn from that experience which can benefit them as well, as they can learn more about women’s perspective on both life and work. Like with immigration, there is an economic and business case. Gender equality is not about being nice to women, it makes economic sense for companies as it allows to attract the best talent and to be smarter, innovative and excelling. Is there any company that would not be interested in reaping the benefits?

What will the year 2019 bring to Czech-Canadian relations?

This will be a politically big year not only for Europe, but also for Canada, as we also will have our own elections. Canada has a set of priorities for the upcoming year. Security and defense will come first, as we will celebrate the 20th anniversary of the Czech Republic joining the NATO. The Czechs and Canadians both support democracy and rule-based order, and there will be an opportunity to commemorate values and principles while celebrating the 30th anniversary of the Velvet Revolution. Trade is also information. After the ratification of the Canada-EU Comprehensive Economic and Trade Agreement (CETA), the statistics show that mutual trade is growing and that such agreements are important. As far as culture is concerned, we will be involved at One World Festival, a jazz pianist David Braid is coming back to Prague. On July 1, the Canada Day, we will open the Czech-Canada production of Charlotte at National Theatre. The story of a Jewish woman from Germany who was killed in Holocaust shows what happens in a society that rejects values of diversity and inclusion. I must not forget hockey-diplomacy. There will be National Hockey League Games in 2019 and next year, the Junior Hockey Championship will be held in the Czech Republic. We also have been working on expanding the number of students who study in the Czech Republic and also how many people travel as tourists to the Czech Republic. It comes back to the question that the Czech Republic should have been known more in Canada. The Czech Republic has an impressive number of post- secondary educational institutions. The quality of your research facilities across the country, built with the help of the EU funds, working on knowledge- based approach to the future, should be more known in Canada, as this is another approach we share in common. I will be sad to leave the Czech Republic later this year, as it has been wonderful, enriching and such a different experience to all my postings. I am enormously grateful for the opportunity to come here.


By Linda Štucbartová

 

City Break – Athens & Thessaloniki

Athens

An attractive modern metropolis, is the historical capital with a fascinating history. The city’s unique, splendid monuments  are connected in a 3-kilometre pedestrian zone, leading to the major archaeological sites (“archaeological park”), reconstructing – to a large degree – the ancient landscape (Acropolis Museum, Hill of Acropolis, Thiseion, Ancient Agora, Plaka). Kallimarmaron stadium, Column of ancient god Olympian Zeus and the theatres of ancient god Dionysos and Herod Atticus are also near the area. Visiting museums, galleries, attending events and shopping or tasting delicious cuisine and drinks are the must of the city tour.

In 30 minutes to the south, you are at the coast of the Saronic Gulf and southern suburbs to take a walk along the seaside, while you will also find many beautiful organized and free beaches, restaurants, bars,  recreational and cultural parks and nightclubs. Also, in the area you may find many opportunities to hire a sailing boat or a yacht to the islands. The coast by the sea leads to Sounio’s archaeological site, where the amazing temple of ancient god Poseidon located on a rock by the beach. On the other way of the southern coastal line you may find the neighboring town of Piraeus, Greece’s main port with lively restaurants by the sea. Daily trips are operated from the port of Piraeus to the islands of Saronic gulf (Aegina, Poros, Spetses, Hyrda, Salamina), easily accessible all-year-round. Visitors here will enjoy natural beauty, historical treasures, unique architecture, and glamorous, yet romantic atmosphere.

On the other direction, to the northern coastal line, is Marathon tomb at Marathonas village, from which the “Marathon” races got their name, due to an ancient historical event. Near there, close to the beach, is Vravrona site with the Temple of ancient goddess Artemis.

Eleven kilometers (6.8 miles) northwest of central Athens, is Dafni monastery, a byzantine monument constructed on sixth century on the site of the Sanctuary of ancient god Apollo and one of the four Ionic columns of the ancient Sanctuary remains at the site. Dafni is lied on the “sacred way” that led to Eleusis, known as the town of the ancient Eleusinian mysteries. In Eleusis there is an archaeological site and a museum, which worth your visit.

Additionally, a lot of wineries for wine tasting, mountains (Parnitha and Penteli) for hiking, cycling and walking tours give more opportunities for unforgettable holiday experiences in Attica.

Thessaloniki

The numerous monuments, dating to many historical periods, coexist in a singular and charming way and manifest Thessaloniki’s historical multicultural and cosmopolitan nature. Elegant and refined, the “Lady of the North”, as it is called, is a modern city full of life, which welcomes those searching about its history and culture, or for fun, relax and shopping. History has deeply influenced the local cuisine as well, which offers a lot of recipes.

Near the city lies the Halkidiki peninsula, which is full of nice beaches and hotels. Here is the town Stageira, which is Aristoteles’ birth town, the famous Petralona cave and many wineries with famous excellent white wines, as well as, red wines mentioned in the writings of Aristotle. Also, only men can visit inside the Mount Athos (Agio Oros =Holy Mountain) with the monasteries on the rocks by the sea.

One hour by car from Thessaloniki, in the area Central Macedonia, you can visit the town Vergina, where was the ancient city called Aigai (“land of many flocks” in Greek) and it was the first capital of ancient kingdom of Macedonia. Here is the site of the Royal Tombs of ancient the Macedonian kings and the famous family tomb known as the “Tomb of Persephone”, with the incomparable fresco of the abduction of Persephone by Hades. The site is protected by UNESCO as World Cultural Heritage.

One and half hour far, in eastern Macedonia near Kavala, is the archaeological site of Philippi, which also belongs in UNESCO’s list of World Cultural Heritage Monuments. The town renamed by ancient king Philippos II (Philippos, means “friend of horses” in Greek), the Great Alexander’s father and used it to control the neighboring gold mines of Mt. Paggaio, where he installed the Royal Mint. The city held a leading role of the Roman Empire on Via Egnatia (Egnatia Odos =street). Apostle Paul visited in 49-50 BC, in his second and third missionary journeys, he founded the first European Christian church and the settlement went on being the metropolis of Christianism. By the 7th century AD people left the city due to big earthquakes and the Slavic raids. During the Byzantine Period the town was a fortress with an Acropolis. The site includes the agora, a 40 sq.m. mosaic floοr, a palaestra with a little amphitheatre, a Roman Cistern where Romans imprisoned Apostle Paul, the Octagon, a large temple complex dedicated to Apostle Paul and three aisled basilicas churches dating back to 5th – 6th century.

Source: www.visitgreece.gr


 

The First Women’s Mission from the Czech Republic to Israel, October 2018

The first women’s entrepreneurial mission to Israel took place from the 12th to 20th of October 2018. The mission’s goal was to learn about the start-up ecosystem in the “Start-Up Nation,” to gain inspiration from relevant examples, and to establish personal contacts for future collaboration. Twenty-two women participated in the mission, including CEOs, investors, and top managers from corporations, NGOs, and academia. Gender diversity of the mission was also ensured by the participation of a male student from a private graphic arts high school. Linda Stucbartova organized and led the mission in collaboration with Igor Neumann from CK Kareta Tour, both as members of the Czech-Israeli Chamber of Commerce.

The mission visited ten different companies and institutions: Herzliya Accelerator, Pico Investments, Maskit, Red Hat, IDC Beyond, Pearl Cohen Advisory, Amazon, Ministry of Foreign Affairs of Israel, OurCrowd, and Mobileye. In the space of only five days, the mission participated in eighteen presentations and meetings with more than forty Israeli contributors from select start-up incubators, accelerators, investment funds, large corporations, as well as academia and the non-for-profit sector. The Israeli participants always greeted the mission with enthusiasm and appreciated the mission members’ proactive approach to learning and their desire to discuss potential mutual support and collaboration in the future.  The mission got attention from media and was mentioned by the Israeli ynetnews.com portal.

The mission also visited the Czech Embassy to Israel in Tel Aviv and met with the Charge d’Affaires, Katerina Moravcova, and the diplomat in charge of science and technology relations, Delana Mikolasova.  The Israeli-Czech Chamber of Commerce organized an informal evening networking session that introduced the Chamber’s activities and women members, as well as the new concept of Pepper banking. The representatives of the Israeli-Czech Chamber of Commerce promised to reciprocate and visit the Czech Republic in 2019.

Marcela Janíčková, a founder of Visual Coach, as one of the participants kindly provided active life sketchnoting of all presentations

The cultural program consisted of excursions in Tel Aviv, Jerusalem, Massada, and a one-day trip to the Dead Sea. Most of the participants were visiting Israel for the first time and appreciated the opportunity not only to learn about the Israeli start-up ecosystem, but to also experience on their own a country whose image is often distorted by the media.

It is impossible to summarize all the insights and presentations that we had in this short briefing, and that is why I have extracted ten inspirational insights that were most often cited to explain how Israel, which began by exporting oranges, became a nation of start-ups and innovative new technologies:

  1. “Tachles” or “let’s do it” approach is fundamental for fast and effective connection with Israeli partners.
  2. The Israeli market is limited. All products and services are therefore conceived with the global market in mind.
  3. Failure and lack of success is not a stigma, it is only a step towards improvement and success.
  4. Status quo is not good enough. Even top-level services and products must be constantly improved upon.
  5. Every book has many pages. Do not be afraid to write your own story.
  6. Diversity is not only a slogan. Israel’s success is the result of more than 70 different nationalities and they like to emphasize this fact.
  7. Solidarity with others and the need to give back to society are very important in Israel. Large corporations allow their employees to spend up to 20% of their working capacity on practical projects with social impact.
  8. The recipe for success according to one of the most successful investment companies: V+M+C+A = S²

Values + Mission + Creativity + Action = Success Squared

  1. The role of the government and state institutions is not to regulate. Rather, their role is to provide optimal conditions so that businesses and other entities can fulfill their role to their best ability.
  2. The friendship between the Czech Republic and Israel is longstanding and built on common traditions and firm foundations. However, in the dynamic conditions of the 21st century, these are not sufficient for growth Let us therefore build on this extraordinary friendship and continue to develop and nurture it.

The success of a mission is often measured only by the satisfaction of its individual participants. In this case, the mission was successful because it led to both high satisfaction as well as specific follow-up programs that will be launched thanks to our Israeli inspiration. The participants were very impressed by, for example, the concept of the Herzliya Accelerator and OurCrowd and their implementation in the regions, the automotive security system of MobilEye and the company’s efforts to promote safety in public transport, and the increased support given to projects focused on combining technology with health prevention.

Linda Stucbartova and Diversio will continue to actively promote Czech-Israeli relations, make connections, and support individual projects. Future projects include a high-school initiative to develop students’ entrepreneurial skills in combination with robotics, a second mission to Israel in 2019, and the founding of the first Israeli-Czech accelerator focused on technology and supporting women.

This mission would not be possible without the support of His Excellency, the Ambassador to the Czech Republic, Daniel Meron, and his deputy Irit Amitai from the Israeli Embassy in Prague; the Charge d’Affaires, Kateřina Moravcová, and the diplomat responsible for science and technology relations, Delana Mikolašová, from the Czech Embassy in Tel Aviv; Dr. Raviy Zadok and Dr. Andy David from the Ministry of Foreign Affairs of Israel; Karel Kortánek and Tomáš Pojar from the Czech-Israeli Chamber of commerce, and David Hercky and Assaf Dovrat from the Israeli-Czech Chamber of Commerce.

On behalf of all the participants I would like to cite feedback from Jana Hrstkova, Operating Principal of Keller Williams, Member of the Board of the Jan and Meda Mladek Foundation, and President of the Harvard Alumni Club in Prague:

“Missions are generally the modern way to support new projects and represent an effective tool for making personal connections with foreign partners. Another goal is to create synergies and a program that will satisfy the maximum number possible of the delegation participants. I think that this first women entrepreneurial mission to Israel fulfilled the vision very well. We had the opportunity to meet with partners from the Herzliya Accelerator Center, PICO Investment Fund, RedHat, IDC Beyond, OurCrowd, and MobilEye, among others. Personally, I was most taken by the example of the most successful Israeli start-up MobilEye, which offers a very sophisticated technology that assists drivers, and which can serve as inspiration for the Czech Republic. The program was very professional and thorough. A huge thank you to Linda Stucbartova from Diversio who prepared the program and supported it professionally, as well as to the Czech Embassy in Tel Aviv, the Ministry of Foreign Affairs of Israel, and the Israeli-Czech Chamber of Commerce. I would recommend the mission to all those who are interested in new trends in technology, investment opportunities, start-ups, and education. I’m already looking forward to the next mission which Diversio plans for Fall 2019.”

By Linda Štucbartová


Finally, a poem written by Lenka Cabelova, Communication and Storytelling Expert.

Welcome home

Welcome to the city
Whose backbone is a bike path
Where balconies breathe
And town squares smile

Welcome to the city of round corners
A garden in the desert
Despite the fragility of being
Again and again
It opens its whole heart to you

Abstract beauty composed in concrete
Modestly covered by a green veil
Like a pearl diver I float through the streets
And one by one string them on a thread of wonder

Many cities show off their street art
The art of city astounds in the white city

I am here for just one day
And I am not a stranger
Even I have the right to return
Welcome home, it whispers…

Opher Brayer

 

“I am here to give back”

 

Opher Brayer, Israeli mentor, coach and teacher

Opher Brayer is a leading Israeli expert on talent development, mentor, coach and teacher, known for his activities in both the corporate and educational world.  In 2016 he started his educational activities in the Ústí nad Labem region.  In his interview he does not only discusses his activities but also his views of Czechs, today’s world and philanthropy followed by business opportunities.

For more information, go www.stages.global or to YouTube channel.

Opher, you started your educational activities in Ústí nad Labem.  To use an Israeli parallel, will Ústí nad Labem become the second Ber-Ševa?

Each country has its own specifics.  Ber-Ševa in fact can serve as an example of a city built in a desert, which thanks to a great university and continuous support of the Israeli government became a technology hub for many IT companies and is now leading in cyber security.  Ústí nad Labem will have to find its own model.  In general, I see the great potential the Czech Republic has to offer.  Strategically, its position between the West and the East can truly impact Europe. Czechs are intelligent people with great intellectual capabilities.  You need to add entrepreneurship, in the form of both action and courage, and then Czechs can make an impact on the European Union level.  Having said this, I need to stress one important element that Czechs are lacking: the vision.  I see that the country is living on its past results.  You have many entrepreneurial icons, such as Baťa, but his success dates back more than a half of the century.  Since then, the world has profoundly changed.  Look at companies such as Amazon, Apple or Google that have emerged in the US.  From many discussions with Czechs, I have the feeling that you want to live in the past which you tend to romanticize.  I was not surprised to find out that the Czech Republic is a country being officially branded as a land of stories.  However, the stories are based on past successes, not the current ones.  Let us take an example of contact lenses.  Such a great invention, but who made money out of it?  Americans did.  Regardless of nationalities people have the need to feel proud.  What are Czechs proud about in regard to current achievements?  What is the leadership they demonstrate with regards to a particular industry?  I do not see any.  On the other hand, I tend to see a focus on the comfortable life style.  You tend to retreat to private life a lot, you go and pick mushrooms, ride bicycles, have a nice time with family, you smile, and you choose to be happy. 

You mentioned that without a vision, there is no future.  What is your vision for Czechs to achieve relevant results with regards to today’s value?

In the past, you were a successful country of engineers.  Those were times where you had vision, you worked hard to achieve it and you succeeded.  You were amongst the best in chemistry and engineering.  This seems to be lost now.  My aim is to take the Czech Republic and to change ten cities.  It is hard to change the whole country.  But if you take ten cities, you change the country.  My project consists of four elements and it is centered around the very ecosystem of cities.  Cities represent an ecosystem for growth.  If you take an example of Ústí nad Labem, 30 percent of people left the city in the past seven years.  There are no jobs, which means no future.  More cities are likely to follow a similar path of decline, as the companies will be closing their subsidiaries due to international competition and other reasons, such as often mentioned Amazon factor. 

The first thing to do is to educate people about what is going in the world to prepare them for the future.  I talk to many parents and they themselves do not know what is happening or understand the current world.  Most people do not speak English in the Czech Republic.  Most information regarding the latest research and development, is easily accessible on the internet, but it is in English.  I myself study every morning for two hours about the latest developments.  Czech teachers do not know English.  They cannot follow the latest trends at a YouTube channel, for example in the sphere of robotics which will take people’s jobs.  If teachers do know themselves, they do not feel the need to prepare children for the future.  Therefore, educating the people is the first step to the system change.  Since people will be driving the change, they need to be engaged and to do so, they need to be aware. 

Your project is called Stages.  Your work with teachers represents only the first stage.

I started with educating the teachers as they impact the children.  Teachers spend up to six hours with children every day.  Currently, I work with 26 teachers at eight different schools in the area of Ústí nad Labem and Mnichovo Hradiště.  These 26 teachers teach 531 kids.  I started this project in three months, after I came as a visitor to the Czech Republic.  I trained the teachers, they started to teach the kids and we have phenomenal results.  All the information is available on our YouTube channel documenting the Stages project.  We have many stories about how teachers transformed themselves and the children. 

Now, we go to the second phase, when the parents will be educated through teachers and other parents.  In August, I spent one-week training eight “Master teachers” who will become the teachers of the teachers in the future.  Next year, I plan to work with 15 cities and our aim is to train 400 teachers, which will impact already 8 000 children.  We did not change anything in the school curriculum, as the systemic level change is the most difficult one to pursue.  We simply enhance the children’s ability to learn.  The teachers spend three to seven minutes in the beginning of the lesson playing games that enhance the ability to learn.  In addition to the numbers of teachers involved and teachers impacted, I am proud to say that we have received positive media coverage, without paying any PR agency.  Currently, we are discussing the possibilities to get government support.  We hope to spread the concept into adult education and new professions.  I intend to bring investors from the United States to invest in the cities to change the whole ecosystem, as I have mentioned in the beginning.  We have volunteers, we have supporters, such as ICUK (Innovation Centre of Ústí nad Labem Region) and UJEP University and until now all the investments has been made by me and my partner. So far, we have not received any financial support at all. 

You mentioned that the reason why you came to the Czech Republic is to pay back the help Czechoslovakia provided to Israel by providing arms during the War of Independence.   I understand this emotional part.  However, Israelis are also known as good businessmen and investors.  What is the business side of your project? 

I maintain that coming to the Czech Republic and helping to advance the educational system is purely my personal motivation. I am not supported by the Israeli government either.  The investment money will follow later but not from the education system.  I came to change the education because this is what I know the best.  Let us assume I will help to raise 2000 geniuses, true experts in science, technology and AI.  They are most likely to leave the country because there is no ecosystem ready to absorb them.  There is no need to raise the geniuses if you do not have the system ready to support them.  That is why I talk about the ecosystem.  I can illustrate this by a very moving story.  In one of the teachers training, a teenage boy aged 16, came to me and begged the teachers to use “Stages system” to support his little brothers not to leave the region.  He said: “You have already lost me as I see I have no future here.  I wish I could change this for the others.”  Had this statement appeared in the US on the Oprah Winfrey show, all the US would be crying.  In the Czech Republic, it seems that no one cares, that is why we make money in Singapore, Silicone Valley and other countries. 

Working with underprivileged children is a feature that makes your project unique.  Often, educational projects concentrate on finding and cultivating the top talents

Again, Israel can serve as an example.  A unique project Unistream was founded approximately 30 years ago, bringing Jewish and Muslim children together to build start-ups.  These teenagers are helped and mentored by CEOs of major companies, and they also get investments from venture capital.  Imagine that children from underprivileged environment have much better ideas than some talented adults.  The project was started by an individual who came from a similar poverty-stricken environment and he decided to launch the project to help others.  It proved to be successful.  In the Czech Republic, we work with Roma kids.  What is their main challenge?  The same faced by the majority of population.  Remember how I talked earlier about people’s need to feel proud?  Roma children have very low self-esteem.  Working with my methodology, they realized that they are talented and that they can solve riddles very easily.  In mixed classes, Roma kids see they have the same abilities as other kids, because they can problem solve like their peers.  We are back to the self-esteem.  In the Czech Republic; I hear everywhere “It is not possible”.  Only people with low esteem have a fear of failure and that is why Czechs are obsessed with waiting for the academic proof.  There was not academic proof behind Google, Facebook, and Airbnb before they were invented.  We live in the disruptive world.  In the US, people say “Yes, we can”.  The world can change.  In Israel, we say “Just do it”.  This is what I do.  I am always interested in partnering, get in touch if you know about an educational institution, city or a region that is interested in joining Stages or if you are interested to partner as a business.

By Linda Štucbartová

Future Port Prague 2018

This year’s Future Port Prague will open the question of ethics in the field of artificial intelligence, among other topics, and ask how to define the relationships between humans and machines

 

Artificial intelligence (AI) and its role in the area of robotization and technologies, and related topics – how to define and solve ethical questions of a technology which will play a key role in the lives of people in the foreseeable future. Artificial intelligence has already changed entire disciplines – in healthcare it helps with diagnosing diseases including cancer; it is the central technology of autonomous transportation or even in the management of whole cities. It is estimated that within ten years AI enhancement will be an absolute must in most expert professions. However, although the benefits are unquestionable, it is necessary to initiate a transparent debate in the area of ethics as well. Currently, the EU Commission is discussing an EU Parliament’s Resolution regarding whether robots should obtain a legal status of a so called ‘electronic person’. It is a result of the expectation that artificial intelligence will experience a massive entrance into all areas of human activities in the future, including personal life. And that is the reason why Ethics in Artificial Intelligence is one of the main topics of Future Port Prague 2018 – an international festival and conference on the future, which will be open for public this year again in Pražská tržnice (Prague Marketplace) in Holešovice, in September 6–7, 2018.  

“I believe that it is necessary to start a sensible discussion on the topic of ethics in artificial intelligence. Ethics in machines is beginning to become a huge new discipline, as big as Blockchain has become,” says Nell Watson from Singularity University (USA), a leading world expert on AI, machine intelligence and the relationships between machines and humans

This year’s Future Port Prague will host an international expert symposium focused on ethics in the field of artificial intelligence. Nell Watson, the supervisor and co-organizer of the symposium, is inviting leading world experts and influencers in the area of ethics and machine behavior, robotization, simulation of emotions and relationships between machines and humans. The invitees include such names as Wendell Wallach, Louis Rosenberg, Francesca Rossi, Max Tegmark and Stuart Russel, Steve Omohundro, Ben Goertzel and David Hanson from Hanson Robotics.

“The combination of Machine Intelligence, Blockchain and Machine Ethics creates new and revolutionary ways of organizing society and building trust between individuals and institutions. It could bring about a tremendous growth in human welfare in the next decade – if we do it right,” says Nell Watson, who would like to use the symposium to move these topics beyond the boundaries of research centers and bring them closer to society and the public.

“Touch the Future” 

Future Port Prague 2018: Conference / Festival / Workshops 

Future Port Prague 2018, similar to last year, is bringing influential persons from all around the world, as well as live presentations of future technologies – drones, autonomous and electric cars, mixed reality, robots for both industry and personal use, smart technologies and news focusing on the future of energy and healthcare.

Following the first year’s success, the festival and expo Future Port Prague will be expanded to two days and a larger area. The one-day Leaders Conference will be now accompanied by follow-up practical workshops, which will allow the participants to get practical and deeper understanding of specific toppics. The whole event is shaped in the spirit of its motto “Touch the Future” – innovations and technologies are not only discussed, but they can be literally touched there.

“We had a bold mission last year – to create a platform which would bring together a unique mix of top international experts, visionaries and hundreds of innovative companies, with the objective to present a living picture of the exciting development of new technologies and to show these to people up close,says Martin Holečko, CEO of the Festival and co-founder of Etnetera Group. 

The following topics have been selected as the main areas of exponential technologies for this year:

  • Artificial Intelligence
  • Future of Mobility
  • Mixed Reality
  • Blockchain (New)
  • Smart Technology
  • Future of Manufacturing
  • Future of Energy (New)
  • Future of Healthcare

Future Port Prague will again welcome dozens of speakers from all around the world this year. The following experts have confirmed attendance so far: Dr. Anita Sengupta – NASA cosmic engineer and vice-president of Virgin Hyperloop One, a company of the world-famous billionaire Richard Branson; Charlie Fink – American futurologist, Forbes correspondent and former vice-president of Disney and AOL; and Dr. Larry Sanger – Wikipedia co-founder and Everipedia CIO.

The Festival will present over 150 exhibitors from top world innovative companies, from start-ups to technology giants. As usual, the Future of Mobility will be a strongly represented section. Apart from the novelties such as the futuristic water taxi Seabubble, Prague is also looking forward to the return of the autonomous bus Navya, which will offer the visitors a ride this time around.

During the whole event, the participants of the Conference and Festival will now be able to enjoy practical Workshops presenting how to start using the technologies and methods of exponential leadership.

“Technological progress of the next twelve months will move as much forward as it did over ten years just a few decades ago. Considering such speed of advancement, there is no time to waste. Future Port Prague will not only offer you an updated overview of the trends and impacts of technologies, but also motivation; you will learn about specific steps suitable for your company or organization and get in touch with experts who can help you with the application of exponential technologies,” adds Holečko.

The Future of Cities, the Future of Play and even the Future of Humans, together with the Future Jobs trade fair and other events will supplement the main program

Apart from the main program, Future Port Prague will introduce additional sections such as the Future of Play, focusing on technologies in the area of toys and fun, and the Future of Cities which will present plans for using modern technologies in public space. Also last year’s concept of the Future of You is going to be expanded, exploring the impact of technologies on humans from the perspective of education, labor market, family and society. Another new element of this year’s Festival is the trade fair of job opportunities in the field of modern technologies – Future Jobs.

Under the umbrella of Future Port Prague, a range of meetings will be held where the key international speakers and the supervisors of the Festival’s sections will discuss visions for the Czech Republic in the areas of mobility, energy industry, healthcare and manufacturing with influential persons of Czech business, representatives of state administration and municipalities, as well as with other experts.

The main partners of the Festival are Škoda Auto Digilab, Deloitte, Google, and Etnetera Group.  

 

Follow Future Port Prague:

www.futureportprague.com | facebook.com/futureportprague/ | twitter.com/FuturePortPRG

#FPP18

Have you got licence to fail?

Tereza Urbánková

Many inspirational quotes on success seem to have one aspect in common – they combine both success and failure. Considering that some companies nowadays even ‘permit’ failure, perhaps there is something in this dichotomy worth exploring further.

Take Winston Churchill’s “Success is not final; failure is not fatal: it is the courage to continue that counts”. Or James Joyce’s “Mistakes are the portals of discovery”. Such statements may imply that failure is not opposite to success but actually a key factor in achieving our aspirations and goals; it is apparent here we don’t talk only about the act of failing, but about a journey on which we learn and change as we keep on progressing in our career and life.

Nowadays, in this fast-paced and continuously changing world, the ability to adjust is more important than ever, as well as the ability to learn through failures about how we need to adapt and grow to be successful. According to evolutionary scientist Charles Darwin, “it is not the strongest that survives; it is the one that is most adaptable to change.” For many, however, a failure may seem to be an unsurmountable hurdle. Be it failing in a job, community, social media, relationships, family, or elsewhere, it can bring down even some tough individuals.

Having grown up in the environment that didn’t support achieving success outside mandatory boundaries or being original and different taught me a lesson. In deep communism, many people were failing one way or another: professionally, when they tried to succeed outside the limitations and were pushed back to their place by ruling authorities; morally, when their success was achieved through collaboration with the regime; or personally, when they didn’t even have enough courage to try for the fear on implications on their dearest ones. Actually, a professional failure was at times perceived as a better option than success because success may have implied you became a regime ally. This naturally changed after the Velvet Revolution in 1989 when everybody suddenly acquired an equal opportunity to try to succeed, and many didn’t know how to handle it.

It may be, however, surprising that nowadays some companies encourage and allow failure, and effectively celebrate it; they perceive it as a necessary means to building an innovative culture. Businesses such as these aim at creating a fiercely experimental culture that is disrupting industries. The two that come to mind are Coca-Cola and Amazon. Do you remember the ‘New Coke’ fiasco in 1985? In the effort to reenergise the iconic Coca Cola brand, this move created the firestorm of consumer protest which ensued and subsequently ended with the return of the original formula. Last year, its CEO publicly talked about going beyond the fear of failure and shaking off a culture of cautiousness. Amazon CEO Jeff Bezos, arguably the most successful entrepreneur in the world, makes the case directly when he claims his company’s growth and innovation is built on its failures. To prove his words, the Fire phone fiasco is probably comparable to the New Coke attempt. As he explains: “This is about taking bold bets and if you do, they are experiments and you don’t know ahead of time if they are going to work. But a few big successes compensate for dozens and dozens of things that didn’t work.”

The message from these CEOs is as easy to understand as it is hard for most of us to put into practice. We tend to take failure hard because we forget that success is achieved through trying, and trying often ends in failure. Without failure that ‘forces’ us to reassess and rethink how we do things, progress would be impossible. There are many business leaders and organisations that espouse the virtues of innovation and creativity, yet so many of these same leaders and companies live in fear of mistakes and missteps, bringing barriers to innovative efforts.

Nevertheless, would you permit any failure? There are failures and there are failures. Some mistakes may be fatal – products which can harm people, for example. At no time can management be casual about issues of health and safety, so encouraging failure doesn’t mean abandoning supervision, quality control, or respect for sound practices. Just the opposite. It requires senior leaders to be more engaged, not less.

Although mistakes are inevitable when launching innovative programmes, management teams cannot shy away from their responsibility to assess the nature of failures. Some are excusable errors; others may be much more serious. Those willing to take a close look at what happened and why can usually tell the difference. Failure-tolerant leaders identify excusable mistakes and approach them as outcomes to be reviewed, understood, and built upon, and as an opportunity to learn, grow and move forward.

Obviously, every mistake comes with a short-term setback. While these setbacks may be impossible to ignore, try not to dwell on them as focusing on people’s mistakes will only make them increasingly afraid of failure and less likely to take the necessary risks to do truly outstanding work. In a nutshell, turning failures into opportunities and moving forward, a little bit wiser, is the best way to approach this topic.

Failure forms an integral part of our lives. And if you don’t try, and fail, you are failing to live.

 

By Tereza Urbánková

 


Tereza Urbánková is a PR, communications and marketing professional with 20 years’ experience and proven success in delivering award-winning communications programmes for multinational companies operating in industries such as hospitality, retail, IT, defence, broadcast, logistics, pharma and engineering. After having lived and worked in the UK for 11 years, she now works in Germany for Boehringer Ingelheim, a global pharmaceutical company, as Head of Global External Communication, Animal Health. Tereza is a member of the Executive Committee of the Czech British Chamber of Commerce in London. She speaks Czech, English, Spanish and Russian and can be reached through her LinkedIn profile.

William E. Soteroff and Jana Hrstková

 

On Keller Williams as an Extended Family, Values and Changing People’s Lives

 

William E. Soteroff, President, Keller Williams Worldwide

“Did you start your day with a hug?”  Well, you probably should have.  William Soteroff, a true leader, an entrepreneur, an expert in franchising, and a motivational speaker, is a strong believer in the seven hugs per day practice.  I would characterize him as a man of contrast and clarity at the same time.  Contrasts as to his life story which took him from an archeology student to an accountant and eventually to real estate, followed by leaving the most successful company as he did not feel the values and people were respected, to join and help build Keller Williams, the biggest real estate franchise with more than 180 000 real estate agents in 950 Market Centers.  Clarity as to the values and his walk the talk authentic leadership.  He was born in Canada, but currently lives in Austin, Texas.  He connects the seemingly unbridgeable in bringing values, modern technologies and community spirit to an industry that we tend to associate with solo-entrepreneurs, one-time deals and traditional haggling approaches.  Our interview held at the opportunity of Keller Williams entering the Czech market, turned into amazing and enlightened discussion about history, business and leadership.  We ended with a hug. 

Great leaders can be recognized by the ability to connect, by showing a genuine interest in others, by their capacity to inspire others and last but not least by creating a comfortable environment in the volatile world of today. After I witnessed Bill launching the first official training day for KW market center agents, I fully understood why KW was mentioned as the no. 1 training organization across all industries, no. 3 on list of happiest companies to work for in 2017 by Forbes and one of the top 50 Franchise for Women.

Bill, welcome to Prague.  The Czech Republic joined a big family of KW on June 4, 2018.  How do you perceive the Czech Republic?

I truly feel connected to your country and to the region in many ways.  I was born in Canada and since my childhood, I have been interested in history.  Already as a school boy, I followed the news of the Hungarian uprising in 1956.  Growing up in Canada, I knew many famous Czech immigrants, such as famous Tomáš Baťa or Tomáš and Marie Jelínek, the famous ice-skating pair siblings, who did not want the Canadians to forget what happened in 1956.  As a high school student, I witnessed, albeit from distance, 1968 Prague Spring and subsequent Soviet Occupation.  I remember that when I went to Berlin, from the West part I was allowed to visit, I could not see the front side of the Brandenburg Gate.  I want to share with you the most amazing moment I had when my daughter took me back to Berlin recently and I was able to see the Brandenburg Gate, as I had never imagined I would live to see the regime change.  And by the way, in 1989, I was working in neighboring Austria so again I had a chance to witness the fall of the Berlin Wall and subsequent Velvet Revolution from the region.  Every city I visit, I want to know what happened there.  Therefore, the first place I have visited in Prague was the church of Cyril and Method where the parachutes died after assassination of Heydrich.

My next question is about the current real estate market.  I will refrain from the traditional question whether to buy or sell, rather I am interested in trends and outlook.

This is a question I am always asked.  Everywhere in the world, people want to live in a house or an apartment and they always want to improve the living conditions.  The challenge is that you do not know exactly how much your place is worth.  That is why you need an expert to find out the exact price.  The economy in today’s world changes so dramatically, that within just a couple of weeks, the price can skyrocket or plummet.  I see three really good economies in Europe, Poland, Germany and the Czech Republic. The Czech market place is very robust and strong.  But I always make sure people are cautious.  Like men’s ties go wider and thinner or women’s dresses go longer or shorter, do not get too comfortable in any economy with a long period of recovery.  Keller Williams leader and founder Gerry Keller points out that the shift in the economy will come eventually.  Our job, as real estate agents, is to know when the shift is coming and it’s necessary to help our clients during the shift.  Do not believe that the shift will not happen.  Politicians seem to be always surprised but we as experts must be ready to advise properly.

William E. Soteroff, President, Keller Williams Worldwide

You mentioned that this is the perfect time for Keller Williams to enter the Czech market.  However, the main reason is not the current stage of the economic cycle, but the leadership represented by Jana Hrstková, the Czech market leader and Operating Principal of KW.

(Note:  Those who know Jana Hrstková personally, are aware that she is one of the most modest people when it comes to her achievements.  However, she has made a successful career, both as an entrepreneur and a lawyer.  She is a graduate of Harvard Law School and the President of Harvard Alumni Club.  With her passion for art, she is also on the Board of Jan and Meda Mládková Museum Kampa Foundations, a co-organizer of Burn’s Night in Prague, a founder of several start-ups with her husband, and a great mother).

My job is to look and search for the great leaders.  Jana, being an excellent lawyer, and, entrepreneur, has gone through the challenging one-year process to launch the Market Center.  Under the auspices of Keller Williams Systems, she has successfully formed a business within the Keller Williams system and she became the Operating Principal. She works closely with the Regional Director who is responsible for growth and the Regional Administrator. She found another great lady, Jarmila Rádlová, who will lead the first franchise Keller Williams Prague Prime and they also engaged 24 market center agents.

As you can see, our systems are more advanced, not relying on usual individual or a couple scheme opening a real estate office.  We did not allow Jana to open the market prior to nine months of coaching and training, including several visits to Austin, Texas and finding the right people.  Why? One person cannot change anybody’s mind.  Currently, we have one market with 24 market center agents, my expectations to have four market centers quite soon.  I have mentioned during the press conference that the future belongs to females and we are proud that we have Jana Hrstková and Jarmila Rádlová as visionary women leaders at Keller Williams.

Jana Hrstková, Czech Market Leader and Operation Principal, Czech Republic

You are known to attend every KW family reunion that each country holds.  How many trips have you scheduled for 2018?

This is the question for my wife!  She will know for sure.  She is the most important person in my life.  By the way, in July, I will be celebrating my 38th wedding anniversary.  Let me get back to your question.  In 2018, I have travelled about 180 000 kilometers.  I have attended family reunions in Portugal, USA, Spain, Mexico, Turkey, and South Africa.  I have visited 10 more countries.  In last ten days, I have visited South Africa, the Netherlands, Germany, Belgium, and now I am in Prague.  The most important thing for me was to see hundreds of people who were coming to get special training, advanced education and were part of Keller Williams culture.  Real estate agents are everywhere, some are better, some are not so good.  As I mentioned, at Keller Williams, we offer training, education and the culture exchange that makes the difference.  Yesterday, I witnessed a special moment.  Imagine ten people having a conversation in different languages but at one moment they all simultaneously said: Keller Williams.  I stopped them and mentioned that this is the momentum I want to create.  We have representatives from countries where we are present or where we will launch our franchise, we have agents, we have market center leaders, regional leaders but altogether we are Keller Williams as one family.

You are successful in whatever you do.   As a leader, an entrepreneur, an expert in franchising, a motivational speaker.  Why did you choose the traditional business of real estate, as opposed to trendy areas of law, finance, politics or science and technology? 

Except my wife, no one has ever asked me.  I met my wife at university and I was studying archeology.  I quickly learned that you cannot eat dirt.  There were no wealthy archeologists I knew at that time.  As you probably noticed throughout our discussion, I still love archeology and I have a passion for art and history.  Then I wanted to enter politics because I wanted to change the world.  I worked with the government for a while and I realized that politicians do not want to have vision and change the world.  Governments do not create businesses.  People do.  When I wanted to get married and have a family, I looked for the most stable business.  Guess which?  I went into accounting.  Can you imagine me in an office with 70 men, all lined up at little desks and working on big machine calculators?  No one talked, no one moved, they just sat and were doing…accounting.  One day I left after my lunch break and never came back.  I realized I wanted to be an entrepreneur, but I also needed some stability.  I got married and I joined the Canadian construction company which provided the stability but also allowed me to bring my entrepreneurial spirit.  By the way, I currently teach this very subject “Corporate Entrepreneurs” at the University of Colorado.  After 10 years I learned a lot and experienced both side of cycle, as we discussed before. On December 22, I got a message from the CEO about the recession coming and the need to reduce the staff by 30%.  I had 16,000 people working for me at that time and I had to get rid of thousands of them.  They did not do anything wrong, it was not their fault and many of them had became as close as my family.  Companies never reduce payments to shareholders, they never sell property.  They always reduce people.  I hate that.  In 1987, I gave the list with three names – the one of the CEO, the president’s name and my name.   I said: “We are supposed to be leaders and we are the ones who did not prepare the rest for the change.”  My wife mentioned: “Do you know that we have one year old daughter?  And I replied: “I am doing the right thing because I believe that people are truly valuable”.  By people, I mean team members, employees, customers, shareholders and suppliers.  They should be treated equally, and nobody should be put in front of anybody else.  In the US, where I live now, you hear mostly about shareholder value.  I often ask and what do we do for team members and all employees?  When recession comes, I always suggest reducing shareholders. If you reduce the employees, you reduce your business.  To make the long story short, I joined the real estate business, RE/MAX company.  I was responsible for RE/MAX Europe and RE/MAX International 98 countries.  I left because I did not believe in the company anymore.  Keller Williams called me five years ago to develop new markets for them. I said no as I had not heard about them before.  They had been quite persistent and kept calling for about a year: “Come and visit us”.  I went, and I found everything I had been looking for: valuing people, developing the culture, having a vision for the future.  The one thing I regret is that I had not joined 20 years ago.

KW has been mentioned as the no. 1 training organization across all industries.  No. 3 on list of Happiest companies to Work for in 2017 by Forbes and one of the Top 50 Franchise for Women.  Is the secret sauce of Keller William the notion that you are not a mere organization, you act more like a family?

I joined Keller Williams when I was 58.  I had a fear of failure, like everyone has.  I moved to a new city, there was a different company culture, I did not know the people, I was not sure if I could be successful again.  I met the company founder, Gerry Keller, and I heard:  Fail often and fail forward.  I replied: “Where have you been all my life?”  I have been afraid to fail.  We all are.  The more often you fail, the more you will learn and the more you will do well.  Every month we discuss not only successes but also failures.  Good leadership shows how you deal with things that did not go well.  What does it mean for my team?  It gives us strength, power and confidence.  We are afraid of nothing.  Now, it is my job to support 33 countries in the world.  We have monthly calls, quarterly business reviews, we get together up to six times per year and we openly shared what we tried and what worked or did not work.  We do not work in isolation.  Jana and the Czech team is supported by colleagues around the world.  Jana will be featured in both our annual meetings in August 2018 and February 2019 and I want her to share her story.  I have four other markets opening and they will learn a lot from her.  To all newcomers to Keller Williams I say three things: “I want you to be part of the worldwide family Keller Williams.  I want you to learn the systems and models that we have to work as estate agents.  I want you to feel confident that you are not by yourself.  And I want you to be successful, so you can make more money to take care of your families.”

Bill, thank you for one of the most amazing interviews I have ever done.

Following on what you said about the future belonging to females, I will ask Jana Hrstková for the final words for Czech and Slovak Leaders Magazine readers.

I will follow up on the Bill’s words.  Come and visit us at our inspiring premises at Václavské náměstí 3, Prague 1.  Whether you are looking for a place to live, whether you are selling, and you need a trusted estate agent or even if you are considering a career change.  The extended family of Keller Williams has a lot to offer to everyone.

By Linda Štucbartová

 

Hilton Prague Old Town Celebrates 25th Anniversary together with its Rebirth

On June 21, Hilton Prague Old Town hosted the gala reception to celebrate two important milestones – the 25th anniversary of the opening, as well as rebirth of the property after a six month renovation of all the guest rooms.

Around 100 esteemed clients, business partners, Ambassadors, Consuls, owner’s representatives and local celebrities enjoyed an amazing gala reception in the Great Gatsby style. The theme was a perfect match to the sophisticated Art-Deco ambiance of the hotel lobby and newly refurbished rooms.

Guests enjoyed not only the absolutely delicious food and beverage offering including Champagne, oysters, sushi and other treats, but also the creativity of the event brought in through a Gatsby story by professional actors immersed within the guests. Fantastic decorations including ice sculptures and other themed details only underlined the real classy and stylish Gatsby party atmosphere.

Finally, a birthday cake prepared by the Hilton Prague Old Town pastry team was cut by Christian Schwenke, General Manager of the hotel.

Silvia Lepiarczyk

 

One Woman, Thousand Opportunities

 

Silvia Lepiarczyk, Entrepreneur and Philantropist

Imagine that you run your first business at the age of 18.  At the age of 32, as a young blonde woman, you become CEO of Autohaus Verlag, the biggest publisher for the automotive industry in Germany.  By the age of 40, you achieve the position of CEO for Central and Eastern Europe at Ringier publishing, being responsible for 96 magazines in seven countries, a dream position at the corporate level for many.  You remember the promise you made to yourself and to your friends and decide to leave the corporate world by the age of 40.  After a sabbatical, you use this new beginning to follow your dreams and you return to university studies.  In addition to running a consulting business, which might not be a surprising career trajectory, you pursue your passion and support new start up projects, in the emerging field which combines Artificial Intelligence and Alzheimer disease.  She has chosen Prague as her hometown, however, she could rank herself to the millennial generation, as her businesses are connected to both Berlin and Vienna.     

Meeting with Silvia Lepiarczyk was like meeting a kindred soul.  It was one of those meetings that based on facts, you have known the person for less than an hour but based on feelings, you have known someone in another lifetime.

Despite the geographical distance, as she was born in “the West”, and I was from the “East”, we both experienced being exposed to leadership positions at quite a young age, in an industry not traditionally associated with women.  We both gave up corporate careers to pursue our dreams and we both are passionate about new forms in learning and development.  As a social cause, we both strongly care about Alzheimer disease and I was glad to connect Silvia to the Seňorina center, the leading care institution for Alzheimer in Prague. 

Silvia started her introduction by saying that she was born in the last millennium which defines her to a great extent.  Despite her interest in artificial intelligence, big data and technology, she was truly pleased to receive a hard copy of our magazine, as she claims she loves to touch and experience “the real stuff”, not the virtual ones.  The second thing she mentioned, was the value of hard work and physical work, which she learned to appreciate during her childhood, being born in the industrial Essen area and her ancestors being coal miners.    

Silvia, your career seems to be proof that the German “dual education system”, combining apprenticeship and formal education is working.  In your case, you got your first job in management at the age of 18 while studying a university degree in psychology.   

My father died when I was young.  Luckily, I was able to receive some funding from the owners of the dancing school I attended.  As a high school student, I tried to reciprocate, and I was giving dancing lessons.  Suddenly, the owner of the school fell very sick and she asked me to take care of the place.  Simultaneously, I managed to graduate from the high school and to enter the university to study psychology.  However, being connected to the business, I was not interested in becoming a therapist, instead I was interested in applied psychology, particularly diagnostics and creating a suitable working environment.  As to my first real job after the university, I became a headhunter for a prestigious company in Cologne and for two years I specialized in the areas of banking and science.  I was 23 years old, and I found myself facing men two times older than me and asking them challenging questions while doing diagnostics or career advising.      

Year 1989 marked the history.  I was living the Velvet Revolution, Germany celebrated the fall of the Wall and on a personal level, that is when your career in publishing and media started.

I was 25 when I got the offer to join the Bertelsmann international media enterprise in Munich, joining the HR department and being responsible for its development.  I truly loved the job and, at that time, Bertelsmann already had quite an elaborate system of educating and training young talents.  I also had a great mentor who helped me a great deal.  As the company was acquiring another publishing house in the USA, I was sent to New York to oversee the acquisition from the company culture point of view.  You can imagine the clash of a small-town Germany culture of acquiring firm versus the New York style culture of the company to be acquired.  So, I found myself living in New York at the age of 27 and, needless to say,  I enjoyed it. 

The following promotion led to the HR Director of Bertelsmann with the responsibility for professional magazines.   

What was it like to be the HR Director under 30?  I became the acting director of the Diplomatic Academy of the Ministry of Foreign Affairs at the age of 27 and I remember how many times I was asked to take the minutes, to prepare a coffee or to wait for a “male director”. 

At Bertelsmann, we were all quite young and we were given the responsibilities but also the trust and freedom.  At first, I oversaw HR, but later I had to restructure the whole company and downsize the staff, including firing people, by no means an easy task in Germany.  Apart from HR, I was also in charge of operations, overseeing the internal infrastructure as well as the construction of the new premises.  In addition to HR disciplines, I was again challenged to get closer to business, to negotiate with third parties and so on.  I proved my management skills and another acquisition came.  I was asked whether I would like to be the CEO of this company. 

Let me guess…Was it Autohaus Verlag?  32, blonde and in charge of car publishing magazines. 

Luckily, my psychology background has helped me to deal with this challenge.  I was responsible not only for the magazines, but also for a training academy and a printing company.  I learned everything about traditional publishing from beginning to end, with some on-line content slowly emerging.  Just to remind you, we are talking about 1994 with heavy Nokia communicators.  As the publishing house was expanding, the company became international as well as the nature of my job, we had branches in most countries of the Western Europe, but all that travelling happened while enjoying my life style in the gorgeous town of Munich.       

Now, I am expecting the shift that brought you “Eastward”.    

Some juicy stories are coming.  My partner and I separated, my former boss also left, and he started to work for Ringier.  I was in Munich alone, not enjoying being by myself anymore.  I got the offer to come to Prague.  I did not speak Czech, I was still rather young, and I knew it was going to be another big challenge.  I had nine months leaving period from Bertelsmann, as they were not willing to let me go.  This time, it played to my cards.  The first position I was offered was the publisher of the magazines.  During the nine months, the former CEO left and so eventually I became the CEO of Ringier, Czech Republic, with the responsibility for 1200 people, combined business of both magazines and newspapers (Týdeník televize, ABC and Blesk to name the most prominent), all this in a foreign country still having the former eastern bloc mentality.  In 1997, people were still not leaving toilet paper in the company restrooms as it was stolen, most staff were wearing funny slippers and everyone was working from 6 am until 2 pm and then leaving sharply.  I restructured the whole company and made many changes regarding the company culture.   I remember constantly reminding most of the staff that the salary is not paid for one’s coming to the office but for getting the work done.  I was working from 7 am until 10 pm every day.  Slowly but surely, I gained the confidence of Czech people, as they saw my ability to make decisions, bring changes and get the results.  Nevertheless, I did not get the best publicity from our competitors, calling me “German cruel lady not having a pity on people”, which was not true.  Most people who left did so with relevant packages at the time of almost zero unemployment and they thanked me. 

I am proud that with the help of my team, we became the no. 1 on the market, Blesk circulation at that time was 700 000 copies per day.  We sold Lidové Noviny.  At the verge of the millennium, I also became responsible for Slovakia. 

Then you got the promotion to the regional role in Zurich, Switzerland.  In many cases, this is the decisive factor, as the nature of the work changes completely and not everyone enjoys the shift.

As I enjoyed living in Prague, I accepted the offer based on the condition that I will fly to Switzerland.  But as to the nature of the job, in my country role, I was used to the freedom and ability to make decisions.  In Switzerland, at headquarters, everybody was telling me what to do.  The first day I was asked, are you the trainee coming from Slovakia? My reply was:  No, I am your boss.  Being a female manager in the Czech Republic even not speaking the language was much easier that being a female manager in Switzerland.  After I had the job for nine months I was considering leaving, because I was not happy, another shift came.  I was appointed the CEO of Ringier CEE.  I was not sure about accepting the position, but my colleagues also supported me to get this role as they knew me, and they preferred to work with me than with someone coming from outside.  I had the position for five years, sometimes being on the airplane three times per day.  I was travelling not only to get the staff, the partners but also the competitors and last but not least, the politicians.

Being a journalist myself, I will not press you to reveal sources or details.  But how was the relationship between you, representing the media and the politicians, often resisting them?

One politician stood out from the crowd and I admired him.  Václav Havel.  As to the rest, I had no illusions, so I could not be disappointed and there were no pleasant surprises either. Unfortunately, I faced one of the most difficult personal and professional decisions, in an issue related to Václav Havel.  The tabloid Blesk got the story of a scandal around Dagmar Havlová.  To publish it or not to publish it?  Well, for the type of the magazine, it was a good story and it was true.  I gave permission to publish it, with a special edition on Sunday.  Dagmar Havlová then invited me for a cup of tea, accusing me of being a horrible person.  I tried to explain to her what I have done many times to others:  it was not the press that created the problems, at least at that time, it was the improper behavior that got exposed and subsequently caused the problems.

It seems that you have seen it and you have lived it all, at least with regards to the publishing business.  What made you to leave it?

At the age of 35, I made a promise with a group of friends to retire by the age of 40 to pursue our dreams.  When the time was coming, I was 43 and I told the owner of Ringier that it was my dream.  He tried to stop me, he offered so many incentives to keep me.  I made a deal.  If the company would reach 25 % ROI, I would leave for a one-year sabbatical.  I surpassed the figure and my boss kept the promise.  In 2007, I went to Myanmar for one month.  It is a beautiful country, I was alone with a local guide and as there was no phone connection, only land faxes between the hotels, I truly could disconnect.  This was important not only for me but also for my team members, as they truly had to realize I left and they had new leadership. 

After one-year sabbatical, they tried to lure me back to work, but I declined.  I enjoyed slower travelling, being able to stay at one place for several weeks.  I went to see my friends and I was so glad to be able to keep so many relationships.  I also wanted to support social causes, so I joined the CARE supervisory board.  During my second-year sabbatical, I started to invest in start-up companies, on-line businesses etc.  I also met my current partner, the perfect match for me, as it was impossible for me to have a relationship while working for Ringier.  I accompanied my partner to Vienna and we lived there for three years.  I was working for CARE and travelling to Uganda, Burundi, Zambia, Ethiopia, Nepal, India and other places. 

Silvia, your life story could easily become a book.  However, I have the feeling that the next chapter brings it full circle.

My partner also quit his job and spent three months in Berlin.  We became familiar with the start-up scenes, particularly with the artificial intelligence (AI).  Now, I am interested in solutions that AI can provide for Alzheimer and dementia related diseases.  I hope that dialogue toys and other IT solutions will be providing stimulus for the patients and at the same time relief to the families.  I am looking forward to collaborating with interested institutions and companies.  Finally, I can truly pursue my mission by bringing all my life experience as well as my expertise from university studies together.  I am excited about it.         

By Linda Štucbartová

 

Effective Time Management – Importance vs. Urgency

Petra Sršňová
Author of this article

Do not waste your precious time on something that does not bring you anything, instead focus your attention on what is important! How to do it?

Importance points out how the task contributes to meeting the set goals (personal or corporate). It answers the question of what positive benefits will come by doing the job. Urgency only highlights how the matter is in a hurry and till when someone thinks it has to be done.

Eisenhower’s principle is the technique of prioritizing tasks within the framework of self-organizing the decision-making of the manager (typically the top manager). It is one of the methods of time management, which is also usable in everyday life.

The essence of this method is to divide your activities into four quadrants:

  1. Quadrant – all that is important and urgent – all activities in this quadrant need to be done as quickly as possible, these are emergency situations and urgent problems – such as imminent danger, compliance with promised terms etc. First importance tasks. Do them now.
  2. Quadrant – everything that is important but not urgent – basically it is about preventing crisis situations before they arise (if the manager does not focus on them, they can easily move to the first quadrant) – e.g. planning, daily tasks, task control Tasks you must plan or they´ll become urgent → 1.
  3. Quadrant – all that is unimportant but urgent – urgent and unexpected disturbance – e.g. unimportant emails, phone calls, etc. (can be delegated!) Tasks to be delegated. Not added-value tasks.
  4. Quadrant – everything that is unimportant and not urgent! – activities that are in a disproportionate manner simply waste of time! E.g. useless time on social networks, excessive communication with colleagues, etc. Tasks to be eliminated or they´ll become urgent → 3.

For illustration please see the picture below:

How to use it?

  1. Think about how you spend your time.
  2. Write down your activities into individual quadrants, be concrete.
  3. Look at your quadrants and think about the following questions:
  • Do I spend too much/too little time somewhere?
  • Is everything so urgent/important?
  • Can I eliminate or delete some activities from the 4th quadrant?
  • Do I have control over my time? Can I delegate something?
  • Do I have any everyday habits that I could change or delete?
  • Where are the opportunities for me?

If you have any questions, feel free to contact me at info@petrasrsnova.cz.

By Petra Sršňová

 


Petra Sršňová is a professional coach, lecturer and Senior HR consultant who enjoys revealing clients potential through business and life coaching and NLP methods. With more than 12 years of managerial experience, (from running her own company through working as a manager in M&A business), Petra helps clients (managers/leaders) reach their goals and visions, increase results, improve their capabilities, overcome their limits, find their worklife balance, manage their time better etc. In her articles she is sharing with us interesting and applicable methods and technics from coaching and NLP (neuro-lingvistic programming) world which make your life and work more effective, balanced and simply easier.

She is a fan of neuro science, curious how the brain works and how our habits from the past limits us, always finding a way to change the set up.  Petra studied the business management and corporate finances and visited many production companies in the czech republic and abroad as a manager in mergers and acquisitions field. Interested in a personal growth for more than 10 years.

American Jewish Committee Global Forum 2018 or Israel as you (don’t) know it

The American Jewish Committee (AJC) regularly organizes its anniversary conferences in great style, but this year’s meeting was exceptional. The AJC was founded in 1902 with the aim of defending Jewish interests in the USA and around the world. Just to give you an idea, AJC has regional headquarters in 11 countries, and 22 branches in the USA. In Europe, AJC has its headquarters in Paris, Brussels, Berlin, Warsaw and offices in Sophia and Rome.

More than 2400 delegates from 56 countries representing six continents met in Jerusalem shortly after the USA and other countries recognized it as the capital of Israel. They met under the slogan “This year in Jerusalem”, an adaptation of the known Pesach festival phrase “Next year in Jerusalem”. The Czech Republic was represented by Petr Papoušek and Tomáš Kraus from the Federation of Jewish Communities, as well as ČISOK representative Linda Štucbartová, who had received an invitation from Avital Leibovitch, the main organizer and director of AJC in Jerusalem. Over four days, the conference participants had the opportunity to get to know Israel, and to learn about the current affairs in the country and the region, and the themes of Israeli- American relations from many different viewpoints.

The conference was unique in terms of the events organized. The large plenary session was followed by expert panels for smaller discussion groups. Half of the day was dedicated to excursions. The opening of the conference, which for the first time in 112 years was held outside the USA, and the participation of top political representatives demonstrated how important this conference was for the two main stakeholders, Israel and the USA. Nir Barkat, the Mayor of Jerusalem, welcomed the conference participants. He described Jerusalem as a progressive city belonging to everybody regardless of their religion. Interest in visiting Jerusalem has doubled, and four million tourists visit the city each year. The aim is to prepare the city to receive 10 million visitors.

Jerusalem is a city of history but also a city of the future. It is home to 50 of the most influential high-tech companies. Jerusalem has tripled its budget to support the development of investment and infrastructure. As far as security is concerned, Nir Barkat joked, he is pleased to return home especially after travelling to the USA, because Jerusalem is statistically 15 times safer than Washington DC, the US capital, in terms of violent deaths.

It was my dream to experience the Prime Minister Benjamin Netanyahu not only from a journalist’s viewpoint, but also as an expert in leadership. It was not necessary to introduce the Prime Minister of Israel, so the president of AJC introduced the audience to the Prime Minister. Benjamin Netanyahu conquered the entire congress hall not only with his warm welcome, but also with the reproach that Antarctica was not represented. He reminded the audience that AJC had opened its first office in Jerusalem 60 years prior and said that the Israelis were pleased when companies and states opened their offices in Jerusalem. Then it was time for emotions. More than 300 US high school and university students received a special welcome because they were the reason why the Prime Minister works so hard and with determination. He explained that AJC mobilizes truth and it was important for visitors to Israel to see the truth for themselves. He was proud to share the latest economic data on Israel’s performance with the enthusiastic crowd. Israel has surpassed Japan in per capita income, while unemployment is at 3.8% and the gap between the highest and lowest earnings is getting smaller. One of the reasons for this economic growth is that more Orthodox Jews, Arab citizens living in Israel, and women have entered the labour market. He joked that Israel is the only country in the region that has free elections and free media. He has experienced both since he won the elections four times and lost once, and shared that every morning he learns something interesting about himself in the media. Diversity, he continued, makes Israeli society stronger. He mentioned equal rights for gays, the presence of women pilots in the Army, and Druze ministers in the government. As for the peace process, Netanyahu said he was ready to negotiate under three conditions: if the Palestinians recognize the Jewish state, if they invest in the peace process, and if they stop financing terrorists. By sharing research results and innovations, Israel boasts the best diplomatic relations with individual countries in history. Israeli research helps protect valuable water resources, supports agricultural development, air protection, and protection from cyber-attacks. Last but not least, Prime Minister Netanyahu mentioned Israel’s crises and humanitarian aid in affected areas. Recently, he has sent aid to Guatemala. In the aftermath of the earthquake in Nepal, Israel was the most significant provider of humanitarian aid after India. “Do you know where Iran has given similar aid to?” He ended by thanking the conference participants for their support of Israel and added, “We are thankful for the friendship shown to us from around the world.”

Being grateful for friendship and long-lasting relations was an important commemorative point of the conference. Each day of the conference featured a segment called “Remembering the Courageous Friends of Israel”. Tribute was paid to Harry Truman who as president of the United States recognised Israel’s independence 11 minutes after it was announced. Tribute was also paid to the leaders of the mission from Brazil and Guatemala who were present when the UN resolution 181 was being negotiated and voted for in 1947. Prime Minister Mitsotakis, who normalized the Greece-Israeli relations in 1990, was also mentioned.

During the conference and the following bilateral meetings, top European and world representatives took the opportunity to highlight their friendship and intensive relations with Israel. The Austrian Prime Minister Sebastian Kurz ceremonially addressed the AJC Forum, as did the Bulgarian Prime Minister Boyko Borisov, the representative of the European Parliament Péter Niedermueller and the Vice-President of the Georgian Parliament Tamar Chugashivili.

Twenty-three mission leaders and major representatives of different countries hosted a lunch in honour of their relations with Israel. In this context, it was somewhat unfortunate that the representative of the Czech Republic had cancelled his participation at the last minute. Although it might seem that Czech and Czechoslovak relations with Israel are profound and above standard, it is necessary to take care of them and develop them further. Given the example of other countries, it is obvious that Israel has many friends and it would be a shame if the Czech Republic was left aside.

My favourite part of the conference was the segment called “Faces of Israel”. Through the lives of special people, we realized how truly diverse the nature of Israeli society is. I have chosen the stories that most appealed to me.

Rivka Ravitz, head of President Rivlin’s office, is a Haredi or Orthodox Jew. Although she looks like a mature university student, she is the mother of 11 children and many times grandmother. She herself is one of 10 children, her husband one of 12, so a wedding in the close family circle of cousins amounts to 1000 people. Although she works full-time, she has never had to compromise the values of her faith or the quality of her work. She tries to fight the stereotype that Orthodox women have limited rights, are locked up in their homes and discriminated against. On the contrary, she sees herself as the proud bearer of the 3000- year-old tradition of Torah teachings and laws.

Belaynesh Zevadia is the current ambassador to Ethiopia. She arrived in Israel during Operation Moses, an undertaking that saved about 8000 Ethiopian Jews. Before Israel carried out this successful rescue operation, Ethiopian Jews had had to walk several hundred kilometres to Sudan to be detained in provisional camps for more than a year. Only few know that almost 4000 Jews did not survive the long journey or the bad conditions in the camp. Belaynesh successfully graduated from university, became the first Ethiopian to work at the Ministry of Foreign Affairs and Ambassador of Israel in Ethiopia. She is mother of three and her husband supports her career. Whenever she meets young girls on Ethiopian streets, she remembers her story of transformation from total poverty to the embodiment of success.

Ahlam Alsana, director of the girl’s school Desert Stars School Branco Weiss, is of Bedouin origin. Although she did not have the same conditions and support to study as her brothers did, her results show that through hard work she caught up with them in the end. Her aim is to get at least 70% girls to attend her school; today 30% attend. She literally goes from house to house and persuades parents to allow their daughters to study.

May. Gene. Doron Almog was a successful army general, who had taken part in several elite operations, including the liberation of air hostages in Entebe, secret operations liberating Ethiopian Jews or operations to free Israeli soldiers in Lebanon. After the birth of his son with severe disabilities, he left the Army and founded the Aleh Negev Nahalat Eran Rehabilitative Village, named after his son. It is a centre for children and young adults with severe combined disorders. An area of 400 acres offers a paradise for the clients, not the patients. For 140 clients there are 140 staff members. The Centre is not an institution, but a community where the clients receive love and care. The Centre is based on social responsibility because every society is as strong as its weakest member is. Eran died at the age of 23; however, the Village and its concept continue to grow with many European and American centres. I gave the Centre’s contact to Petr Třešňák who deals with autism in the Czech Republic.

Colonel Achiya Klein is a veteran of the Israeli armed forces who lost his vision during an operation to liquidate an underground tunnel leading into Gaza. He returned to IDF four months after his injury and became an expert in technology that helps search for similar secret tunnels. In addition, he takes care of other veterans, runs in marathons and is a member of the Paralympic team of rowers. Hamas took his sight, but not his desire to live, build and protect Israel.

Part of the congress was also the 70 years of Israel exhibition. It was dedicated to the past, but it mainly dealt with the future. Seven panels documented seven decades, and the influence of AJC in the context of major events. Far more space, however, was given to today‘s companies that represent Israel and its inventiveness, innovation, community, diplomacy, vision, diversity and progress. All these values are connected to the concept of tikkun olam, or the efforts of Jews to repair the world. Visitors could see and often taste products from the Jordan valley (delicious vodka made from dates, also dates, pineapple, and grapes) or wine from Jerusalem’s vineyards. Scientists from the Research Institute Volcani Center provided quality olive oil and introduced new research aimed at the nutritional enrichment of chickpeas. Companies such as OrCam and ReWalk Robotics are known in Czech Republic thanks to ELAI Week of Innovations. Watergen introduced the production of water from air, which could be an interesting solution even for the Czech Republic since the country repeatedly faces problems with groundwater supplies. Real View Imaging uses holographic 3D imaging for complex surgery and Rafael Advanced Defence Systems, supplier of the Iron Dome defence system, was present as well. Space was given to brand new companies that produce unique solar panels in the form of thin foils so that photovoltaic power plants don‘t need to take up too much land, and to the start-up ElectReon, which plans to install rechargeable batteries for cars directly in the asphalt of roads. When I began to feel tired, a chatbot or rather “a barbot” mixed a cocktail according to my wishes. This year Czechoslovakia will celebrate 100 years and I hope that a similar exhibition, focusing on the future rather than the past, will take place in our country in October.

Having written about the different events at the conference, I will now mention the presentations by two expert panels. The first dealt with the bias of the media in relation to Israel. Despite all the discoveries and inventions, the social diversity, the cultural and sport events, 70% of European news and 90% of US news focus on the conflict in the Middle East. This conflict is often portrayed as “the imperialist army fighting against peace-loving citizens who follow the principles of Mahatma Gandhi,” says Henrique Cymerman, a Middle East expert on the media problem. Thanks to the great work of Czech reporters, we don’t need to solve this problem, but at the time of various disinformation sites and unverified news from social networks, it is important to be cautious.

The second panel dealt with the more serious problem of anti-Zionism as a new form of anti-Semitism. Israel is often criticised and accused of wrongdoings according to standards that are different to those applied to its neighbouring countries.

Fortunately, in the Czech Republic, this phenomenon is not widespread. However, this is not the case in the rest of Europe. While the panel meeting was taking place, there was a demonstration by Islamic fundamentalists in Berlin; the slogan “death to Jews” often appears in Paris, and Barcelona has joined the BDS organization (boycott, divestment and sanctions). This new anti-Zionism seems to have become fashionable among young people in the USA. Radicalization, both on the left and extreme right, is a dangerous trend and doesn’t leave much room for objective debates based on concrete facts and history.

Finally, I would like to mention the excursions that were a real cherry on the cake. The participants could choose from 18 different excursions dedicated to history, innovations, settlements, the IDF bases, and religious matters. I chose the excursion to Kiyat Gat to learn about the process of acceptance and integration of new immigrants. Israel receives 20,000-30,000 immigrants a year. Kiryat Gat deals with immigrants from Ethiopia, who find the transition from their traditional farming communities to the modern industrialized society particularly challenging. It was interesting to see how Israel is based not only of the laws of acceptance but also on those of integration. Emphasis is placed on education, with children being immediately integrated into mainstream schools, and parents attending Hebrew lessons. At the same time, however, it allows nationalities to maintain their own traditions and identity. Ethiopians can work in the fields and meet in traditional huts, which is particular important for the older generations.

The AJC conference is a truly unique opportunity to get to know Israel. I recommend all those interested in learning about Israel in a wider context to experience this conference at least once. If I have tempted you, the next conference will take place in Washington DC on 2/6 – 4/6 2019. And for women I have one more offer: the first woman business mission from the Czech Republic to Israel will take place from 12/10 to 20/10/2018. If you are interested, contact the organizer Linda Štucbartová at linda@stucbartova.cz.

By Linda Štucbartová

ECCE’s rapidly growing practical school bridges global leading companies, real-life experience and university education

Bird & Bird’s team and interns in Poland

We all know it is close to impossible to accomplish the perfect ideas that come to us every now and then. People try to establish a business in thousands of ways, but usually get stuck on the step whether this idea will bring them profit. Trying to monetize your idea in the very early stage is something they would teach you at business school, right? ECCE not only challenged the model of the regular entrepreneurship but built its success on delivering to students the know-how for them to challenge it too. We engage the intensive experience from successful leaders with practice at top-tier companies – model that proves to be exceptional.

Our success story is not only another profitable business, we are proud with finding a long-term solution to 3 of the most disputed problems for the millennials generation: lack of experience combined with a vague understanding of their field, youth unemployment rate, inequality and gender employment gap. To contribute, even more, this year we invested about 80.000 euro in scholarships for students all around the world. Our rapid growing makes us open other branches than the European one. This autumn we are proud to announce the opening of our US branch in California. The school programs will have the same unique concept of combining the practical skills, real-life experience and will be available for the students across the ocean. The ECCE’s branches in Dubai and Poland will follow by the end of this year.

European Centre for Career Education’s summer school is a result-oriented experience ready to solve many problems that come to students when they start their career pursuit.

With about 650 applicants from more than 50 countries and 200 enrolled students from 20 countries in 2018 – ECCE successfully proves the need for practical skills on the market.

Why are we so unique?

  • ECCE programs include 3 weeks of intensive practical courses and 4 weeks of internships in top-tier companies and law firms. We count on 200 international partners all around the Schengen area to give our students the insight. Companies like Siemens, Unicredit, ExxonMobil, T-Mobile, Lego or law firms as DLA Piper, Clifford Chance, Linklaters, Bird & Bird and many more, gladly administrate places for our students to prepare the young potential leaders with a detailed and relevant know-how.
  • In 15 days we bring 30 hot practical topics by experts in their fields.
  • Last year the ECCE summer program in law has become the biggest educational project in between Europe and China.

ECCE was created to grant a long-term solution for the inadequate practices of obsolete education systems and the career consulting with no practical ground.

We bridge the academic knowledge with the real-life experience along with the appreciation to the theoretical foothold universities provide.

Where is the problem in education?

We found that the practical skills required in the work and the theory from the university are two different things, which the students do not have the capacity or the opportunity to learn in the regular schools. Once they graduate and enter the work market, they struggle with finding the first job. The youth unemployment rate in EU-28 is 23% (Eurostat). This result is not encouraging.

ECCE didn’t just respond to statistics but to real-life needs.

Many of the current educational practices are outdated, do not respond to the needs of the students as well as to the needs of their future employers. When graduates go to job interviews they feel unprepared. Millenials have no idea why they are asked specific questions about the job positions. Suddenly, all the knowledge from the University disappears. Another case is the problem of some students to focus in their field of study and realise their ideas.

How to find a solution?

The real-life practice is essential. Students need to see how the companies work, try to understand what skills do they need to develop.

It is not only what you want to do, but what is the future.

ECCE started building an educational transformation from scratch. At this moment, ECCE is in the post-seed investment round gathering VC capital support. The substantial interest is linked to ECCE’s further expansion into the USA, Dubai and other countries in upcoming years. We suspect this is happening due to our globally unique educational model, innovation and market penetration when it comes to our partners. Where else the students could directly have workshops and lectures by people working for companies as Google, Siemens, Unilever, Unicredit, CITIC Capital or WeWork?

We carefully research what skills are currently required on the market before preparing every summer program’s schedule. The lectures in ECCE are not presented by professors from universities but from real life successful practitioners who share with students the challenges of the work and teach them what is “Society 4.0”. We develop our programs in those 4 fields which are the most demanding when it comes to the practical experience. Architecture, Law, Business, and Medicine are highly practical degrees, for which students always need internships to excel in their career. Furthermore, those areas of study are some of the most affected by the growing industrial development. All those certain issues for the millennials generation are not relevant only for the European market. There is a hunger for innovation in education all around the world. The proof is the success of our centre on the Chinese market. For the second year, ECCE received around 300 applications from Chinese universities.

We help each participant to focus in their field of study. We train our students the most useful practical knowledge – how to get through a dream-job interview by engaging them with potential employers and professionals of similar profile. The tailor-made experience for every student is guaranteed. Our team observes the transformation of our graduates. We see the jobs they get, the universities they enter, the leadership they express. Most of them come shy and leave as one of the future leaders in their field.

ECCE breaks through yet another colossal issue of the past years – the gender equality dispute and women leadership support. Around 90% of our students are female and we have been dedicated to embracing their education, practical skills and future career development in order to close the gender unemployment gap.

We encourage the young generation to change what they don’t like and find a solution for it. Who if not you and when if not now?


What will come aside study this summer?

Grand reception – 9 July in Prague, where we gather app. 300 senior guests from various sectors and all of our students on a dinner with entertainment. Last year, this special event was prepared with the support of Tesla Motors and Johnnie Walker.

Field trips around the Czech Republic and neighbouring countries. Students will visit the most prominent companies and other institutions to experience and see how work is done.

Graduation ceremony, where all the students receive feedback on their performance.

One-month internship in some of the best companies in the world. All the successful students receive recommendation letters from their internship placements.

This is a big jump not only in experiencing the different life and education in Europe but also advantages for the future career from one wonderful summer in Prague.

5th Annual Global Female Leaders Summit 2018 in Berlin

 

Reflection on 2018 Summit and Three Reasons Why In Particular Female Leaders Should Put Berlin on Their 2019 Agenda

 

The 2018 Summit’s motto read “The Values of Leadership in Times of Transformation, Disruption and Artificial Intelligence” and its aim was to provide relevant insights for female executives to master the four challenges of change:  new world order and global economic outlook, transformational technologies and ethics, corporate leadership and responsible finance and climate challenges, energy solutions and the future of mobility.  As the world is becoming more and more complex and interdependent, today’s leaders face the need for not only top expert information but also a broad perspective overview of current events.  The summit provides both; the format, ranging from inspiring talks, interactive think tanks, stimulating panel discussions and time for networking, ensures that participants are not only informed, but also engaged and able to exchange ideas with like-minded peers.

This year, the summit featured 60 speakers from 30 countries and more than 300 executives, both female and male, participated. 

The summit was hosted at the legendary Hotel Adlon Kempinski in Berlin, just a few steps from the Brandenburg Gate.  For me, being born in 1976, I always cherish the moment when I can walk through the Brandenburg Gate freely.  The opening cocktail reception held at the China Club Berlin, is not just one of the most exclusive locations in Germany, overlooking the trendy and hipster city of Berlin, but also an example of a venue that you can enter on the invitation by the best company only.

Information

In this age of information overload, one has to make sure, that the information is not only correct, but also relevant, concise and applicable.  As opposed to one-topic special conferences, the Global Female Summit, provides both, depth goes hand in hand with the broad spectrum.  Current trends were discussed from the more general topics of geopolitics, multilateral and bilateral relations, current economic order, to more specific issues such as cybersecurity, digital literacy, artificial intelligence, the future of work, Industry 4.0, Blockchain to corporate social responsibility, corporate compliance, the future of mobility, sustainability and smart cities, the future of energy to the newest trends in tourism, both on Earth as well as outer space.

Content driven agenda was presented by industry leaders like BMW, IKEA, Morgan Stanley, Fujitsu, SAP, DHL, KPMG, as well as by industry challengers, such as Booking.com.  This is in stark contrast to other conferences, where academics usually tend to exhaust not only the issue but also the audience.  The environment in the Czech Republic, lacking visionary leaders, does not provide any similar opportunity to become familiar with these trends already shaping our society and impacting businesses, customers and various stakeholders.     

Inspiration

Each individual has a story and everyone’s story is unique.  On the other hand, let us not succumb to egalitarianism.  Some stories are more powerful than others. The summit offers the “crème de la crème”, simply the best, speakers and I have picked these three to share.

Roya Mahboob, the first female tech CEO in Afghanistan, shared her challenging journey: being a girl who grew up under the Taliban regime and with no means, she decided to study computing as she saw the potential, means and sense of purpose that technology can provide to women.  She then founded her own company and subsequently launched a mission to “Educate a New Generation of Women Through Digital Literacy and Community Building”.  You may recall the highly publicized story of the Afghan team of female coders fighting to get a US visa to participate at the international coding competition? Roya concluded with a powerful statement, “It starts with one girl, one woman, one dream, one computer.  One step at a time, we will change the world together.”  Such speeches contribute not only to the notion of the “global sisterhood”, a term used by Annie Lennox but if this statement does not get you more engaged, nothing else probably will.  Leadership and the need for more people to shift from the consumers to global citizens was a theme that surfaced during various moments.

The gala ceremony was hosted by MCM luxury goods company.  The company, established the same year I was born, was acquired by Sung-Joo Kim, Chief Visionary Officer of MCM Holding.  Sung-Joo’s story began when she was  disinherited by her father, a wealthy South Korean entrepreneur, when Sung-Joo refused a pre-arranged marriage.  Instead, she set out on a journey to prove that she could do it.  Being successful herself, she also started supporting other women on the journey.  Incredible not only what kind of a person she is, but also how she looks at the age of 61; she proves her second motto “health is new wealth”.

Rasha Oudeh’s story is reminiscent of the Cinderella fairy-tale, except there was no prince.  Rasha did it all by herself.  A girl from Jordan, the eldest of eight siblings, she was allowed to study but received no support from her parents.  Things then got even worse.  Her dad retired at the age of 50 and she had to take care of the whole family.  Eventually, she switched from IT to pharma business.    She persisted and now she is the CEO of Cedem Pharmaceutical company based in Germany and Switzerland, doing business in the Middle East.  Her first message was related to fear.  She said that fear is the biggest problem, however, it is always out of the comfort zone where miracles happen.

Community

Having been to the conference for the third time, I am always surprised to see, meet and exchange with both new leaders joining the event for the first time as well as those who attend regularly.  The networking opportunities during coffee-breaks, lunches, opening reception, gala dinner, as well during workshop or informal events such as a “morning sight-jogging” make sure that attendees will get perspectives from different corners of the world and various industries and also meet new business partners and/or clients, establish valuable career contacts and even lasting friendships.  By the way, women are not often pampered at expert conferences.  At the Global Female Summit, you can be surprised either by a pop-up store selling discounted brand handbags or by getting cosmetic gifts and make-up by Shiseido and Babor. 

Why is this conference for women?

First of all, it is not exclusively for women.  You can meet many influential male leaders and CEOs.  Stephan Werhahn, grandson of the one of the biggest statesmen of the post-war Europe, Konrad Adenauer, is one of them.

On the other hand, let us face the fact that the female point of view tends to be different and often complementary to the one of the men, which is typically more known and represented across the industries.  For a long time, we have relied on artificial intelligence and machines to overcome gender-based bias.  However, we should start to be concerned where the machines take data from and what kind of data is procured because it is being distorted.  Only 4 out of 1000 women work in the digital sector.  From 1000 women with a bachelor’s degree in Europe, only 29 hold ICT degrees, compared to 95 men.  Women leaders hold still less than 20% senior leadership positions in the digital sector, which is comparable with most of the sectors in general.  The statistics for the Czech Republic are even dimmer.  It is high time to do something about it.

Therefore, mark your agenda for spring 2019!  The hosting organization, Management Circle, will be celebrating its 30th anniversary, so I am sure that next year’s summit will be even better.  On top of that, Czech and Slovak Magazine Leaders have benefited from the special price, as the Magazine has been one of the supporting media partners since 2016. 

By Linda Štucbartová

 

 


 

Iveta Babulenkova, Country Sales Manager, Red Hat, Czech Republic and Slovakia

Why did you attend the Global Female Summit?

When I looked at the topics to be discussed during the summit, like transformation through digitization, disruption via technologies, it instantly caught my attention. Coming from the IT sector, I was really very curious to hear how women executives are going to embrace those topics. And the outcome was just amazing: many of them have very bright and insightful ideas and knowledge in this area, very encouraging and engaging.

Can you summarize three take-aways?

For me, the three main takeaways are: courage, self-confidence and inspiration.  You can be a fearless girl (as the meme of bronze statue of a girl facing fearlessly a bull down to Wall Street) and self-confident to realize your dreams and become even an inspirational woman.

Why do you recommend participation to other women?

The event was a very enriching mixture of great ideas, inspirational talks, interactive approaches – briefly, as a female – and NOT only female executive – the conference is high profile and a must for everyone who is really caring about its company and society in general.

 


 

Patricia Vicente, CEO, Panama Jack

Many women who attend this summit are working for corporations.  You are part of the owner family of Panama Jack shoes in Spain (ladies, check it out www.panamajack.es).  This year, for you, like for me, this has been the third summit in a row. 

What is the main reason you keep coming back?  And can you summarize some take-aways for you as an entrepreneur?

This is a great forum to keep updated in social, economic and business news. It is also very inspirational to have good conversations and insights from many women business leaders, I always come back full of energy and ideas.

My take-aways:

  • Many organizations are working to create a culture of innovation on every level,
  • A strong trend to make the working space a friendly and home alike space,
  • Artificial intelligence and robotics helping the organizations but not changing them dramatically like expected from many the last two years,
  • And the need of tons of braveness and hard work to succeed.

Fearless Girl spread her message about the power of women in leadership all over the world

Since the installation on International Women’s Day last year, Fearless Girl has made a great impact as a symbol for gender equality and the power of women in leadership. State Street Global Advisors was inspired to create Fearless Girl by research showing that having women in leadership can positively affect company performance and the economy. However, the number of women in leadership positions is only slowly increasing.

On the same day State Street placed Fearless Girl in New York, they also called on the thousands of companies in their investment portfolio across the globe to increase the number of women on their boards, and they reached out to more than 700 companies that currently have no women directors. The results so far: 152 publicly-traded companies that the firm reached out to – through either its voice or its vote – have now added a female board member, and 34 more have committed to doing so.

This year, the firm announced it would be expanding its board guidance to companies in Japan and Canada.

“Know the power of women leadership”

As Fearless Girl continues to stand as an inspiration for companies to increase gender diversity on boards and in senior leadership, the good news is that the lively discussions amongst female leaders are growing! The Global Female Leaders, the Premier Economic Forum & Network for Female Executives, started five years ago with its annual summit to discuss global economic topics on a top female level.

This year’s diverse and rich summit programme will once again convene another trailblazing community of leading voices, visionaries and change makers.

Click here for an exclusive discount code for our readers.

Global Female Leaders 2018 is coming!

Fearless Leaders Face Global Challenges 

“The Values of Leadership in Times of Transformation, Disruption and Artificial Intelligence” 

In line with the 5th summit’s motto this year our content driven agenda will address cutting-edge topics ranging from the global economic outlook and political trends, responsible finance, transformational technologies and ethics to energy and climate challenges. From inspiring talks to interactive Think Tanks and stimulating panel discussions delivered by top-notch speakers from industry and finance leaders like BMW, BNP Paribas, Fosun, HP, IKEA, JLL, MAN, Morgan Stanley, Novartis and Unilever, the high-profile summit agenda also ensures enough networking time with your peers from around the world.

We are grateful that our Premium Partner State Street Global Advisors share the vision with us to bring forward-thinking female decision makers and change drivers together.

Join this must-attend international networking event, be part and take the chance to look beyond your area of expertise for new inspirations, you will gain fresh perspectives and explore new opportunities for personal and collective growth.

You certainly do not want to miss to be there and be part of the unique spirit of the “Female Davos”.

Use the code GFL18CZECH for an exclusive reader’s discount!

For an even more special discount, please contact Linda at linda.stucbartova@czechleaders.com.

Read the story of the “Fearless Girl”.

European Union for Progressive Judaism Conference

Linda Štucbartová interviews Jonathan Wootliff about the European Union for Progressive Judaism conference being held in Prague.

From Sustainability to Regeneration

Jonathan Wootliff is our regular contributor on Sustainability Development and he is also the Chair of the local organising committee for the European Union for Progressive Judaism conference in Prague.

While he usually writes about such issues as corporate responsibility, environmental protection and social issues, in this issue he is interviewed by Leaders Magazine correspondent Linda Štucbartová about the conference which takes place in Prague from 26 to 29th April.

With more than 300 delegates from 27 countries, this will be the largest religious gathering of Jews in Prague from around the world since the Second World War.  Almost 40 men and women rabbis will also be attending the conference, including the World Union for Progressive Judaism president and Europe first Progressive female Rabbi.

Why did you decide to bring this conference to Prague?

Jews have lived in this country for many centuries and Prague was one of the most important Jewish citiesin the world until 1939.  It was the Holocaust and the subsequent communist regime that almost decimated the Jewish community.

The European Union for Progressive Judaism has been supporting the resurgence of Jewish life here since the Velvet Revolution.  As a non-orthodox organisation, we offer an accessible alternative for many Jews, particularly through our two congregations in Prague, Bejt Simcha and the Jewish Liberal Union.  While religion is at the heart of our Movement, we welcome people from diverse backgrounds who a kind of Judaism with which they feel comfortable.

Also, it is exactly 100 years since the establishment of Czechoslovakia and there is surely no other country that can match its both passionate and consistent support for the Jews and Israel.

Consider these words of Tomáš Masaryk expressed in 1918: “The Jews will enjoy the same rights as all the other citizens of our State… As regards Zionism, I can only express my sympathy with it and with the national movement of the Jewish people in general, since it is of great moral significance. I have observed the Zionist and national movement of the Jews in Europe and in our own country, and have come to understand that it is not a movement of political chauvinism, but one striving for the rebirth of its people.”

What is the purpose of the conference?

It is an opportunity for like-minded reform and liberal Jews to come together to learn, share experiences and celebrate the revival of Jewish life in the Czech Republic.

The conference includes a rich range of plenary lecture, debates and workshops.  The topics to be covered will include antisemitism in Europe, mixed interfaith marriages, leadership across generations, community development, progressive Judaism and entrepreneurship, environmental and social sustainability, as well as Israel and its lessons for Europe on immigration.

We hope people will leave the conference feeling that they are part of a vibrant international group of Jews who are all determined to enhance and expand Progressive Jewish life across Europe.

We hold our European conferences every two years, and it was decided the time was ripe to recognise and acknowledge the importance of Progressive Judaism in the Czech Republic by staging the event here in 2018.  The conference provides an opportunity to showcase Progressive Judaism and further enhance the credibility and standing of our form Judaism in this part of the world.

Who are you aiming to attract?

Jonathan Wootliff

People of all ages who are either currently involved or are interested in leading our communities are our primary target.  We are especially interested in young adults, but everyone with a passion for shaping Progressive Judaism for the future is more than welcome.    Everyone is welcome!

Can you tell us more about the distinguished speakers?

Some most interesting speakers are included in the programme including David Hirsh

Senior Lecturer in Sociology at the University of London who specialises on crimes against humanity and international law; Jean-Marc Lilling, Executive Director of the Center for International Migration and integration, Mark Podwal the artist and physician who has undertaken a considerable amount of work in the Czech Republic, and Director of the Vaclav Havel Library, Michael Žantovský, who is Czech diplomat, politician, author, journalist, lyricist and psychologist.

Why is the theme of the conference Regeneration – Building the Future?

The annihilation of a large part of Europe’s Jewish population doesn’t mean that we are consigned to history.  On the contrary, the Jews of Europe are now flourishing.   After the horrors of the holocaust, any opportunity to rebuild Jewish life was snuffed out by communism in this country.  But now there really are strong signs of regeneration.  Our numbers may be depleted, but our determination to rebuild is strong.

There can be no better example of Jewish regeneration that the Czech Republic where there is growing demand for religious, educational and cultural activities.

This conference provides the platform for celebrating the renewal of Progressive Judaism which really has its roots in Prague and elsewhere in Central Europe

What is the aspect of “Regeneration” that you are the most proud of with regards to the Czech Republic?

When I look at the enthusiasm among so many young Jews here who are committed to our regeneration, I feel very proud.  And we have the exciting prospect of the inauguration of a Czech-born rabbi in 2019.  Currently studying at our Progressive rabbinic college in Berlin, he will contribute enormously to the rebuilding of our communities.

Many people are sceptical about the conferences, as they are one-time event only.  In what aspect the longer “sustainability” of any conference can be enhanced?

This conference will have failed if it simply provides some pleasant memories.  We are determined to create a massive legacy out this event whereby Progressive Judiasm is firmly on the Czech map.  We hope that the event will help to convey the fact that Judaism is accessible to all people in this country with some Jewish heritage.  We want to communicate the very clear message that Jewish life is strongly returning to the Czech Republic and to give people a postive feeling about being Progressive Jews.

The EUPJ is the umbrella organisation linking and supporting more than 170 Liberal, Progressive and Reform communities in 17 countries, with new communities regularly seeking membership.  The movement’s continued growth across Europe is testament to the widespread interest in non-fundamentalist, inclusive, egalitarian and modern interpretation of Judaism.  This conference represents another major step forward for the further development of European Progressive Jewry.


A former director of Greenpeace International, Jonathan Wootliff lives in Prague and works throughout the world as a sustainability consultant to business.  He is Chair of the Board of Experts of the Czech Business Council for Sustainable Development.  He is also represents the Czech Republic on the Executive Board of the European Union for Progressive Judaism and is the local chairman of the conference organising committee

Hana Němcová

 

“Doing business is in my genes”

 

Hana Němcová, CEO, Infiberry

You may not be entirely familiar with the company Infiberry, but if your resolution for 2018 is to do something to protect the planet and reduce plastics consumption, I recommend you check out its product – the FRUSACK original bags. Hana Němcová, along with Tereza Dvořáková, pioneered and developed these trendy Czech environmentally-friendly and compostable bags for holding fruit, vegetables and bread. Their successful start-up company is evidence that even students of traditional fields can come up with innovative ideas and make their mark in the business world. How does a medicine student become a businesswoman? How can she manage study, building a global company and bringing up her small son? And what did she get out of her participation, and a great 4th position, in the global Women Start Up Competition?

We had had to postpone our meeting because Hana’s young son was sick. When the same thing happened three weeks later, I decided to make the trip to Hana’s home. We completed the interview in one hour, during which time Hana made a number of telephone calls, with an investor and with her colleague regarding co-ordinating pre-Christmas orders from the e-shop, we filmed a video of the interview and discussed the poor range of appropriate waste sorting bins available for the home. Perhaps another new product? It was clear that Hana is a young woman with a lot of energy and hard work.

Hanka, you decided after almost four years to stop studying medicine at Charles University, and return to first year. You have started studying at a private university focused on business and financial management. Was this a difficult decision?

It was obvious to me, although I was always being told how much of a shame it was. I had my finals and compulsory practice ahead of me in medicine, and these are very difficult in themselves. Besides business, I also look after my four-year old son. I knew I didn’t want to work in medicine itself, so I made the pragmatic assessment that it would be a waste of time and energy. I would have been just an average doctor, and this would have been hard to come to terms with for me. I want to dedicate myself fully to doing business, something I enjoy and which fulfils me. The part-time aspect of the course suits me and I’m happy I’m able to use the knowledge I acquire in my specialisation of Financial Management in practice.

How is your Frusack product doing three years in?

They’re doing really well; thanks for the question. We’ve moved on from our dreams to implementing specific plans. We’re growing on the Czech and Slovak market, and in the new year we’re planning to develop global international distribution in collaboration with Amazon. I’m glad that we have made progress in developing the material further, in collaboration with our supplier. The process wasn’t easy; nobody knows how a new material is going to behave. The material is still compostable, made from corn starch, but we can now make it more quickly and more cheaply, and this is key when transitioning to wholesale distribution. Transition to wholesale distribution is a stress test which many projects are unable to pass. Very often, a product and its design are very good, but production costs are too high. I should say that Frusack is just one product, and a key pilot project. Our company, Infiberry, aims to continue to focus on environmental solutions to food purchase and storage, to go on to offer large shopping bags, and then boxes for storing foods. Food waste is an area very closely related to food packaging. Many foods are distributed pre-packaged. But back to Frusack. We need to be sure we can handle all the steps not only involved in production, but also in distribution, in order to succeed globally. Incidentally, little is known, and little is written, about these phases. In the fascination over new and successful projects as part of various crowd-funding campaigns, it is not mentioned that people have not always been able to bring an initial idea all the way to a successful end. It is frequently logistics, a distribution network and all subsequent processes which are missing. As such, it is these issues we want to look at now. Until recently, it was only my colleague and I, with assistance from the investor and his team, although they were not part of the company. Now we have an assistant who helps with administration, and we have a trainee who takes care of co-operation with stores. Now Frusack isn’t just available from our e-shop, but also in brick and mortar stores. There are about a hundred people involved in production, and the owner of the Czech company which sews our bags together has essentially become our head of production.

What drives you personally? Business in general, or environmental business, or is it rather a matter of social responsibility?

I’ve always enjoyed business in general. I could choose from loads of simple or even profitmaking areas. But I need to see positive impacts and the changes they bring. I just found those plastic produce bags really annoying. I led a healthy life, bought loads of fruit and vegetables and the bags which built up at home basically led me to my current line of business. I wanted to start using reusable produce bags, but there was nothing on the market. I didn’t have as much information then about the harm caused by plastics, in particular in terms of their accumulation at the bottom of the oceans and their impact on sea creatures. That makes me even more pleased that public awareness is greater, particular in terms of the new carrier bag charge as of 1 January 2018. I’m pleased to be able to contribute towards dealing with this problem; whether through people purchasing and using Frusack bags, or because we have helped make people talk about the problem.

What are Czech consumers like in terms of acquiring new habits?

I don’t know whether this is peculiar to Czechs only, but I feel that we are rather lazy. Loads of people really like the look of Frusack, but then they say they would forget to bring the bags to the shop. But it always takes effort to build up any habit! It’s like regular exercise. I’ve learnt to bring my keys, mobile, wallet and Frusack bag containing four other reusable bags when I go shopping. This situation will be dealt with when such plastic bags are charged. There are now charges for carrier bags, and you can suddenly see how everyone carries foldable fabric bags with them, and net bags can once again be seen in the pages of fashion magazines. Statistics show that each year up to 400 plastic bags per person are consumed in the Czech Republic. Last year in Great Britain, charges were placed on even the smallest, thinnest bags and within half a year their consumption fell by a full 80%. Basically the economic aspect will always have the greatest impact. Yet according to our research 70% of people have information available to them on the harmfulness of using plastics.

You and your story in business demonstrate the success of Charles University’s Centre for Knowledge and Technology Transfer in supporting transfer in practice.

Yes; I took advantage of the opportunity to study Science and Information Management. This was the first time I had had the opportunity in my studies to come across socalled soft skills, both in terms of management and presentational skills. The rector of Charles University himself is a great advocate of students knowing how to sell what they learn at the university. Another benefit was that this subject was open to students at all 17 faculties. I met a colleague there who was studying marketing and PR, and he helped us at the outset. I remain in contact with the Centre for Knowledge and Technology Transfer, and they have helped furnish us with contacts for potential investors.

Your generation is spoken of as a generation of start-uppers who want to do business and are not interested in being employed.

I think the pressure is a double-edged sword. All those successfully publicised stories of student entrepreneurs can put pressure on others who might get the impression just studying is not enough. Or for other women, studying and raising a child. I think it is important for us all to know what makes us happy and what we want to do. Then we have the chance of being the best at what we’re going to do. There are many options, and establishing a company is easy.

You represented the Czech Republic last year at the Women Start Up Competition; congratulations on your fourth place. Looking back, what specifically did the competition give you?

It was fascinating to meet the winners from all the countries; the bar was set really high. We still remain in contact. We also had the opportunity to take part in a three-day mentoring programme. We’ll see which of the recommended steps and in which form we execute them in the end. In general, I think mentoring is really important; we chose our current investor because he is also a mentor to us.

Where do you see yourself in 10 years?

I trust that Frusack and Infiberry will still be around, and we’ll be doing well internationally too. My son will be 14. I’d like to travel more. And I’m looking forward to getting to a stage where I have more time for personal development. I haven’t had a holiday for two years. I’ve been to visit my parents in the USA, but the whole time I was in contact with and managing the company. I feel that I’m getting to a stage where I’m going to need more time for myself and my partner. So I’m looking forward to building a strong team.

 

By Linda Štucbartová

 

Aleš Baran

 

Wait for fortuitous circumstances, or be well-prepared?

 

Aleš Baran, CEO, Serendipity

In his work, Aleš Baran brings together different continents, spheres and projects. He links corporations up with start-ups, companies with possible grant projects, experienced workers with students. His companies, surprisingly enough, are not based in Prague or Brno, although he spends a lot of time in both cities, as he remains loyal to his home town of Přerov.

Aleš, your first company was named Serendipity. The term “serendipity” has also been described as one of the ten expressions in English most difficult to translate into another language, and is loosely translated into Czech as “fortuitous circumstances”. How many times have you experienced fortuitous circumstances? And what about your clients?

I’m grateful for every “fortuitous circumstance”. Besides my wife and family, who are fortuitous indeed for me, in my professional life I see fortuitous circumstances in the establishment of co-operation with Martin and Miriam Margala from Massachusetts University (author’s note – you’ll find an interview with Martin Margala of Massachusetts University in the Ambassadors without a Diplomatic Passport section). I share the same values as the Margalas, and also the energy and vision to kick-start co-operation between the Czech Republic and the USA in the field of science, research and innovation. Getting to know them has allowed me to meet other fascinating people and given me opportunities for which I am extremely grateful. I really appreciate the opportunity to speak about international projects within the Czech and Slovak Leaders magazine.

Your motto is: Don’t share your plans, instead show results. What results are you proud of?

In 2017, Serendipity prepared the “IT, Languages and Polytechnic Education in the Town of Přerov Accelerator” project, which offers young people in and around Přerov the most cutting edge facilities for informal education and meaningful use of leisure time, especially in afternoons and at weekends, i.e. at times when schools are closed. I am proud that this project has received full marks in an anonymous assessment.

Another Serendipity project is ENAGO. This time, this isn’t a foreign word, but rather an acronym for European North American Grant Office. There is still little awareness within the Czech Republic of the opportunity for funding through European Union and North America joint grants. Why is that the case?

Four years ago, I took part in Kenneth Hoffman’s seminar, “Fundraising from the USA and Opportunities for Czech Charities” at the American embassy. The host posed a key question there: Why do so few non-profit organisations in the Czech Republic apply for grants from the USA when the option is there? Two years later, I came up with the ENAGO project idea in response to this question. I endeavour to accelerate and facilitate the process of establishing contacts, placements and study visits, and thus initiate the implementation of more projects between the USA, Canada and the Czech Republic. In order to successfully exploit grants from the USA and Canada, not only is a perfect knowledge of the English language important, but also the presence of a local representative in North America who is familiar with local conditions. The Margalas I have already mentioned play an important role, because they are familiar with both the European and American perspective.

In terms of joint grants, here you can’t just rely on fortuitous circumstances, but you need to be perfectly prepared. What is fundamental to success?

The actual process of applying itself, regardless of the outcome, can be considered key for the reputation of the institution applying for a grant. It is important to realise that even these projects help boost the Czech Republic’s visibility on the North American continent. Applications for these grants require not just innovative, but also commercially viable ideas, convincing references, partnerships with local institutions, stamina and will, and last but not least a lot of effort. As of yet, we have not acquired any grants from the USA or Canada. We have, however, acquired a valuable partner and supporter. This is Ms Kristal M Johnson of FundJoy from the USA, with whom we plan to contact leading American foundations to offer them the CSR Index project. This is a kind-of LinkedIn focused on the social responsibility of citizens, corporations, municipalities and nonprofit organisations with the option of setting up your own social responsibility index with a number of other functions leading to improved global sustainable development.

You are also a member of the expert council of the Science Research Innovation Fair, which is taking place in May 2018 in Brno. What makes this fair unique?

The Science Research Innovation international fair offers a unique opportunity to provide a space for discussion and presentation from researchers, application companies, science, research and innovation supporters and young scientists at one site. It is a new platform for bringing together the science and research and application sectors. The fact that the number of fair participants, both in terms of exhibitors and participants, has doubled over the past two years demonstrates its continuously growing potential. No researcher who wants to commercialise the outcomes of his research should overlook it, and nor should any company which wants to exploit the latest scientific knowledge within its innovative products. Exhibitors are sending their registrations for the third year right now. Serendipity has decided to take on organisation of the accompanying Youth Startup Festival on 16 May 2018 which involves the presentation of up to 500 leading youth projects and start-ups from the Czech Republic and beyond. As such, I am a member of the expert council and am happy to be there. The fair’s motto speaks for itself: “Creating a great future together”.

We’re meeting up at the start of 2018. What are your plans for this year? And have you made any resolutions?

For 2018, we have decided to focus on the ENAGO, Accelerator and CSR Index projects. Future grant funding available will help guide us as to what further challenges may lay ahead for us. On the basis of the Czech Ministry of Labour’s published calls for funding proposals in December 2017, there may well be one original project we might initiate, but I don’t want to get ahead of myself. In terms of personal resolutions, I want to spend more time with my family, improve my professional English, see myself more frequently in the gym mirror and find an investor for the already mentioned CSR Index project.

What is your final message for readers of Czech and Slovak Leaders?

I hope that all your readers will find fortuitous serendipity on their side many times in 2018, and that all instances of “unfortuitous serendipity” pass them by. We are donating two free tickets to the Youth Startup Festival as a gift for readers who tell us of the fortuitous serendipity they encountered when they began their business. The Czech Republic is commemorating 100 years since the establishment of Czechoslovakia. It was small and medium-sized companies which played a key in the past, and it will be my honour to support such entrepreneurs.

 

By Linda Štucbartová

Martin Margala

 

Ambassadors without diplomatic passports

 

How do you perceive today’s world?

 

Professor Martin Margala, UMass Lowell

Dr. Martin Margala is a Professor at the University of Massachusetts and a Fulbright Distinguished Chair in Electrical Engineering. He was born in Bratislava where he also completed his first university degree in engineering.

After the Velvet Revolution, he earned his PhD at the University of Alberta in Edmonton, Canada, where later he became a professor. After living in Canada for about ten years, he moved to the Unites States. Since 2006, he has been living in Massachusetts, fulfilling his dream to live in a state where education is the main “industry” and focus.

I met with Martin and his wife Miriam two years ago. Our meeting immediately confirmed the saying that great minds and kindred souls think alike. Right away, we started to discuss how to change the approach towards education in the Czech Republic.

Out first meeting took place at the US Embassy, where Martin was chairing a panel on innovation and entrepreneurship with other three leading education specialists from the US. I was the only panel participant representing the Czech side. While the event attracted a lot of attention from the private sphere, academics, NGO representatives, and officials from the public sphere were missing. There is still a lot to be done! I admire Martin’s experience, drive and his ability to connect the Old and the New world. Having grown up in Europe and becoming very familiar with the “old continent’s” attitudes does not prevent him from challenging the status quo and bringing fresh and innovative ideas. And he definitely wants to see results sooner rather than later.

So, how do you perceive today’s world?

I am a great optimist. Even though today’s world might be perceived by some people as too challenging and some may even have a rather defeatist attitude, I see it as a world full of new opportunities. In fact, to me, these are exciting times to be living in. The advancements of technology are penetrating all areas of our society and will help increase markedly the standard of living everywhere. New significant discoveries will become more and more frequent. Major diseases will be eliminated, many discoveries will help fight poverty and close the inequality gap in the world. It may sound too idealistic – but there is so much happening, so many people do work with one large goal – to make a difference and make life better. If you work in research and education, if you are surrounded by people with a positive mind set – preferably in a very international and global context – then I think you can only be optimistic and driven to work every day on positive things.

How do you perceive today’s Czech and Slovak Republics?

Both countries are still very young. I see both countries undergoing a generational shift. You can observe a push and pull dynamic between the old thinking and the new thinking; the past and the future. Young men and women that were either children or not even born at the time of the Velvet Revolution are becoming more involved, more interested in what’s going on around them and more liberated from old traditions. Again – I can only repeat myself, I am an optimist. I do see exciting times ahead – but it is a long process; it is not easy and not at all smooth. There are and will be many challenges, many failures – but I do believe that in both countries, there are people who are able and ready to take risks and contribute to positive changes. In my work, especially through my international collaborations, I interact a lot with young people from both countries – there are many dedicated, excited, hard working young people and every day, their goal is to move ahead, whatever challenges they have to face.

When we come to the topic of the US-EU scientific co-operation and its potential, is the glass half empty or half full?

It is definitely half empty. I am not turning into a pessimist here – but the status quo is really not suited and efficient for today’s global world. The funding systems setup in the US and in Europe have always been inward looking. There has been a very limited support for truly international collaborations in research and education and virtually no funding mechanism that would connect willing global partners. However, many national governments have recently started to realize that there is an untapped potential with many benefits for all involved partners. These efforts are growing and new programs are being set up. It is important that people interested in true international collaborations and global partnerships do not give up and simply charge ahead. From my own experience, I have to say that it has been frequently an uphill battle but a battle that one can – and should – fight because the results are really worth it. One has to be very vocal – I have been talking incessantly for very many years to anybody who would listen: researchers from universities all around the world, funding institutions/managers, government representatives, diplomats, attaches, ambassadors – any opportunity, I just take it and use it. Of course, you actually have to show results – once you have concrete examples of successful collaborations, it becomes easier. There are many exciting opportunities and I have been fortunate to be part of, or in charge of, many endeavors. The Czech and Slovak Republics have been trying to launch such efforts – and again, they have to persevere. Just because there will be ideas that may fail does not mean they should give up. Any failure or mistake is a learning opportunity – and will help you to fine tune your efforts, formulate better plans and forge better, successful collaborations.

You have been very active in the sphere of higher education, bridging various spheres together – municipalities, corporations, NGOs and universities. While such approach is common in the US, the Czech Republic still has a long way to go. What do you suggest to start with to bring about a change?

As I mentioned previously, it is the drive of likeminded people that get behind a mutual goal: setup a new program, new activity, new project, whatever it is, and go after it until you see results. The problem in the Czech Republic and Slovakia is that the societies have been built as sets of silos, a sum of entities that co-exist, but were never built to network/interact with each other. What I mean by that is a local municipality was never setup to collaborate on new innovations with the local university or high school to solve everyday problems and improve services for its citizens. No programs exist that would support such collaborations and if they do, nobody knows about them or how to go about taking advantage of them. Another example is that there is no mechanism where municipalities – large and small, NGOs, companies and the education sector can interact to bring new innovation ideas to practical implementation.

To bring about a change in such a system, one has to work from bottom-up and seek supporters/likeminded men and women to get behind one project at a time and use any medium possible to publicize all the sucess stories that there are. We have been cooperating on the new project of Youth Startup Festival in May 2018 in Brno.

Can you tell us more about this unique and truly revolutionary project?

The Youth Startup Festival aims to combine several elements that I mentioned previously. It links innovative ideas and projects with the next generation of young men and women, the millennials, and will try to demonstrate how to become a transformative individual in the modern society. There are many programs around the globe that try to invest in the education at the elementary, middle and high school level to teach young students to become comfortable expressing new ideas that support innovation and change, especially ideas that are high risk/ high reward so that young people become comfortable with and learn from failures. Plus, this festival will be located in Brno for a good reason. This region has been at the forefront of the innovation revolution and is an example from which many other regions are trying to learn how to navigate the world of innovation, research and collaboration in a silo-based society and how to find an effective way to implement changes and innovation; bring innovations to practice as fast as possible.

Your final words and a New Year’s wish or message for Czech and Slovak Leaders Magazine readers?

Let the year 2018 be even better than 2017.

By Linda Štucbartová

Czech and Slovak Leaders Exclusive Coverage of Mars 25 Years Celebration

Stéphanie Le Béchec, General Manager of Mars Multisales Central Europe; Bill Heague, Market Director of Mars Czech & Slovak Republics; Juan Martin, President Mars Multisales, and Pamela Mars-Wright, 4th generation member of the Mars family opened another quarter-century of active market presence.

Mars celebrated its 25th anniversary on the Czech and Slovak market and introduced its new „Sustainable in a Generation Plan“ at a gala evening held at Žofín Palace on November 15, 2017. The strong presence of external partners as well as senior Mars leaders marked the importance of the event in the region. Pamela Mars-Wright, representing the 4th generation of Mars family, was amongst the guests.

Both globally and locally, Mars has always believed its business will thrive and endure for generations to come only if the people Mars works with thrive, too. To highlight that, a creative panel discussion was held as part of the program hosting both internal and external experts including Pamela Mars-W right to share their insights on sustainability and generational change. The panel also presented a unique occasion to ask few questions to Pamela Mars-Wright.

Soňa Jonášová CEO of Circular Economy Institute, Bill Heague from Mars, Rostya Gordon-Smith, MINERVA 21 Founder and CEO PeopleIMPACT, Petra Průšová CEO of Kantar Insight CEE together with Pamela Mars-Wright and the host of the panel Linda Štucbartová.

How does it feel to be a fourth generation member of the Mars family?

It feels just normal, it’s all I’ve ever known. It’s great to be a part of this business, and I’m proud to be a part of carrying the legacy of my great-grandfather, grandfather and father forward. And, the the best part is knowing that we have a generation five and generation six – to continue that tradition. As members of the fifth generation are coming of age as adults, many of them are very excited to also have the opportunity to engage as their parents, aunts and uncles have done.

Pamela Mars-Wright, 4th generation member of the Mars family

Now let me ask about the change, because over the course of 100 years the business changed but also the family changed, so how?

Our business has changed a lot, it has grown, we have made acquisitions, and we have gone to a lot more countries. But I don’t think that the fundamental values of our business are any different today. It’s still the same roots. It’s a bigger business but we try to keep that family feel, regardless of how big we’ve gotten. And our Associates are making this happen by keeping our culture alive.

The whole event was also captured by Visual Coach company which provided graphic recording.

The Five Principles have guided Mars for generations and made Mars a company that is growing and thrives to make a difference. These Principles are: Quality, Responsibility, Mutuality, Efficiency and Freedom. My question to you is how you have managed to uphold these values, not only over one century but over so many countries and different markets?

People ask whether I grew up with the Five Principles. We may be a slightly crazy family, but not that crazy, so we didn’t have a sign in our house with the Five Principles on it. There is a couple of non-negotiables at Mars and one of them is the Five Principles, it’s what we live by. We all try to live them every single day as best as we can, both personally and professionally. And it’s worked very well for us. When we’ve lost track of them, which we sometimes have because we don’t do it perfectly all the time, we find our way back to those Principles and then we know we are on track again. Our Principles help us to be the company we are, but it all depends on our Associates striving to bring them to life every day. That’s what guides us and connects us all around the world.

Last but not least, you’ve recently introduced the “Sustainable in a Generation Plan”. You’ll invest over 1 billion dollars over the next few years to improve the working lives of 1 million people in your value chain. In the past you haven‘t been known to be a company that is very public. So, why now, and why in Prague?

Mars has always believed its business will thrive and endure for generations to come only if the people Mars works with thrive, too. Of course, our first focus is on our Associates, but we need to go even further to ensure that the people in our extended value chain are thriving as well – particularly the small holder farmers that grow the crops we use in our products. While the industry has been working on this as a whole, sometimes you have to step up and lead and be a catalyst for others to follow. And we as a family are very committed to sustainability. What we need is some uncommon collaborations, partnerships across industry and with governments and NGOs that will help to change the world and ensure that we still have a planet for our grandchildren and that the children of the small holder farmers in our value chain have a future. We have to do this now. By stepping up, hopefully others will follow and join us so we can make a difference.

By CLM

The 17th annual International Trebbia Awards Ceremony is coming!

Photo from the 16th Annual Trebbia International Awards

Dear friends of culture and the arts, we are pleased to inform you that the Trebbia Foundation in cooperation with Czech & Slovak Leaders are currently organizing the

 

17th annual International Trebbia Awards Ceremony,

this time affined to the 100th anniversary of the foundation of Czechoslovakia,

the Spanish Hall of Prague Castle on June 17, 2018, at 8:00 p.m.,

broadcast live on Czech Television and Slovak Television www.trebbia.eu

 

The programme will include a performance by Czech soprano Alena Miro and Slovak tenor Pavol Breslik, who will be accompanied by the FOK Prague Symphony Orchestra conducted by Rastislav Štúr. The world premiere of Symphonic Picture Trebbia 2018 composed by Varhan Orchestrovič Bauer will also be performed. Seven laureates from the Czech Republic, Italy, Mexico, Germany, Slovakia and Switzerland will be presented with diplomas and bronze Trebbia statues created by sculptor Stefan Milkov. Furthermore, the gala evening will include a traditional benefit auction of paintings by famous personalities, who are not the professional artists and lithography by Miroslav Pošvic “Balance”, which was exhibited at the North Pole. The proceeds of the auction will be divided equally between two selected foundations. The programme will be followed by a social gathering and buffet in the Spanish Hall.

See below for information about tickets!

 

Have a look at our exclusive photo coverage of last year’s event!

 

Thirsty Thursday Event

Kinnarps together with RICS sponsored one of the popular Thirsty Thursday events at Restaurant Mlynec right on the banks of the river Vltava, a stones throw away from Charles Bridge.

The event with Kinnarps participation was it’s third consecutive year and was attended by around two hundred guests who were served with delicacies from Mlynec, Cuban live music and rounded off with a DJ.

Daniel Meron

 

Digital diplomacy

 

H.E. Daniel Meron, Ambassador of Israel in Czech Republic

The fact that each interview is unique is hardly a surprising statement. However it was during my meeting with the Israeli ambassador that I experienced a role reversal; the interview did not start with me asking the prepared questions but Mr. Ambassador asking about me. I was able to experience firsthand the fact known to many: Israeli diplomacy, especially towards the public, is the best in the world. It came as no surprise that Mr. Ambassador, being not only a great speaker but also a very attentive listener, addressed the issues of my interests, beyond the originally outlined questions. Here you can expect some insights on digital diplomacy, women in technology and also a rather refreshing expat view on both Czech society and culture. Daniel Meron has previously worked at Israeli embassies in USA, Norway and Cyprus. In Washington, he was a commissioner for the Congressional affairs, which mediated relations between the Israeli government and the US Congress. In Norway and Cyprus, he held the post of deputy ambassador.

Mr. Ambassador, we started our interview talking about the changing nature of diplomacy in the 21st century and the role of Ambassadors without diplomatic passports, which was the title of my book and a subsequent series of the Czech and Slovak Leaders Magazine. These people are not diplomats yet, by being leading personalities in various domains, they promote and influence the image of a country abroad.

I see the role of such individuals growing and becoming more important. I can name few leading personalities representing Israel: Gal Gadot, an Israeli actress and a model, famous for portraying Wonder Woman in the DC Extended Universe movie; a violinist and a conductor Pinchas Zukerman; and an Israeli professional footballer Eran Zahavi, currently playing in Guangzhou, China. However, even many of my colleagues, being traditional diplomats, are expanding beyond diplomacy. One of my colleagues has just started culinary diplomacy at Twitter, as she likes cooking.

How has diplomacy changed and what is the right diplomacy for the 21st century?

I love this question. Just today, I spoke to our department of digital diplomacy. This department did not exist five or even two years ago and many countries still do not have this department. We put a lot of emphasis on social networks. This is just one example of changing diplomacy due to technology. I am known for challenging the traditional way of diplomatic reporting back via cables. I maintain that we should use more open communication. I believe that headquarters should go to my Facebook, Twitter and Instagram account to find out about my activities in the Czech Republic, rather than waiting for some formal large reports. I see the trend coming, it will take another five to ten years.

H.E. Daniel Meron with his wife Jill Meron

I have seen your Youtube message you used as an introduction to the Czech Republic (you can see it below). Is this the new way of introduction for each Israeli ambassador?

Each new ambassador gets a gift from the Ministry of Foreign Affairs. You get a team of a movie director, a cameraman and a writer of the script. You give them an idea and they prepare the story for you. I come from Jerusalem and I pointed out many similarities between Prague and Jerusalem. One of my colleague is from Tel Aviv, so he talks about the city of tomorrow, regarding the high-tech. Another colleague is a daughter of a Holocaust survivor. She talks about her story and what it means to her to be a diplomat, representing a Jewish state in Europe, having special memories and legacy.

How did it feel shooting a three minute movie and being a star in the spotlight, rather than a diplomat in the background?

It was exciting. It was great to have my daughter joining me for a beer in the market. I have shown this movie to many young people, as I go to schools very often. When young Czechs see this movie, they usually say that they did not have an idea what Israel was all about. I try to convey a message that Israel is a very modern, developed country, in the front line of technology and culture. Some people still had the image of a desert country with camels walking around. Yes, we have camels but we have much more modern features. My daughter is in high tech, now finishing her fourth year at the university, specializing in computer and electrical engineering. She works in Jerusalem in a company designing an autonomous car, also featured in my introduction video. Moreover, she volunteers in a special program at Hebrew University, called QueenB. A group of young Israeli women with high-tech backgrounds decided that there had been enough talking about the need to get young women into sciences, high tech and other technical disciplines, it was time to act. The university students now teach the high school female students, my daughter is teaching coding.

You have mentioned one thing I find disconcerting: the fact that young Czechs do not know Israel. How is that possible, given the fact that the Czech Republic is the closest ally of Israel in Europe? The Czechoslovak and Czech Israeli relations have very long and deep roots. Did we fail to pass on the common history to the younger ones?

I do not wish to compare one generation to another. I believe that the young people know a lot thanks to social media. The Israeli band Lola Marsh had a concert in Acropolis and it was totally sold out, even though it was their first visit to Prague. The culture is known thanks to the personalities. It is rather due to the complexities of the politics in the whole region that makes it more confusing. Let us not forget that during the communist times, it was also challenging to get to the right information. We have to go even further back in time, to Tomas Garrigue Masaryk, his fight in Hilsner affair, him coming to Palestine in 1927 and then the sad history of the Holocaust and its survivors and Jan Masaryk and his fight for the State of Israel, helping displaced Jews come then to Palestine and then sending arms. All this information used to be shared within a generation concerned. Now, it is up to us to teach the younger generation also about these historical events.

H.E. Daniel Meron with Karla Šlechtová, current Czech Minister of Defence

What do you personally do to bridge the knowledge of culture with the knowledge of shared history?

As I mentioned, I visit many schools, I show my introductory video and then I have a presentation. I usually talk about the great relationship between the two countries. I tend to mention three specific examples. Our two countries have a great cooperation in the field of water technology; the Czech Minister of Environment came to Israel has met me and shared his concern about the lack of underground water the Czech Republic is facing. At first, I thought it was a sort of a joke. A country with abundant rainfall, snowfall, with green hills, forest and pastures is coming to a desert nation, asking for advice? It is true that Israel is among the top countries with regards to water technology and water management, practices such as drip irrigation, desalination, reuse of water for agriculture etc. In September 2017, a delegation of 50 people went to Israel to learn about water technology. On the other hand, the Czech Republic can help Israel with ideas for solving the issue of water pollution. ŠKODA AUTO and the automotive industry is the second example of our mutual cooperation. The automotive Czech industry can connect to the digital industry in Israel. They both complement each other. In Israel, there are more than 150 start-ups producing various technological solutions for the automotive industry, such as radars, communications, smart batteries, sensors etc. ŠKODA AUTO will partner with an institution in Tel Aviv and will open an innovation center. By the way, ŠKODA is the third most frequently sold car in Israel. Cyber security is the third domain where we have great exchange of communication and cooperation.

It is often mentioned that the Czech-Israeli relations are the best in history. What can be done to improve already strong and stable relations?

In short, we are further exploring the cooperation that will bring the best from both countries. High-tech, start-ups and scientific cooperation are other areas where we can progress a lot. I know that Czech scientific diplomat, Mrs. Mikolášová, is also featured in this issue, so you are familiar with the exact details of our cooperation in this field. The next topic that is becoming very relevant, is the future of smart cities. And I could continue with many topics from the sphere of economy or commerce which can prosper thanks to mutual cooperation.

How do you like the Czech Republic?

The Czech Republic is a beautiful country. I find the people very friendly and I appreciate the fact that they are friendly and positive toward my country, Israel. Czech culture is not affected by antisemitism. I arrived nine months ago and I have listened to the advice of my friends, recommending me to visit also the countryside. I am proud to say that I have been to all 14 regions. Every second week I leave Prague to get to know the people, visit ancient Jewish synagogues, monuments and cemeteries, attend schools or universities. I love doing that. There are many beautiful places and a lot of Jewish history that is still not very known.

This is also my advice to other foreigners coming to the Czech Republic, make sure you explore the whole country.

 

By Linda Štucbartová

Photos: Archive

 

 

 

Andrea Vadkerti

 

“My life-long talk show”

 

Andrea Vadkerti, Executive Coach

I have a lot in common with my friend and colleague Andrea: coaching and writing, interviews with wellknown personalities and the desire to support women in their careers. Andrea herself has presented not just many hundreds of Slovak news reports, but also major interviews, including with such personalities as Placido Domingo and Niki Lauda. She left television suddenly in order to prioritise her marriage. She left not just her job, but also her native Slovakia, following her husband to France. She currently lives and works in Singapore. She has moved from the highest levels of journalism to the highest levels of business. As Executive Coach, she focuses on neurobehavioral modelling and accessing the emerging business development.

Does this all sound like a story from a pulp author? Well you shouldn’t be surprised, as all famous writers agree that the best plots arise from life itself.

Some may remember Andrea Vadkerti as a presenter on Markíza Television, which she joined in 1995 after winning an audition of over 5000 candidates. During her television career, she also managed to study International Finance and European Law at Faculty of Management Comenius University in Bratislava. She presented the main news on Markíza until 2000. Despite her heavy workload, she missed the opportunity to be creative in her role as presenter, and so in addition to the news she also presented a radio talk show. She left Markíza in 2000 when her then-fiancé was starting the rival TA3 television station. She helped him to create this new television channel, which was described as Central Europe’s CNN, but did not join the channel because she could not imagine working for her partner and for her boss and manager in one person. She then penetrated the world of business, taking on the post of Head of Communications and PR in Slavia Capital between 2000 and 2003. She penetrated the world of mergers, acquisitions and trading while also meeting her current husband.

In 2003, she accepted an offer to return to the television studio, this time for Slovak public television RTVS. This marked the start of the risky, but she says most interesting, “Vadkerti talk show” format, in which RTL journalists were also involved. She broadcast her final talk show during her eighth month of pregnancy, something which involved an in-depth interview with three female murderers and an 80-member audience made up of other prisoners. The fact that Andrea does everything to the full also applied for her career break, when she focused on her children and family, with her son Raphael joining her daughter Sophie within 13 months. Again, she was missing creativity and continued writing scripts. In 2007, she returned to the media, with another offer from Slovak Television. Once again, just one career was not enough and at this time Andrea began to work in coaching, receiving her first international certification. In 2010, she returned to TA3 to launch her new interview show, Portret. She received the Journalism Prize for Best Interview in Electronic Media two years in a row for her in-depth interviews with the rescuer of Jewish children, Sir Nicholas Winton, and legendary CNN host, Larry King. Next year, French television channel Arte will be broadcasting her interview with Pierre Richard as part of a jubilee documentary on this unforgettable comic.

2018 marks not just 100 years since the founding of Czechoslovakia, but also 25 years since the dissolution of the Czechoslovak Republic.  Andrea, you were born in Czechoslovakia, and then you became a citizen of the Slovak Republic, you’ve lived in France and now you work in Singapore. What is your identity? Czechoslovak, Slovak, European, or do you see yourself as a citizen of the world?

As Adriana Sklenaříková has said, I was born in a country which no longer exists. In a Hungarian family in the south of Slovakia. My mother tongue is Hungarian, and I was taught Slovak at school. English has become my language at work, and French is a language I have worked on through my heart and life in Nice. I am a citizen of the world with the blood of old Europe coursing through my veins.

Imagine looking at your biography in the introduction as a journalist. What would the first question you ask be? And what would your response be?

I would probably be interested in each new beginning. What it’s like to keep pulling the rug out from under yourself and try to do something you’ve never done before. The first commercial television news, the first daytime talk show, the first non-dubbed interview with a foreign figure, the first neurobehavioral modelling coaching in a land which does not even have a professional term for this speciality. And the response? It is incredibly exciting to be an experimenter and adventurer in your profession. To believe in something and go for it. Your belief drives you, you play your cards on luck and talent. There’s no waiting, only doing and success is not guaranteed.

Okay so now to my questions. While they say cherchez la femme, from your experience up to now, it seems that you have often instead responded to your partners’ situations. At the same time, you have managed to keep your own identity. What has been your underlying mission?

I’ve never lost my head because of my career or relationship. Whether I’m doing something or believe in something, I go for it. But not to extremes. When one thing got the better of me I have moved on to something else. And that has always helped me stay unsinkable.

I get the impression you have missed the space for creativity in the roles you have held, whether as a presenter or even mother. What brought you from writing to coaching?

Coaching and presenting have a lot in common. You pose open questions, you seek various perspectives. You are driven by curiosity and you are constantly finding out more. Except that coaching takes place in complete intimacy; in a television interview you try to induce intimacy, but the whole world is watching you. Writing is a highly intimate affair. For me, when I’m in complete concentration it has always been a kind of meditation. Creativity is my escape from everyday reality.

How do you see yourself as a coach?

I see myself as a consultant who knows when to call upon coaching as the best tool to achieve an objective. With my client, we might be focused pragmatically, dealing with a problem resourcefully. Complexity and finding a solution is our platform. As I’m coming from background in neuropsychology, this is an opportunity for me to literally change the client’s paradigm of thinking. To open up new worlds to them. I am witnessing my clients becoming more humans every single day.

How do your clients describe you?

An open minded, pragmatic, someone who can hit the nail on the head, unravel a problem. Holistic, disciplined, understanding. These are the kind of characteristics I see most in my reviews.

They say the media is addictive. Do you miss the shine and fame of the television studio?

I don’t miss the television studio so much as the opportunity to spread valuable ideas through the media. Many times I come across someone and I tell myself what a great interview we could do, how many people could get a really meaningful message …

In your experience, is a double-career marriage possible?

Yes, but both of you have to be willing to sometimes sacrifice your career for the good of others. Your career is not a dictator.

Three years ago, you moved from France to Singapore. What other chapters in your life are you planning to write?

I’m literally writing one now. I’m writing a book on the power of the ego and how to live with it. It is a compilation of my own true stories and those of my clients and neuroscience. In Singapore, I have everything I need to complete it. My ten-month old third child Philip is slowing me down a little right now. I’m trying to enjoy all the times I have with him. We’ve also begun Atairu leadership training for women and the Odyssey mentoring programme.

Your final message for Czech and Slovak Leaders readers?

When ego shuts down to silence, your heart starts singing.

By Linda Štucbartová

Thomas Melios

 

“We face obstacles head-on”

 

Thomas Melios, CEO, DMHERMES Trade

You began by importing Greek food to the Czech Republic; when did the idea of producing your own products come about?

I’d had the idea of health bars in my head a long time before. I often – at home, while doing sport, on my travels – thought I needed something healthy and tasty to give me energy always at hand. I’d first thought about kolaches made with dried fruit and nuts, but in the end practical bars won out. I came across them when visiting the USA and Australia, where there is a really diverse and very inspiring range of such bars.

Over the course of the whole process, I bore in mind the vision of producing a healthy energy bar made of purely natural ingredients which doesn’t just provide fast energy at times of increased activity, but also gives your body the vitamins, minerals and fibre it needs in the right amounts. I decided our company would only use the highest quality ingredients and would take maximum care to ensure the bars had a unique taste as well as functional benefits.

What obstacles did you come across to begin with?

Probably mechanisation. Moving from small manufacturing to the world of industrial equipment. Getting out of the “kitchen” into production sites, coming up with our own know-how and beginning to produce in large quantities. The production process is very complex and its development is a never-ending affair. Similarly, expanding distribution was not easy – we are a local Czech company and “small” compared to multinational companies, so negotiations with retailers was difficult; in a number of cases we simply said outright that we would not go down their route – high listing, facilitation fees, etc. Our determination and hard work paid off and you can now find us in almost all health food stores, and also in DM drugstores, Tesco and Albert supermarkets and I’d say Starbucks is the icing on the cake.

From 2015, we began expanding into neighbouring countries – mainly Slovakia and Poland.

How do you see the current political and economic situation? Is it helpful to entrepreneurs?

I perceive the growing Czech economy positively, like other citizens. In terms of the political situation, I regularly vote in elections but I’d rather not comment on the political situation. What I should note, however, is that I think bloated bureaucracy at a national and European level is a fundamental problem for the business environment, and it slows down development for all of us.

The current situation in the labour market is difficult for employers. How are you managing to attract new employees?

We don’t perceive this problem in our sector, and specifically within the Krnov region; I have never yet had the experience of having to work hard to attract new employees. I try to secure the conditions such that I and my employees are satisfied and everyone feels I appreciate the work they do.

How do you perceive the hot topic right now of double food quality standards?

My opinion is that the state should not get involved. I think most intervention ends up backfiring on those it was originally designed to protect – the customers. I believe that customers should make their own decisions on the quality of the food they buy, how much they spend on food and how healthily they eat.

You chose the health food segment which is very popular today – organic, raw food – did you realise when you began the upsurge would be so big?

I must confess that I had the feeling the segment would become very popular, and that has happened, but I remain convinced the main upsurge is yet to come.

It should be added, however, that you can’t just stick an Organic label on a product and hope it sells itself. The whole process is much more complex – we begin right with the selection of pure natural ingredients. Then in developing the recipe we base ourselves on the latest findings in health and active lifestyles. We carefully select high quality natural ingredients and in order to preserve the maximum amount of vitamins and minerals, we don’t heat process our products in their production. Our products contain no additives and are not just a source of great taste, but above all they keep the human body and mind in perfect physical and mental balance.

Which of your products is the most successful, and why?

It’s hard to answer that question; we like all our products, each of them has its own story. Both the chocolate and fruit varieties of our Bombus bars are very popular. The date syrup and now also date paste make it popular – these are great ingredients to use in raw confectioneries. Our portfolio is so diverse that we are grateful for almost everything we have managed to show success in, and we don’t intend to abandon this.

What are your development plans for the future?

We’re planning loads; space currently limits us, but we are a very active and hard-working team so we face such obstacles head-on. We absolutely want to continue on the path of producing healthy and tasty food at an acceptable price. We would like to work on developing innovative products and spending time on the health food segment, which we want to be able to offer to the widest possible spectrum of customers.

How do you see yourself as a leader in your company and in your sector?

From my perspective, you’re not born a leader, but become one through hard work and diligence. You need results to be a leader; without any you might be a boss, but you won’t be a naturally respected leader your colleagues can rely on in an emergency. That’s the idea that I’m trying to pass on to my people, to my team. I’m not engaged socially or politically and I don’t plan to be in the close future due to my work and family commitments.

Long story of Kurz: ‘Austria You will be Macronised’

Sebastian Kurz

“There is a claim constantly circulating the EU: ‘multiculturalism is dead in Europe’. Dead or maybe d(r)ead?… That much comes from a cluster of European nation-states that love to romanticize – in a grand metanarrative of dogmatic universalism – their appearance as of the coherent Union, as if they themselves lived a long, cordial and credible history of multiculturalism. Hence, this claim and its resonating debate is of course false. It is also cynical because it is purposely deceiving. No wonder, as the conglomerate of nation-states/EU has silently handed over one of its most important debates – that of European anti-fascistic identity, or otherness – to the wing-parties. This was repeatedly followed by the selective and contra-productive foreign policy actions of the Union in the MENA, Balkans and Ukraine.” – wrote prof. Anis H. Bajrektarevic in his luminary and farsighted essay Denazification – urgently needed in Europe .

Last two parliamentary elections in Central Europe are indicative enough: Europe inevitably loses its grip over the grand narrative, fatherly eroding its place in history. Hereby a few lines about the latest of them.

Sebastian Kurz, 31, is likely to become Austria’s new Chancellor following the 15 October election. He would be the youngest-ever head of government in the European Union and to many of his supporters will be seen as a bold new face ready to lead Europe through and past the ongoing crises over migration, integration, fiscal authority, and identity that have dominated European politics, within and without the EU, in recent years. A new leader of Europe’s populist right is likely on the horizon, yet he has received little international attention compared with candidates such as Marine Le Pen or Nigel Farage who were always long shots.

Kurz’s Rise – Aus Iuridicum

Rapidly rising through the youth wing of the Austrian People’s Party (ÖVP), Kurz was elected its head in 2009 and then promoted directly into the party’s upper echelon in 2011 when he was named to the newly-created post of state secretary for integration at age 24.

From the earliest days, Kurz embraced a populist right-wing worldview although he initially steadfastly avoided divisive rhetoric that could have derailed his rise. Kurz used his post as state secretary to publicize these ideas, while also astutely employing the leeway afforded by his youth to take positions deviating from the ÖVP platform.

In 2013 Kurz was elected to the national legislature, also winning the most direct ‘preference votes’ of any candidate and a third more than the ÖVP’s then-head Michael Spindelegger. The ÖVP received less overall votes than the Social Democrats (SPÖ) and again went into government as the junior coalition partner. Kurz was rewarded with the second-highest post of any ÖVP leader when he was named foreign minister.

Austrians see themselves both as core members of the ‘West’ but also as traditionalists and the inheritors of a unique culture. The historic heft of the former Austro-Hungarian Empire, a separateness from Germans and Germany that was cemented by the divides caused by the Enlightenment and birth of Protestantism, and steady decades-long growth in income and living standards all have served to shape an image of Austria and Austrians as reasoned yet traditional, sober yet dandy, and reserved yet welcoming. It is precisely in this image that Kurz has tried to cast himself.

Even Kurz’s critics are quick to acknowledge that from the beginning of his career he had a remarkable ability to gauge the prevailing zeitgeist, all the while grounding himself in the core Austrian conservatism that the ÖVP represents. In contrast to populist politicians who have at best half-convicningly attempted to portray themselves as outsiders, Kurz embraces the fact he has had his sights set on a political career since his youth. Kurz recognized the quickest route to ‘authenticity’ was to never speak the word.

Kurz, the Foreign Minister

As Foreign Minister, Kurz was able to play host and diplomat to Austria’s wide variety of partners. He also judiciously avoided controversy in mainstream international media. On issues where Kurz would perhaps have been more vocal, he accepted his role as a government minister and did not speak out overly loudly when he disagreed with his party’s leaders, while tweaking those of the SPÖ, the senior coalition partner, in a way that did not offend Austrian sensibilities.

Kurz’s four years in the foreign ministry saw a series of regional and political crises, attesting to his political skill. Three months after taking office, Ukrainian oligarch Dmytro Firtash was arrested on a visit to Vienna on the request of US authorities. The arrest came two day’s before Moscow’s controversial referendum in Crimea and struck at the core of domestic politics in Ukraine, where Firtash long played an outsize role. Yet Kurz did not shy from being thrust in the spotlight, in fact he appeared to be hungering for it, with the then-27-year old even offering to mediate Russia and Ukraine’s disputes over Crimea.

Kurz ultimately backed sanctions, sensing the prevailing winds in Europe. However, he was vocal in calling for European business’ interests to be considered even before Italian, Hungarian and Cypriot politicians subsequently took up such positions. The move played well domestically in Austria, where many criticize great power games, perhaps with a slight, albeit unstated view towards the rearview mirror given their fatal role in Austria’s own history. Austria’s Raiffeisen bank also derives most of its profits from Eastern Europe and is the largest foreign player in Russia’s banking market. Russian President Vladimir Putin also travelled to Vienna in June 2014, his first post-Crimea visit to a Western country, with Kurz vocally defending the invite and signing of a controversial pipeline deal at the same time EU and US officials were deliberating sanctions on Russia’s energy sector.

Kurz’s time as foreign minister also coincided with Europe’s migration crisis, which was nearly simultaneous with his push towards the spotlight when he backed the stance of Austria’s eastern and southeastern neighbors even while then-Chancellor Werner Faymann waffled on the issue. By February 2016, Kurz was publicly embracing not only the positions of Warsaw, Budapest, and Ljubljana, but their rhetoric as well. In March 2016, Austria had closed its borders to most asylum seekers. By the end of May of that year, Faymann resigned. He was subsequently replaced by Christian Kern, the current head of the SPÖ.

Kurz took advantage of the weakness of the senior leadership within the SPÖ and his own ÖVP to push his personal agenda and reputation to the fore. Kurz has even sought to use the largely-symbolic rotating chairmanship of the Organization for Security and Cooperation in Europe (OSCE), which Vienna holds for 2017, to promote his political agenda. Kurz was bold enough to broadcast this intention, declaring in an interview with Der Spiegel that he would use the post to push for the lifting of sanctions against Russia. He has also used the platform to again propose he mediate a solution to the conflict in Donbas, even writing an English-language op-ed for Politico on the subject this September. Demonstrating Kurz’s eye for the future, however, a number of senior staff members have left Kurz’s Foreign Ministry since the start of the year, promoted as Austria’s new ambassadors to some of its leading partners. A further major reshuffle is expected after the election, a possible indication that Kurz will continue to cut a prominent figure on the international stage. 

Kurz, the Candidate: Dressed to Impress

A year after Faymann’s resignation, the Kern government collapsed, prompting the elections that will be held on 15 October. The interim period saw the contested and contentious 2016

Max Hess is a senior political risk analyst with the London-based AEK international, specializing in Europe and Eurasia.

presidential run-off election, in which the initial result was annulled and the far right Freedom Party’s (FPÖ) Norbert Hofer was narrowly defeated by independent candidate Alexander Van der Bellen. Kurz had refused to endorse either candidate. Yet it was the fact that the run-off featured neither a candidate of the SPÖ nor the ÖVP for the first time that appears to have most shaped Kurz’s current candidacy.

Van der Bellen, an alumnus of Austria’s relatively minor Green Party, was seen by many on the Austrian right as nearly as radical as Hofer. The Austrian presidency is also largely symbolic – although Hofer’s platform included steps that would have been unprecedented by the Austrian executive. As a result, there was little domestic political cost to Kurz remaining neutral.

The lack of an SPÖ or ÖVP candidate in the final round highlighted the shifts underway at the heart of Austrian politics, and the weakness of then-ÖVP leader Reinhold Mitterlehrner, who stepped back in May, enabling Kurz’s ascent.

Kurz, however, attached a number of conditions to the proposal that he lead the ÖVP. The decades-old party fell in line behind Kurz quickly, even agreeing to campaign under the joint branding of ÖVP and ‘Kurz List – the New People’s Party’. Kurz’s image, rhetoric, and bold proclamations on the campaign trail have put the party comfortably in the lead in the polls.

The lead Kurz maintains in the polls has come primarily at the expense of the far-right FPÖ, although incumbent Chancellor Christian Kern has done his party no favors following a series of scandals. Kern’s SPÖ is polling behind the FPÖ in most polls and he has declared that he would prefer to lead the opposition than re-form a coalition with the ÖVP.

Kurz and Kern’s relationship was already poor but the latest scandal around the SPÖ alleges a controversial former election advisor set up social media pages aimed at besmirching Kurz, only dampening the possibility for a renewed coalition. Yet Kurz also knows the difficulties inherent to forming a government with the FPÖ, despite having adopted much of its rhetoric in his own campaign. Such a government could come under some degree of EU censure, as it did the last time the ÖVP and FPÖ formed a government in 2000. The FPÖ then was the larger of the two parties but would undergo a series of splits while in government.

Although the FPÖ of today has long since coalesced under the leadership of Heinz-Christian Strache, it too will be wary of a coalition with the ÖVP, albeit less over concerns of an EU rebuttal than over Kurz continuing to encroach on its political space.

Get Shorty – the Chancellor? the future EU Commission President?

Kurz is likely to become Austria’s most prominent Chancellor on the international stage in decades. His willingness to be outspoken and take on issues far afield from Austria steadily grew during his tenure in the foreign ministry. Beginning with his early proposal to mediate between Moscow and Kyiv towards the end of his term, he was sufficiently confident to publicly endorse incumbent Macedonian Prime Minister Nikola Gruevski ahead of that country’s December 2016 election.

Kurz’s alliances in the Balkans and Eastern Europe are extensive and he was one of the few leading EU politicians outside the region to defend Hungary’s crackdown on migrants and refugees. Kurz’s economic policies are more traditionally liberal than those of the Visegrad Group but are also tinged by his populist bent. Nevertheless, he sees himself as a leading exponent of the same cultural conservatism embraced by leaders such as Viktor Orban or Nigel Farage. He is telegenic and well-spoken and has shown a knack for youth politics, of particularly importance in Austria where the voting age is 16.

On 8 May, France elected Emmanuel Macron as president in a vote that many hailed as a landmark victory for Europe’s centrist establishment. On 15 October, Austria is likely to elect Kurz as its next chancellor, in a vote that the populist right will hail as its own landmark victory.

By Max Hess

In cooperation with IFIMES

Kateřina Bečková

 

“I wanted to secure the best possible education for my children”

 

Kateřina Bečková, Founder and Executive Director, International Montessori School of Prague

The story of the International Montessori School of Prague brings together a number of fascinating worldwide trends. The first of these trends is glocalisation – a combination of globalisation and localisation, with the American Montessori Society global accreditation creating a framework, while the school is also adjusted to the Czech environment and conditions. Kateřina Bečková, founder and executive director says: “We have to, and we want to, meet not just the American accreditation standards, but also take into account the Czech environment and its distinctiveness. Children from 27 different nationalities attend IMSP, but half of our children are from the Czech Republic. As such, our curriculum must not just accommodate the European metric system, but also the method of teaching mathematics, for example the method of multiplication and division which is specific to us.”

The second trend I would like to note is that Kateřina is an example of what one could term a “self-made female entrepreneur”. Female entrepreneurs offer something specific. In contrast to men, who focus on doing business in fields which are perceived as economically beneficial such as construction, electronics and IT, women more frequently focus on doing business in social services or small retail. This female type of enterprise is often at a disadvantage in terms of access to funding and technologies, while it is also highly regulated by complex laws.

A third major trend is the issue of leadership and education. At the start of the new school year, the Czech Management Association published a report stating that the Czech Republic could become more competitive if it had more self-confident leaders. The standard Czech education system does not consider working with leaders, despite research which suggests that the key characteristics of future leaders can be developed mainly up until a child’s 10th birthday!

Kateřina Bečková founded the private International Montessori School of Prague in 2002. The spark for doing so was an endeavour to secure high quality education for her own three children. Over 15 years, IMSP has become one of the best schools in the Czech Republic with places for 110 pupils aged from 15 months to 13 years. Today, the school employs 16 full-time teachers and 4 part-time teachers. As well as preschool and school education, IMSP also provides after school play and other clubs. The teaching staff includes specialists in art, Spanish, drama, music, physical education and library science amongst other fields.

Kateřina put her energy, vision and herself into building the school. When you meet her, you would hardly believe that this naturally shy woman is the director of a major educational institution and her mission is to bring an integrated and holistic approach to education to prepare children for the future. Kateřina is one of the greatest Czech experts in education and the Montessori method, having achieved the necessary training while running the school. She originally studied economics, and subsequently completed a master’s degree in Special Education. She has completed the Montessori Leadership programme and continues to learn about leadership in the Czech Republic and abroad.

Kateřina, IMSP celebrated its 15th birthday in spring 2017. How do you look back on this time?

I take stock. As you noted, my kids were my main drive for founding the school. But they’ve already finished school and I am pleased that they are so well prepared for further studies and for life in general. I still love working with kids, which gives me great satisfaction and I am proud of our school and the stable and professional team I have managed to build up. I think we have achieved the optimum in terms of size and operation. I don’t plan to expand the school with additional branches, nor do I want to increase the number of pupils in our classes, or increase the number of classes. I think we have gone through the difficult phase of building up the school, and we have constructed a solid foundation. Now, we want to focus on further increasing quality. We enjoy continuing to work on communication, focusing on increased effectiveness, and achieving sustainable results. I think that this kind of work is a great reward for me. Most recently, we have been focusing on defining a new mission, the values linked with that mission, and how to put them into practice.

What are you most proud of in relation with IMSP?

Of all the accreditations we have achieved, because we are the only American Montessori Society fully accredited school in Europe. Our most recent accreditations, both American and Czech, gave us top marks. The fact we are full to capacity demonstrates our quality and popularity. I couldn’t achieve that alone; I rely on a stable, professional team of accredited colleagues. I am also proud of our premises; our school has a large garden over 4000 m2 in size next to a wood. We have an aviary in the garden, fruit bushes and trees and a vegetable patch, and looking after our plants and animals is an integral part of our teaching. Last but not least, we are successfully building a community of parents and school advocates who are spreading Montessori education principles further throughout Czech society.

There remains great interest in Montessori in the Czech Republic. The method is suitable not just for children, but also for older people. In July this year, Prague hosted the International Montessori Congress. For those who didn’t take part, it was a prestigious event which takes place once every four years, with 2000 participants and more than 100 experts from around the world visiting the Prague congress. What makes Montessori different?

It’s important to realise that the Montessori method is not just about tools, but above all about the approach. One pitfall here is the fact that the Montessori method is not a copyrighted patent so, often, schools purchase the tools and immediately put “Montessori method” into their name. The Montessori method is about the philosophy and putting it into practice, about the ability of the teacher to manage to work with both the whole class and with individuals and about seeing the unique potential of each child. The tools themselves are secondary. Another challenge is the fact that many Czechs advocate traditional educational methods and it is difficult for them to entirely trust a new approach based on free choice. There is a general prejudice that the Montessori method means chaos, but actually the opposite is true. We have to work to balance the expectations and boundaries while offering free choice.

IMSP is a leader in bringing new trends to education. Which trends do you think are fundamental?

I think there are three fundamental trends: recognising your own unique talent, the ability to cooperate and a love for education. When interacting with children, we focus on holistic child development, helping them to grasp and also express their uniqueness. We teach children not just to solve problems, but also to cooperate effectively. Today, individual development and assertion is often stressed, but without interaction and effective cooperation with other individuals you cannot do anything on your own in society. Montessori is based on the principle of “help me to do it myself” from an early age. Even the youngest children take part in cleaning and tidying and the preparation of snacks; they are much more independent in communication, and also hygiene habits and the ability to look after themselves compared to their peers. We focus on the different components of intelligence – social intelligence, emotional intelligence, bodily/kinaesthetic intelligence and moral intelligence. We work with four key values – respect, consideration, responsibility and kindness, and we place great stress on overall integrity. Last but not least, we make appropriate use of technology which is going to play an even greater role in education.

How do you see yourself as a leader?

We use the Talent Dynamic profile tests at school, meaning we build on the natural talent of individuals, not on acquired skills. Using this approach, my profile is “Trader,” and my leadership is based on long-term relationships, care for others and building a community. My approach is to undertake individual actions together with a team. People can rely on me; my door is always open both to my team and to parents. And now I’m learning to delegate more; I want to focus more on strategic decisions and spend less time on day-to-day operations. As I said, I’m looking forward to sharing everything we have managed to build with the wider community which we are helping to build.

What advice do you have for parents of school children in relation to the start of the new school year?

I’m an advocate of good routines which can save time and energy. Take enough time to sleep and then for your morning, your breakfast, journey, so you aren’t stressed every morning. Trust your school and children and make enough time for them. Especially at the beginning, don’t just speak to your children, but also the teachers and school management. You are our partners and we are here for you.

What are your plans and vision for the future?

My mission is to bring a holistic approach to education in which every child can express their uniqueness. Specifically, I am trying to bring the above discussed Montessori methods of education to our country so that we can truly activate the uniqueness of each one of us. I have already spoken about the community of parents and advocates we are building, and we are preparing a series of educational workshops for them. We want to focus more on working with our youngest children, where we see the greatest potential. We want to provide parents with a detailed guide for creating a Montessori home environment. And, of course, we will continue to evaluate and improve all our approaches within our holistic approach to education. One of the problems of Czech education is not just its focus on knowledge, but also how rigid it is.

By Linda Štucbartová

Everlasting Hope: Gustav Mahler and Terezín Composers

In August, a new musical Institute of Terezín Composers was founded and its first concerts were organised in the small Czech town of Terezín as well as in Prague, supported by LOM Praha Trade a.s., PRE, a.s., and the City of Prague. There were 30 musicians composing in Terezín under the Nazi imprisonment – this year the festival focused on compositions of Pavel Haas, Gideon Klein, Hans Krása and Viktor Ullmann. The series of the four concerts culminated with Gustav Mahler’s First Symphony at the Wallenstein Garden of the Czech Senate and the festival also hosted a two-day professional conference focused on the topic of Terezín composers. The next concert is planned for the 1st November 2017 in Terezín.

Kateřina Vacková

 

“Our doctors are on a par with our Harvard colleagues”

 

MUDr. Kateřina Vacková, Loono. Photo by: Martin Faltejsek

Although she officially received her MUDr title at her graduation ceremony in Karolinum’s ancient Great Hall in July, Kateřina can boast of having saved 36 lives – cancer was discovered in 34 people in time through Loono’s preventive programmes, and two more people recognised they had serious heart problems on the basis of Loono’s new campaign. Kateřina founded Loono three years ago in order to promote the importance of self-examination, and awareness of and responsibility for your own health amongst the general public. She founded Loono based on her own experience as a patient, when at 22 years of age she was given that dreaded diagnosis: cancer. Kateřina set out to combat not just the disease, but also the low level of public awareness, particularly amongst the young. In 2016, Forbes nominated her amongst the “30 most talented Czechs under the age of 30”. Loono and its witty information campaign which does not frighten, but rather informs of the necessity to self-examine your breasts and testicles, drew the attention not just of young people, but also the general media. Over the whole time Kateřina was studying hard at the medical faculty, she had two jobs, one paid as a project manager and the other in Loono, unpaid until this August. During her studies, she undertook specialist placements in Austria and Portugal. Loono today comprises over 70 volunteers – educators and the main organising team made up of 10 collaborators. This year, besides completing her studies at Charles University’s First Faculty of Medicine, Kateřina also completed a placement at Harvard, undertook an inspiring trip to San Francisco and launched another campaign with the Loono team, this time focused on prevention of cardiovascular diseases. Each meeting I have with Kateřina is incredible inspiring. I admire how much energy this beautiful and petite young lady has in her, I listen with wonder of her vision and plans and I cross my fingers for her. Kateřina calls herself a citizen of the world, and her desire to change the world is not just a proclamation, but something she is demonstrating in real life every day and in every step she takes. I first met Kateřina at a talk for Oxford and Cambridge university alumni. Speakers are often nervous in front of an audience used to high-level debate, but Kateřina didn’t show it. She began her talk with the firmly posed questions: “When did you last have a preventive examination at the doctor’s? Do you know what examinations you are entitled to? And when did you last undertake a self-examination?” One might be so bold as to claim that Kateřina looks after fitness within her own team. As the organisation name, Loono, is not subject to declension as standard Czech words are, anyone from the internal team who says it incorrectly has to do three push-ups. Luckily this only happened to me once during the interview…

Kateřina, in July you got your MUDr title. What has changed since your graduation?

I’ll begin with the graduation. I was at the graduation ceremony, a wonderful occasion, with my whole family; it was moving and my parents were proud. Personally, I had been wondering for a while whether to do clinical practice after graduation or whether to concentrate on Loono. I think I would have felt bad not focusing on Loono. So I started in August, becoming the first person working there on a full-time basis, and now I’m enjoying spending every day dedicated to the organisation, and even in the first 14 days we have made incredible progress. We have expanded our team, we’re still recruiting, we have successfully applied for a grant and we’ve gained another sponsor.
Sponsors are really important for us right now; I’d like to be able to employ more people full-time and I would also like to expand the scope of our education, to focus not just on the general public but also to have the opportunity to educate medicine students who will then educate others. I don’t want them to have to take up part-time work in fast-food joints, but rather that they have the opportunity to acquire practice in the field they are going to be working in, while also receiving a certain remuneration to help them, e.g., in financing their student dormitories. Over the past two years when I have had the opportunity to work with medics, I have observed what experience they have gained and how this has subsequently helped them in their medical profession.

You yourself represent the emerging generation of doctors, and you have also had the opportunity during your placement to work in the hospital at Harvard University. What insights have you taken from the USA?

Positive ones. I believe in us, the new generation of doctors, but I also greatly appreciate the previous generation. Healthcare is at a great standard in the Czech Republic, well organised, compared to abroad we have markedly shorter waiting times both for examinations and operations. Since healthcare here is paid for from the public health insurance system, a comparison with the USA or the UK is not always appropriate, but even compared to countries with the same funding system we come out very well. Our doctors are skilled. I would advise the upcoming generation to support two areas in particular: interest in innovation, and also communication with patients. At Harvard I saw that although our American colleagues have better equipment

and a different style of work, our qualitative medical education and approach to patients are entirely on a par.

You didn’t want to stay in the USA; you returned to complete your studies and focus fully on Loono. In the meantime, however, you also stayed in San Francisco. What did you bring back for Loono from there?

I went to San Francisco on holiday to relax and practise yoga. I enjoyed the coffee bars and galleries. Naturally, I had loads of discussions about preventive healthcare in the USA, and I visited Silicon Valley in order to find out more about the latest projects and start-ups in the healthcare field. I received great feedback on our work and the results we have achieved despite our limited funding. Everyone around me supported my belief that we should expand Loono and its activities into other countries. I also had the opportunity to meet with Czechs working in Silicon Valley in some great companies or start-ups. The stories of people who have decided to set out and take up work in a foreign country for large projects are always a great inspiration for me. I myself have had this experience during my placements in Austria and Portugal.

What are you most proud of about Loono?

Definitely the 34 lives saved through prevention, and also my whole team. When I was beginning, I was worried whether someone would join me, would believe in my idea and spread it to the world with me. People want to co-operate with us; Loono is now perceived as a brand others want to work for, and we are given as an example of good practice in non-profit organisation communication. I’m blushing, but I’m glad we can inspire others in how to spread your own mission effectively.

Regarding prevention, do Czechs value their health?

I wouldn’t want to relate this question to Czechs alone. In general I think the situation is improving. People are seeking out health information on their own, are more open to changing their habits in regards to a healthy lifestyle, very often on the basis of a personal meeting. After my stay in the USA, I consider myself a citizen of the world, so I think everyone on this planet, regardless of race, gender and nationality, deserve high quality accessible information on preventive care. And this is the mission I’m now setting out into the world for.

Loono is a leader in terms of non-profit organisation communication, this interview is for Leaders magazine; how do you see yourself as a leader?

I personally still see myself as a junior leader. I’ve been leading Loono for under three years and I learn something new every day. Every bit of feedback I get from the team or people I work with through Loono also moves me forward. I also ask a lot of questions of older and more experienced businesspeople and mentors.

Leadership as such, for me, is about kindness and an individual approach. Only in this way can you support and motivate your team at the same time. A strong vision is also important, and your management and actions must follow this vision, both in your working and personal life. It would be very difficult for Loono to serve as an example of a healthy positive lifestyle if I myself didn’t exercise five times a week, didn’t meditate or didn’t eat healthily.

Let’s discuss your vision more; what will Loono look like in the coming years?

It will certainly become a global organisation, though I can’t give you a precise timescale. I myself want to find out more about other countries and their cultures, and I also want to help develop people. I think everyone needs to know about prevention, regardless of their country of origin. We can open this up anywhere where there is a medical faculty, and hopefully we will then be able to even in areas without one. And there’s more! Imagine some kind of Erasmus work programme being established in Loono for students who want to try working not just in another country, but also with other specialists from other fields to aid them in preparing for their careers. Loono is not just about medics; our team includes specialists in communication, PR, marketing, social media, HR and more. Team members can enrich each other. I want to help everyone equally, and I have great plans and also great self-confidence.

A final word?

Look after yourself in time, be active for the good of your body and for life in general. If my story and Loono’s message has touched you, then support us!

 

By Linda Štucbartová

Martin Herman

Martin Herman, President, American Fund for Czech and Slovak Leadership Studies

Martin Herman is the president of the American Fund for Czech and Slovak Leadership Studies (AFCSLS, www.afcsls.org), a fund of Czech and Slovak Americans dedicated to the pursuit of excellence in education in their old homeland. AFCSLS is a successor to the American Fund for Czechoslovak Refugees founded in 1948 by Dr. Ján Papánek, the first Czechoslovak Ambassador to the United Nations. The fund helped thousands of Czechs and Slovaks escape communism and settle in the United States. In 1976, Martin emigrated from Czechoslovakia to the United States. For twenty years he worked as an economist at the World Bank, later free-lancing on projects all over the world. His experience as a teenager, a university student in Prague, and later as a student in the United States convinced him of the importance of education, especially of a solid foundation gained in primary and secondary schools. AFCSLS gave him an opportunity to make a practical contribution. Martin conceived, developed and has been managing AFCSLS education programs since 2008.

In 2016 he became the president of AFCSLS, succeeding Henry Kallan, a longtime president and one of the fund’s most generous contributors. Martin studied at University of Economics in Prague in Prague and Cornell University and George Washington University in the United States.

Talent is a precondition for excellence. It tends to fizzle out without the desire, determination and discipline during formative years. Children need a system to help them develop their talent. This is the premise on which AFCSLS builds its education program. Martin brought in the Center for Talented Youth (CTY), Johns Hopkins University, a leading world authority on talent development, with the objective of establishing a CTY affiliate in Prague. This idea encountered immediate and massive local resistance. Influential experts on education labeled it “elitist, commercial and helping talented teenagers escape to prestigious universities abroad”. Martin persisted. Two years into the program, he brought in the Center for Talented Minds (CTM, www.ctm-academy.org), Prague non-profit, which has become the extended arm of AFCSLS. Only last year it has become possible with the help of CTM and RSJ foundation to secure the program for the long term.

Mr. Herman, before we get into the specifics of your program, please tell us first how you perceive today’s world?

Where do you want me to start? The whole world is confronted by massive and accelerating advances in science and technology. Yet, partly be- cause of failing education in too many parts of the world, many people are ill equipped for today’s world and the future. They have difficulty to cope, to hold their jobs, to secure a worthy purpose for themselves and their families. Often, they find purpose in money, amassing worldly goods. If they fail, they tend to blame others. They are vulnerable to voices promising easy fixes. Their leaders promise but fail to deliver compromised by special interest and unable to deal with mounting problems. Local and global conflicts tend to persist, fresh ones lurking around the corner. How will mankind cope with all this is in the stars. I believe knowledge, spirituality and strong ethical code bring more satisfaction than just money and consumerism. This is why I focus on education. It gives me an opportunity to help teenagers find their purpose, develop their talent and one day possibly make the world a better place for us all.

And how do you perceive today’s Czech Republic?

Czech Republic is confronted with much the same issues as the rest of the civilized world. Moreover, it is still struggling to recover from the nightmare of communism imposed on it by Stalin and helped by local useful idiots 70 years ago. There is no doubt with Marshall Plan and as part of Western democracies, Czechoslovakia today would be one of the richest countries in the world. Instead the communists made it one of the poorest. It is now back, member of the European Union and NATO. It is becoming more prosperous as time goes by. Still, years of communism and persistent Kremlin influence keep many confused and disoriented. Some even equate Brussels with Kremlin, perhaps because too often people have been betrayed. They mistrust their leaders. They tend to be suspicious of anything foreign, envious of natural talent, suspicious of success by others, and believe they have superior answers for everything.

Education is a key indicator of prosperity. Yet, education in the Czech Republic has been neglected at all levels for years. Teachers have the lowest salaries in the civilized world. Schools at all levels are stuck in the past. Boredom and disinterest prevail. Proposals for improvement remain on paper. Still, at all levels there are pockets of excellence but rather than others learning from them these pockets become targets of envy and abuse by those less capable. I have experienced it firsthand with our program. Disgruntled parents are taking matters into their hands starting private schools for their children. Those seeking superior university education prefer to study abroad.

You also have activities in Slovakia, do you perceive the countries being same or different?

They are similar. I am happy Slovakia is independent and becoming more prosperous. The Slovaks are more decisive. The Czechs favorite decision is “maybe”. The Euro is a case in point. The Czechs would debate the Euro forever waiting for some- one to decide for them. Slovakia is even more dependent on car manufacturing than the Czech Republic, a risk for both with robots taking over assembly lines and repetitive manufacturing jobs in the near future.

Education in Slovakia suffers from much the same neglect. However, Slovak teachers actually strike for better salaries. Czech teachers debate strikes. Perhaps the biggest difference is superior university education in the Czech Republic. About 25,000 Slovaks account for about 70% of all foreign students at Czech universities.

Mr. Herman, please tell us now more about your program.

We offer Czech and Slovak children opportunities to develop their talent, to accelerate and enrich their learning with CTM Online, Discovery Saturdays and CTM and CTY Summer. CTM Online is the most popular. It offers students 12-18 years of age online courses in English guided by experienced CTM instructors leading eventually to Advanced Placement (AP) exams of the American College Board. Students can choose from over 100 courses in mathematics, physics, chemistry, biology, computer science, and many other subjects. CTM Online is the only opportunity for students in Czech and Slovak public schools to measure their academic accomplishments directly with their peers in the rest of the world. Students find it highly motivating and rewarding. They really learn. Some schools integrated CTM Online into their school curricula. For the first time this coming school year, CTM Online will be used directly in class at three participating schools. CTM Online evolves from our long-term association with CTY to which we added Florida Virtual School Global (FLVS) and the University of Nebraska High School (UNHS); all prestigious online learning institutions, to provide effective, affordable and flexible ways to learn. Also, CTM offers its own online courses for younger students to get them used to online learning environment, technical English and instructor support. I keep scouting all the time for the best possible online content for our students.

What are the results of the program?

I cannot be happier with the results of our students. They excel in the most popular and the most demanding courses in the AP system of the College Board. AP courses offer college-level curricula and exams. They teach critical thinking, reasoning and learning through inquiry. Students gain detailed knowledge of key subjects, substantially improve their technical English and become well prepared for AP exams. By taking AP exams, they prove their interest, ability and determination to succeed in university studies. CTM is a College Board partner for administering AP exams at Czech and Slovak schools.

CTM students rank consistently among the best in AP exams earning on average a 4.06; much superior to the global AP average of 2.89 with “5” the top grade. Every year in May, more than seven million students from all over the world take AP exams. Over 1,000 CTM students have participated since 2011. Great results helped over 100 to scholarships and admissions to universities including Oxford, Cambridge, Yale, Johns Hopkins, NYU, MIT and others. Most students continue at Czech universities, some moving later to graduate work abroad.

Where are the biggest obstacles to achieve more support?

By now, CTM Online would be making a huge impact if most schools would be like the five we started with in 2011. These schools have excellent directors. They have appointed effective school CTM coordinators who inform students and parents, and with the teaching staff integrate CTM Online courses into the school curricula. These schools plus a few others are the most active, some with 15-20 students every year. This school year we expect about 350 students in CTM Online. We are immensely grateful for the support of RSJ foundation in sharing the program cost.

Our biggest obstacles are people – school directors, teachers, and some education experts (those with their superior answers). They are out of step with the times, resisting change, killing the natural interest of children to learn. We have visited most Czech and many Slovak schools; some many times over. When we come, they are excited promising to take part. After we leave, nothing happens. From some directors we even hear: “No, we do not have any talented students here”. Some teachers tell students: “Why CTM Online? Is my class not good enough for you?” These and similar stories we hear all the time.

How do you wish to see AFCSLS and CTM in 10 years’ time? (what is your vision?)

We do all we can to build CTM into a force for excellent primary and secondary education in Central Europe. We are making solid progress in difficult Czech environment, in Slovakia and with occasional interest elsewhere in the region. In four years, we would like to see 800 – 1,200 students in CTM Online, maintaining AP exam scores well above the global average. This year, we start preparations for AP International Diploma, equivalent to the International Baccalaureate (IB) Diploma but more flexible and affordable. Naturally, some education experts are suspicious of the idea. With no access to the IB program, many parents may find CTM Online ideal for their children. But first they would need to convince their school director. Our top priority is to hire the very best CTM Online instructors with salaries equivalent to top professionals. Instructors make a huge positive difference in students’ outcomes as confirmed by responses from students and parents in CTM Online evaluation surveys.

Your final words…

We would love to do much more to help Czech and Slovak children prepare well for the future. The best possible education for all must become the top national priority. We look all the time for partners and supporters to join us in our quest.

By Linda Štucbartová

 

Set Yourself F-R-E-E (not only while on vacations)

Lessons Learned While Travelling in the Summer to Make Everyday “Ordinary” Life Extraordinary

 

I love both summer and travelling.  It’s hard to say what matters more.  But summer and travelling is truly an ideal combination.  After many years, I was fortunate to be able to take three weeks to explore life in the beautiful state of Colorado, USA. I was not completely disconnected from work; I just switched into remote working mode.  During the first week, my children attended a summer camp, so I had a few hours between the drop off and pick up time for myself.  During the second week, we stayed with our friends so we had a busy schedule but we did not get to live a nomadic life on the road.  This came during the last week of our travels, when we stayed in six various places within eight days.

Reflecting upon my very intense yet pleasant experience I realized that there are four approaches that could be easily adopted into my everyday life, so I do not have to wait several years to experience the same sense of flow, exploration, amazement, appreciation of being out of my comfort zone and much more…

Focus.  I realized that I was much more focused during my vacations than in my working days.  Multitasking was simply not an option during the many challenging or exciting moments such as: driving to our final destination after 28 hours of travel (Prague – London – Charlotte – Denver) in the middle of the night to an unknown place (and being grateful that TomTom got it right this time!).  Likewise, driving a normal rented car on a dirt road for the first time to get to Lake Cataract hiking place required full attention.  This came easy when marveling at the views of various peaks, mountain ranges, continental divide and other natural beauties.

Relax. Even though I consider myself a cautious, informed yet flexible traveler, there were moments that I just had to accept force majeure.  Getting stuck at the top of the mountain after the gondola service was interrupted due to lightning and thunderstorm?  No problem! It was a great opportunity to have two glasses of Chardonnay and a nice chat with my friend.  The children exploited the situation well and the amount of money spent on ice-cream would probably cover a babysitter for several days.  However, it was worth it, as two working mothers enjoyed an unforgettable hour of meaningful conversation and a good laugh.  Arriving to the overbooked hotel and not getting the room you booked and paid for?  (yes, you guessed right, it was through booking.com), presented me with an opportunity to negotiate for a complimentary drink and meal and a day later I appreciated the right/upgraded room even more.  Last but not least, my plans to work on a book project got completely set aside.  I did some writing but rather than enjoying the process, I found it very laborious and frustrating. I blamed myself for not proceeding fast enough.  I decided to let it go and enjoy the present moment, going on hikes, exploring nature and doing NOTHING.  I spent one evening with a group of women, preparing a women’s  weekend seminar and sharing life stories.  Besides experiencing the notion of a global sisterhood (a term coined by Annie Lennox), as a side effect, I got some new ideas for the book project, this time in an almost effortless way.

Explore.  I love Eleanor Roosevelt’s quote, “Do one thing every day that scares you.” Being on the road guarantees being out of the comfort zone a lot.  I use the following motto when working with my clients, “uncertainty is the place where miracles happen.”  Walking around the Florissant Fossils Beds during rain, and later, a thunderstorm made all the photos and learning more valuable.  All of us being soaked, we enjoyed our time inside the museum, listening very attentively to a documentary about the area.  Discovering the beginning of the Rim track hike to the top of the hill in Snowmass village on our own was a moment to cherish and to be proud of. It also provided a great joke to share, we had asked a hotel concierge for the direction and we were guided to a local shopping mall as a worthwhile attraction instead.

Enjoy.  If I were to choose the most important lesson, I definitely want to keep a more relaxed attitude.  During vacations, I let go of perfectionism and  just try to enjoy whatever it is in the moment.  After buying the perfect hiking shoes, I badly kicked and injured my little toe.  For the rest of the trip, I was mostly hiking like a local, wearing sandals.  When we arrived to a bed and breakfast at the vineyards (this time not via booking.com but recommended accommodation based on a local guide), we found out that the only vineyards were at the sign post.  We simply asked the hosts to arrange an excursion to them and we got it, even after the closing hours.  Further on the road, I declared the 22nd day of our travels as a rest day.  Even though we were in Manitou Springs, a town offering many sights, museums, peaks and activities to explore and discover, we spent the day in a Sun and Water Spa, soaking in cedar barrels in local mineral water.  At the end, the journey is more important than destination, isn’t it?  We did not make it to Pikes Peak, we did not see the Wild West Museum.  I believe that there must be always a reason to return.

My family and I will remember many experiences of being in the present, surrounded by like-minded souls… such as celebrating my birthday surrounded by my family and friends and wearing my “birthday girl hat”.  We sang John Denver’s songs such as “Rocky Mountain High”, “Country Roads” or “Leaving on A Jet Plane” next to the campfire while making special American s’mores  (roasted marshmallows with a chocolate and a biscuit).  I felt proud to share with a group of women the history of our special Czechoslovak-USA relations thanks to our first Czechoslovak president Tomas Garrigue Masaryk and his American wife, Charlotte.

Re-uniting with my high-school classmate Ray, now an evangelical pastor at Grand Junction, and sharing our paths taken close to a quarter of a century ago made us both reflect on our journeys since I was an exchange student in a senior year in Palmer, Alaska in 1993-1994. Enjoying typical US steaks and appreciating the US service when being truly served in a shop or in a restaurant is another item I cannot pack but I will recall often when back in Europe.  Admiring natural sand sculptures at Colorado National Monument, trying out echoes in a canyon or studying fossils at the Florissant River Bed on the other hand made me aware about the fact that the present is only a glimpse between the past and the future.  Let us make sure we live the moment fully.

 

“We must be willing to let go of the life we planned to as to have the life that is waiting for us.”  – Joseph Campbell 

Quoted from the book “Excess Baggage” by my friend Tracey Carisch, to be published in August 2018.  This blog post is dedicated to her and her family. We met in Prague in 2014 and continued our friendship on-line for almost three years.  Thanks to her kind hospitality, we were able to explore Colorado with locals as well as on our own.

By Linda Štucbartová

 

National Day of Egypt

On the anniversary of the July 23 Revolution, H.E. Abderahman Salaheldin, Ambassador of the Arab Republic of Egypt in Prague held a ceremony at the Egyptian Embassy in Prague in the presence of Mr. Jan Hamacek, President of the Czech Parliament, as a guest of honor, with the attendance of the members of Embassy, Senior  Czech officials from the Ministries of Foreign Affairs, Education, Culture,  members of the diplomatic corps accredited to Prague,  presidents and representatives of major Czech companies, media professionals and academics, as well as members of the Egyptian community.

Prague Inter Cup 2015, 2016 – memories from Miloš Janů’s Album

Impressions from the Prague Intercup 2015 and 2016.

Check out the Facebook page for up to date information about Prague Intercup 2017.

The New Trend Deloitte’s new “move” to Engage Men in Gender Integration…

Is it missing a key component?

Deloitte announced a “bold” move in their strategy to shift the momentum regarding gender parity. They have decided to concentrate on men. “A lot of their leaders are still white men who need to be part of the conversation and advocate for women”.

So I decided to look at recent data from the Czech Republic to see if this “trend” could be applicable to the Czech context. First I looked for female presence in the workforce and found that you have a 57.2% participation of women in the workplace.

I also looked at potential cultural boundaries that impact the promotion of women in your market and this is what seems to be the overall thematic:

“The most serious discrimination of women takes place on the labor market. Women are discriminated against when looking for a job and if they have small children they tend to be the first to be laid off. But the biggest and most visible type of discrimination that women face in the Czech Republic is called pay discrimination as can be seen in the gender pay gap.”

Pay parity continues to be a painful issue in the US as well. However, other cultural stereotypes such as “women aren’t interested in leadership roles, women lack the confidence to go for top positions, and there aren’t enough qualified women out there” are even bigger roadblocks. (Huffington Post Male Attitudes of Women in Business 8/1/2017).

So the timing of the Deloitte project seems to be aligned with the hard reality here in the US, as well as in the Czech Republic. Social and cultural context continue to create “emotional” obstacles that keep this issue alive. A new “mind set” is needed.

But I wonder if the new trend is missing a key element? Emphasizing the financial loss of attrition. Would this approach make a difference? Could this attract the attention of the “white men” that Deloitte is trying to engage?

Take a look at this recent article. (Huffpost High Turnover Costs way More 2/11/2016) “Doing the math, that means that for an employee salaried at $60,000 will cost the company anywhere from $30,000 to $45,000 to hire and train a replacement. Other research show that the average costs could be even higher. In a study conducted by the Center for America Progress, the cost of losing an employee can cost anywhere from 16% of their salary for hourly, unsalaried employees, to 213% of the salary for a highly trained position! So if a high trained executive is making $120,000 a year, the true loss could be up to $255,600 to the company.”

Do these numbers sound reasonable to you? Should you do the math and see what your costs are? Should you use this metric (cost of attrition) as a way to move the conversation forward?

Elisabet Rodriguez Dennehy
President Rodriguez and Associates LLC

Business Club with SKAL

Two important clubs – Czech Business Club and SKAL and their networking lunch. Friendly meeting with a short presentation on Vocational education and training (VET) in Czech Republic.

Pavel Telička

 

“My attitude towards the Euro is evolving”

 

Pavel Telička, Vice-President of the European Parliament

The European Union is confronted with a migration influx. Is there any ideal solution? You are not a big supporter of quotas, are you?

Let’s look at the issue retrospectively. A year and half ago, the migration influx started to grow. At that time member states went for the migration quotas. However the real numbers were changing on daily basis, there were no other measures in place, migration was out of control and the EU drowning in unilateral steps. For this reason the quotas could not have the desired effect, you do not start by relocation of refugees at a time when protection of external border is non-existent, return policy does not work or incoming migrants re not being identified.  And obviously it has not. We should keep in mind that this issue falls in Member States competence and many of these wanted effective measures and not a measure which led to dividing the EU. There are limits to the absorption capacity of the EU and the capability of integrating a certain number of refugees and there are limits for each individual Member States as well. I stand for solidarity with those member states that are severely affected. However, we need to have migration under control and have to know the real numbers we are talking in before taking any action. The distribution of quotas, or rather refugees, is one of the steps to be taken at the right time and rather on voluntary basis. The main focus has to be on the situation in the home countries of the refugees. We have to motivate them to stay there. We should invest in these countries, provide people with safety and security, education, jobs and so on. If the need be and if invited to do so also intervene in managing a conflict. Systemic measures are the objective. Migration has to change from illegal to legal, we need to provide protection to real refugees as well as safeguard security of our own citizens. Having said that, I would rather prefer to address the causes of migration.

We cannot ignore the pressure of western countries on the CEE region to converge to their salaries. We see it strongly in posting of workers. Do we need the convergence at any price?

Definitely not. The salaries are linked to the economic situation and social environment, GDP is not an irrelevant category. We also have to ensure the sustainability for investors who invested in our countries according to certain conditions. At the same time, we have to recognize that some activities which are not completely in line with the rules take place and the conditions of posted workers are sometimes beyond the limits of being acceptable, in fact we might not even speak of them being posted, at least in some sectors. Reactions of some member states have been translated into unilateral measures which are not in line with the internal market rules. The Mobility package presented by the European Commission at the end of May represents an effort to align the internal market. The question is whether it will reach an optimal situation and whether it is itself balanced. I would argue for a solution which will ensure consistent rules with legal certainty and low administrative burden. One legal framework is needed though I do not hide that the proposal will divide the House (European Parliament).

ALDE Group requires that all members of Eurozone should have one representative in the international economic institutions who would also be a member of the European commission. What is your view on the Euro?

My attitude towards the Euro is evolving. When entering the EU we could not negotiate an opt-out of the Euro like Denmark did as it was a member state at the time of negotiating the Maastricht Treaty. Now, we should work on better economic governance in the Eurozone. Our preparedness must be sustainable, as I believe it now is. In the past, the politicians decided that there was no will to join euro. Now it is time to reopen the issue in the Czech Republic and lead a discussion with the wider public about the pros and cons of being part of the Eurozone. Me personally, I would like to intensify this debate. It is an important topic for the next government after the parliamentary elections later this year. Hopefully.

Should the Czech Republic be part of the hard core of the EU?

There is no other alternative then to have influence and if there is to be a core, then one should aim for having influence on it. But we should not create barriers and draw lines. The aim of the new government should be to be more mature, take initiatives on relevant issues at EU level, be constructive and be in regular contact with other EU heads of states. Let me though say that we should avoid an artificial construction of a core. It is clear that at a certain point in time we will have many issues on the table and there we will see what is acceptable for us and what is not. This will shape our position within the EU.

The UK is leaving. Do you perceive it as a threat to the EU project or as a natural evolution? What form of economic cooperation with the UK would be the best for the EU? 

It is not a threat to the project. If it should weaken the EU, then it means that the European project is really weak. And that is not the case. The negotiations might be difficult and they might create tensions among member states and bring problems. Now we start the negotiations on the divorce and later about future cooperation. Within two years, we have to solve the most important issues and be aware of potential impacts. Of course I would welcome if the UK would stay in the internal market or in Customs union but we know that the British go for the so called hard Brexit. Therefore the most probable form of cooperation will be the free trade agreement supplemented by bilateral sector cooperation in whatever treaty form. I would argue for a strong cooperation on defence, education and R&D and others.

Do you think that TTIP still has a chance to survive?

There is a lack of consistency in Trump’s decisions and therefore it is more difficult to anticipate his further steps, both domestically and vis-à-vis international partners. That leads me to more sceptical speculations. But I am an optimistic person. I deem that the US business will be aware of the impact because in TTIP there are many positive aspects for US business. The negotiations might go back to the point where they were at the time of US elections. The strategic partnership at a global level in creating regulatory order to confront the practices that are not always optimal might be the trigger effect of the negotiations. TTIP could be a great strategy towards third partners such as China. I know there are many supporters of the EU – US agreement on the US side but it seems Trump’s a paradox.

In mid-June new rules on roaming will apply. It is a great achievement for the European Parliament. What else does the EU plan for its citizens within the digital single market strategy?

There are many new initiatives that we are working on. The consumers will benefit from new rules of geo-blocking at the beginning of 2018. They will be able to shop online without being blocked because of their geographic location. In May, the European Parliament has also adopted new rules which will enable the citizens to have access to their prepaid online services like subscriptions to films, sports events, e-books, video games or music services when travelling within the EU. I am fed up with being blocked from seeing a rugby match when traveling. This will be a great achievement. We have also progressed on the proposal of 5G deployment.  At the end of May, the European Union institutions agreed to set aside 120 million euros to provide free wireless internet connections by 2020 for up to 8,000 municipalities in the EU in areas with no internet coverage. The Czech Republic has to focus more on the digital economy, not only industry but also the government. We lag behind Estonia by 15 years. We are still the country where the goods are assembled and not created.

Thank you for the interview!

 

By Alena Mastantuono

 


 

Pavel Telička graduated from the Law Faculty at the Charles University in Prague in 1986. His professional activities started at the Ministry of Foreign Affairs. From 1991-1995, he held different positions at the Czechoslovak/Czech Mission to the European Communities in Brussels, including Deputy Head and Head of Mission. He served as a Chief Negotiator for the accession of the Czech Republic to the European Union and as a State Secretary for European Affairs. In 2002, he took up the post of Ambassador and Head of the Permanent Representation of the Czech Republic to the European Union. He was the first Czech Commissioner though very shortly. Afterwards, Telicka set up BXL Consulting Ltd, an EU Affairs consultancy. In July 2014 he was elected to the European Parliament (ALDE/ ANO 2011) and in 2017 he was elected the Vice-President of the European Parliament. He is keen on sports and healthy lifestyle.

Laurent Laval

Laurent Laval held another of his Opera Conferences in the Czech Business Club to present his experience and ideas related to finding talents within an organization. Going by the title “Find the diamonds in your team to double your sales” Laurent’s presentation outlines the steps he has taken in the corporate world and how he can apply his experience to organizations as a consultant.

The conference combined opera with a presentation around Laurent’s experience, as he believes opera emotions open the mind and heart to new ideas and inspire a level of thinking higher than our current state. Participants enjoyed not only good company, good wine and cheese and an interesting conference but also a unique operatic presentation of “recognizing the talents, the diamonds, in team and authorizing them by giving them an appropriated mission makes companies unique and competitive. When people are happy at work they stay in the company and give the best of themselves: they work with passion and will attract naturally other talents” as a conclusion.

Business Club with Pavel Kysilka

Club discussion with Pavel Kysilka, former Chairman of the Board of Česká spořitelna and founder and Chairman of the Management Board of Project 6D Academy.

Embassy of Egypt in Prague celebrates its National Day

On the anniversary of the July 23 Revolution, H.E. Abdrahman Salah, Ambassador of the Arab Republic of Egypt in Prague held a ceremony at the Egyptian Embassy in Prague in the presence of Mr. Jan Hamacek, President of the Czech Parliament, as a guest of honor, with the attendance of the members of Embassy, Senior  Czech officials from the Ministries of Foreign Affairs, Education, Culture,  members of the diplomatic corps accredited to Prague,  presidents and representatives of major Czech companies, media professionals and academics, as well as members of the Egyptian community.

H.E. Amb. Abdrahman Salah Ambassador of the Arab Republic of Egypt in Prague in his speech stressed the depth of the historical relations between Egypt and the Czech Republic. He highlighted on the recent bilateral cooperation in the economic and commercial fields. He also noted the remarkable growth to the number of Czech tourists coming to Egypt in the first quarter of 2017 that reached 50 thousand Czech tourist, with an increase of 150% compared with the number of tourists in the same period in 2016,  expecting that the total number of Czech tourists who will be visiting  Egypt will reach 150 thousand tourists by the end of 2017. Also, he praised the increase in the number of direct flights from Prague to the cities of Sharm el-Sheikh Sheikh, Hurghada and Marsa Alam, which reached 13 flights weekly, emphasizing on the ongoing efforts exerted by the Embassy to restart the direct flight line between Prague and Cairo.

H.E. Mr. Jan Hamáček, Speaker of the Czech Parliament, congratulated the Embassy on the occasion of the Revolution of 23 July, stressing the depth of the historical relations between the two countries, which dates back to 1920, stressing his country’s interest to develop and strengthen cooperation with Egypt as a strategic partner in all fields. He also welcomed the remarkable growth in the number of Czech tourists visiting Egypt, noting that during his last visit to Egypt, he witnessed the improvement of stability and security situation in Egypt especially in tourist resorts in Sharm el-Sheikh, Hurghada, Marsa Alam, encouraging Czechs tourists to travel to Egypt and enjoy the beauty of its beaches and its distinguished cultural and historical heritage.

Lions Club Prague Bohemia Ambassadors

Charity – social evening in Austria Palace

From left: Mgr.Jan Haur, Entrepreneur ,JUDr.Vojtěch Trapl, Lawyer and former Governor, LCI D122 Czech Republic and Slovak Republic, Ing.Antonín Mika, Director, Foreign Trade Company “LAMMEX Ltd.” and former President, LC Praha Bohemia Ambassador, Miroslav Hříbal, Entrepreneur, and Ing.František Novotný, President, Associations SDSS and APST and Secretary, LC Praha Bohemia Ambassador

 

Canada Day 2017 – A Day of Celebration

On 14 June 2017 Canadians and friends of Canada got together in the magnificent Waldstein Garden in the Lesser Town of Prague to celebrate two important anniversaries: 150 years of the Confederation of Canada and 20 years of the Canadian Chamber of Commerce in the Czech Republic. The late afternoon reception was held under the auspices of HE Milan Štěch, President of the Senate of the Parliament of the Czech Republic, and co-hosted by HE Barbara C. Richardson, Ambassador of Canada to the Czech Republic, and Jiří Krejča, President of the Canadian Chamber of Commerce in the Czech Republic. The excellent cooperation of the Embassy and Chamber team with the Senate staff, the generous support of numerous partners and the extremely favourable weather produced a truly unique event befitting this special occasion.

Photos by: Adéla Půlpánová, Pavla Hartmanová

Swords and Plows

The annual Spring Security Conference with a provocative title “Swords and Plows” took place on Friday, June 2nd 2017 in Professed House, Prague. The conference with around 200 attendees was traditionally organized by the Center for Security Policy, IPS, Faculty of Social Sciences, Charles University in cooperation with Friedrich-Ebert-Stiftung e.V. representation in the Czech Republic and European Commission representation in the Czech Republic. On the eve of the conference, the Ambassador of Italy in Prague hosted a reception for speakers and partners.

Photo: Michal Pavlík

16th Annual International Trebbia Awards

June 18th, The Spanish Hall, Prague Castle

The Gala Evening was held under the auspices of:

Miloš Zeman, President of the Czech Republic

Lubomír Zaorálek, Minister of Foreign Affairs of the Czech Republic

Daniel Herman, Minister of Culture of the Czech Republic

Vladimír Dlouhý, President of the Czech Chamber of Commerce

Hilton Hotels In Prague Organized A Spectacular Rio Carnival Night Event For Their Clients

Hilton Hotels in Prague organized a spectacular party for their clients and business partners. The party took place at the Hilton Prague Congress Hall with Rio Carnival themed decorations and projections and was attended by 500 clients.

The Sales team of Hilton Hotels in Prague welcomed guests in Brazilian carnival costumes. Partygoers had a lot of fun, enjoying a dance performance by almost 20 members of the hotel Business Development team, indoor fireworks, a professional dance performance by the Tradición group, a drum show by Tam Tam Batucada and much more. Guests also took part in a best costume competition and participated in various activities in the foyer. The party was presented by Tonya Graves.

Like every year, a charity raffle was part of the event with valuable prizes such as stays in Hilton Worldwide Hotels and a main prize: flight tickets to Sao Paolo for two persons donated by Turkish Airlines with a three-night stay at Hilton Sao Paolo Morumbi. The total amount collected from sales of raffle tickets reached almost 50.000 CZK. Hilton Hotels in Prague matched the amount, raising it to 100.000 CZK and a charity cheque was handed over to Terezie Svedrlinova, Director of Tereza Maxova Foundation by Michael Specking, General Manager of Hilton Prague.

Guests sampled creative international and Brazilian delicacies presented by Hilton Prague CzecHouse Grill & Rotisserie and Hilton Prague Old Town Zinc restaurans as well as a selection of signature cocktails from Cloud 9 Sky Bar & Lounge.

One of the main partners AV Media who has been the main audio visual technology supplier and partner of Hilton Hotels in Prague since 2004, arranged for the full technology set-up for the event and introduced some of the latest technology news – Robe Spiider lights and 4K Panasonic projectors.

Special thanks go to partners of the event – AV Media and Turkish Airlines being the main partner, BMS Creative, C.I.P.A., Coca-Cola HBC Czech Republic, Fany Gastroservis, Ice art, Mattoni, Mikenopa, Papei, Pepsico, Pilsner Urquell, Samsung, Smile Brothers, Wine Events, XO Foods and Znovin Znojmo.

SIX VALUES TO FUTURE PROOF YOURSELF FROM ROBOTIC REPLACEMENT

Robotic hand using a laptop computer, illustration.

Studies by Oxford University suggest robotics and automation will replace 47% of knowledge worker jobs over the next two decades. So if you are not planning on retiring in the next ten to twenty years, and let’s face it with average lifespan on the up and pension pots on the down many of us may never “retire” in the future, then you’ll probably find this article a great source for thought. At TomorrowToday we actually predict that by 2030 retirement as we know it will have disappeared, at least the concept as we know it will have been replaced with something else. Either way, the impact on automation will be felt by most of us. So we have to ask ourselves the question: What can humans do that computers, AI and smart machines can not do, well at least into the foreseeable future? The answer lies within six uniquely human values.

  1. The Empathy to care about things that are wrong and have the passion and energy to seek something better.
  2. The Curiosity to explore and go where others have never been.
  3. The Creativity to find exciting and new solutions.
  4. The Intuition to know when you have it wrong and the ability to the follow your gut instinct experimenting with a new route.
  5. The ability to Inspire others to join you on your crazy impossible and meaningful adventure.
  6. The ability to Collaborate with people and machines flexibility and in large numbers.

These are the six values every leader and person will need to harness to future proof themselves from robotic replacement.

Read more here.

Launch of a new book “Life between paragraphs” – biography of Gerhardt Bubnik

The launch of an impressive book by Gerhardt Bubnik  “Life between paragraphs” was held on June 13th 2017. The ceremony took place  at the headquarters of the Czech Bar Association in Kaňka Palace in Prague under the auspices of its President Dr. Martin Vychopeň who also performed the christening of the book.

Dr. Gerhardt Bubník, LL.M.  (the first Czechoslovak graduate of the Harvard Law School) is not only  a prominent Prague lawyer who has been introduced into the Czech Lawyers´Hall of Fame last year but also a life-time sport organizer and international official who has been awarded the Olympic Order by the International Olympic Committee. This Committee has awarded him yet another prize, namely the Prize for Fight against Doping. The  story of Gerhardt Bubnik´s life is illustrated by a number of unique photographs and  historical documents.

The launching Ceremony was attended by 70 persons including a number of personalities and was a great success as shown by the photos.

The book can be bought on internet on the following website: http://obchod.wolterskluwer.cz/cz/zivot-mezi-paragrafy.p3949.html

Sommerfest 2017

On June 15th, the annual summer party of the German-Czech Chamber of Industry and Commerce (DTIHK/ČNOPK) took place at the historical site of the German embassy in Prague. The garden party attracted more than 1000 guests, among them high-ranking members of the Czech-German business community and government institutions and associations. Apart from networking, the chambers’ guests had a perfect time by checking out current and vintage Škoda models, learning how to dance flamenco on the dance floor or taking a look at the Genscher balcony. Beautiful weather, cocktails, delicious food and vibrant music completed the atmosphere of this unforgettable summer night.

PHOTO: Jaromír Zubák, Michal Štěpánek, Vladimír Weiss

Gorgeous Moroccan Paths

2017 very talented graduates from the Prague College of Fashion and Design have prepared and presented their collections inspired by the theme of encounters with Morocco in the prestigious premises of the Prague Museum of Music on 13th June. Each student made her own creations accordingly to one of the 9 themes selected and inspired by the Kingdom of Morocco, namely: the sand Marathon, Zakaria Ramhani’s paintings, the art of Berber carpets, Moroccan street art, Blue Majorelle and the city of Chefchaouen, Moroccan cultural diversity, the colours of the Sahara Desert, the Hammam and Spa rituals, the rose of Kelaat Mgouna. The collection was truly and simply beautiful! The event was organised by the Vyšší odborná škola oděvního návrhářství v Praze in cooperation with the Embassy of the Kingdom of Morocco in the Czech Republic and the Czech-Moroccan friendship and cooperation society in Prague.

Martin Klepetko

 

“Asia remains a great unknown for us”

 

Martin Klepetko, Director of the Asia Pacific Department at the Ministry of Foreign Affairs

Martin Klepetko played trumpet at the conservatoire in Pardubice, studied Musicology at Charles University’s Faculty of Arts and studied Conducting at the Academy of Performing Arts’ Music Faculty. He taught for five years at the conservatoire in Pardubice.

In 1993, when the need arose for new diplomats following Czechoslovakia’s partition, he applied to a recruitment process led by the Ministry of Foreign Affairs on the basis of a newspaper ad. He was successful and since that time he has followed a career as a so-called universal diplomat, who has covered various fields of expertise and territories over his diplomatic career.

Martin Klepetko was involved in the International Observer Mission in the former Yugoslavia, then worked at the embassy in Tehran as chargé d’affaires e.p., and at the embassies in Baghdad, Sofia and Hanoi as Ambassador Extraordinary and Plenipotentiary. At headquarters, he has worked for the South-East and Eastern Europe department, Analysis and Planning, was Director of the Human Resources Department and currently heads the Asia and Pacific States Department.

Our interview focused on parallels between conducting and diplomacy, career diplomacy in general and last but not least we spoke about Asia as a region which is still misunderstood and underappreciated in terms of its history and potential in the Czech Republic. And our meeting incidentally took place over a cup of tea brought back from his journeys in China and Martin told me of the rule he had learnt that in China tea is steeped briefly and repeatedly. The third steep is meant to taste the best.

Martin, in line of your previous studies and work, I must start with the question of what parallel there is between conducting and diplomacy.

As was mentioned in my introduction, my journey from conductor to diplomacy was not a planned one. But after it happened, I discovered that both professions have a whole lot of shared features. The principal commonality is management skills. It is well known that a conductor must be a good musician, must be able to play one or more instruments, yet he himself plays not one note. He must convince the other players, whether they are large in number as in a symphony orchestra or a few individuals as in a chamber ensemble, of his idea, enthuse them with his own concept and this is then reflected through overall shared efforts. Diplomacy is similar. If you’re sent abroad, it’s not a symphony orchestra you’re given, but rather a chamber ensemble and so it is all the more important that the collective act as one and not rather as occasional solo performances which do not resonate or complement each other. This parallel convinced me how important it is to be able to enthuse others and convince them of your own vision. As for myself, I am not someone who likes authoritarian management.

Your words validate one of the latest trends in management training in which managers try to improve their style through working with an orchestra.

I realise that it is easier for some people to manage others using a traditional authoritarian style through orders and tasks. I believe that despot conductors are a thing of the past now. A wise conductor knows that he has very high quality players available to him, and his task is to make sure everyone is working in harmony. This is also the task of a good diplomat. That’s why I prioritise opportunities to sit down with my colleagues and discuss what we can expect and then everyone knows what their role is and carries it out as they see fit.

What was it that led you to a career in diplomacy in 1994?

There is a Czech saying that necessity led Dalibor to play the violin, but for me it was the other way around; necessity led me to diplomacy. After five years working in the field I studied, I realised there were limited opportunities for career development. I didn’t want to wait for my older colleagues to retire so I could move into their positions. Remuneration in education remains a subject of debate today, but in the early 90s the situation really was terrible. To begin with I tried to earn extra money through various business activities but this just made me realise what a poor salesman I am. One day I came across an ad in the newspaper for diplomatic roles requiring a university education and two languages. I met both these conditions, applied and succeeded from amongst hundreds of candidates.

What was it like to undergo such a major change in occupation?

The change really was tough. I transferred from the relatively free career of a teacher with 22 teaching periods per week and all the school holidays into an institution where the working time was at least from 7.45am-4.15pm with 20 days’ holiday. From the outset, however, I was working in fascinating countries and so I dealt with the new situation well. In contrast to today’s new recruits, I was able to choose my agenda. I was able to choose between culture, Slovakia and the Middle East. I had left the cultural sphere, I didn’t consider Slovakia abroad and so I chose the Middle East. My work covering the Middle East was fascinating; I was in charge of Syria, Lebanon, Israel and Jordan, countries which are today the centre of attention and taking up the front pages of newspapers, but at that time the situation wasn’t quite as tense.

It looks like you chose your departments strategically; today China, another department you managed, is also on the front pages …

You’re right, I deliberately haven’t chosen easy or might I say time off countries… I tell myself I have time for time off countries when I’m coming up to retirement. Time off countries can be considered those which in terms of development are calm, or countries far from Czech foreign policy’s main focus. Even in such cases there’s still stuff to do; monitor developments in the country, prepare reports and meet with colleagues and partners, but these are safe countries where there are no emergency situations. I have operated in countries which were not safe, or where things were happening…

I know it’s very hard for a diplomat to name names, but in light of the above, could your position in Sofia be considered a time off one?

But my position in Sofia preceded my position in Iraq. I grew fond of the Balkans, and Bulgaria is unique in terms of close relations, and also unique in terms of the large Czech expatriate community resident there with a history dating back over a hundred years. I’d like to say here that warm friendly relations are really important, because diplomats aren’t always positioned in countries favourably inclined to them. I also added to my role there by collaborating with a number of orchestras, and I conducted more than 10 concerts, including one opera performance.

What’s it like to work in a country not favourably inclined to us then? The task of diplomacy is surely to nurture close relations…

There are territories where we are simply on different sides politically. Take my position in Iran, for example. The Czech Republic is highly critical of Iran’s current political class, and although we endeavour to develop economic relations, differences in our perspective on democracy and human rights persist. In Iran, there were significant areas of friction, and for me as a diplomat my work was not easy because it was extremely difficult to organise a meeting on any topic at all. Furthermore, there are not a lot of visits or delegations travelling to the country. But diplomacy isn’t just about simple and pleasant topics and destinations. On the other hand, Iran is a wonderful country, the people there are incredibly hospitable, so you need to differentiate between ordinary citizens and the political representation with whom you disagree.

You and your career are an example of a universal diplomat, where you interchange between countries, bilateral and multilateral relations and further specific agenda at headquarters. What is the opposing model?

The USA to some extent, but especially Russia and China, have diplomats who have very narrow specialisations. They can then speak the language of the particular country and repeatedly return there. Here, we try to avoid sending people repeatedly to the same country.

Although only eight candidates a year are accepted at the Diplomatic Academy, diplomacy is still attractive to young people. What is your message to young people who want to enter diplomacy with a desire to change the world?

If you want to change the world, then do something else. Diplomacy is about change, but very slow, indiscernible changes which move the world forwards. Diplomats should instead try to maintain stability, not make revolutions in international relations. Diplomacy really is about learning to say not entirely pleasant things so that they don’t sound offensive, retaining credibility. One of a diplomat’s main characters should be loyalty; loyalty to the Ministry of Foreign Affairs itself. Political representations frequently change, and Czech foreign policy emphasis changes with them. A diplomat should not have their own idea of what agenda to implement and to stick to it. Diplomats must respect the policy of the government and specific minister, and must also be able to identify with these steps. You can’t do things in the long-term which you are not persuaded by. So it’s about seeking compromise and that’s how to recognise who is suitable for diplomacy in the long term, and who isn’t. Basically, diplomacy is a service of the state; today we are part of the civil service. For me personally, the ratification of the Civil Service Code has not changed much; since joining I have perceived my role as to carry out a service to the state within an institution in which I cannot reflect my own political convictions.

You’re now in charge of the Asia Department; you’ve just returned from China. What is your message about this territory to close this interview for Czech and Slovak Leaders readers?

I’ve been on two brief trips during which I wanted to see the workings of our missions in Beijing, Shanghai and Chengdu. You can’t describe China in one sentence. Each region is different; you need to realise that China as a country is incredibly large and diverse. Regions differ not just in terms of natural conditions, but also in mentality and even cities differ from each other. I was surprised how well China works, how ordered and clean it is. The standard of living is a lot higher than people here usually imagine. On the basis of our own experience, we associate socialism with things not working and a pervasive dysfunctional bureaucracy, but that just doesn’t apply here. And as an artist I admired the long history and maturity of Chinese civilisation. When you take a walk through gardens, parks and past churches, you can see a true reflection of a culture going back millennia. There is an engrained and natural harmony there. That can’t just come about from one day to the next. Asia as a whole is a great unknown for us. Asia is a region of the future, it is the most dynamically developing region of the world and it certainly deserves attention. We don’t know how the countries there work, and our entrepreneurs still don’t know how to behave correctly there. You need to deal with Asian partners differently to how you deal with Europeans or Americans. We need to approach the region with greater humility. With the exception of Japan, Korea and partially also China, we look at the region as we do at a developing country which is more or less below our level of development and to whom we can impart our knowledge. Yet these are ancient civilisations who live in a different manner, with different values, different priorities and a different idea of how to manage things and how things work. It is certainly inappropriate to impose things on them. We may well disagree with their concept of human rights, for example, but it is not right to impose our ideas of a political system or institutional arrangements upon them.

Linda Štucbartová

 

Leyla Boulton

 

“We observe the rise of female talent”

 

Leyla Boulton, Special Reports Editor and Executive Editor, Financial Times

Leyla Boulton studied Russian literature and history at the University of Cambridge.  She started her career as a foreign correspondent in Paris and Brussels for Reuters before joining the FT in Moscow, followed by a posting to Ankara. She spent a decade as a news editor and digital pioneer, before moving into editorial management position.  She is married to a Reuters journalist with whom she has a daughter, 21, and son, 18. 

This British-American dual national is editor of FT special reports, which every year include a series of articles on Women in Business. We met while covering the Global Female Leaders Summit in Berlin in May.  I used the opportunity to ask Leyla to give an exclusive interview to the Czech and Slovak Leaders Magazine.  Not to add to the typical gender-biased interviews, I decided to skip the questions about combining motherhood and work, and working abroad.  Instead, we focused on the profession for which we share a passion – journalism – and its future.  

Leyla, we met at the GFL summit in Berlin.  In what aspects did you find this summit targeted for women but not addressing purely “women’s issues” different?

What was so good about the global female leaders forum was the way it combined a discussion of some of the most important issues of the day – whether technology or health care – with an environment more conducive to women speaking out, and networking. In a male-dominated gathering, whether at conferences or senior corporate boardrooms, women may be more hesitant to speak up than their male peers. But in a female-majority setting like the GFL, I found it much easier to meet fellow professionals with whom I had more in common on the personal front. So instead of say football or golf, conversational icebreakers for me included my department’s watches and jewellery report, and my son’s healthcare drama (ft.com/max)

Do you think there are any women issues and men issues and women writing as opposed to men writing?

I believe there are no female or male issues or types of writing – but there are differences in tone of voice or approach to issues. And it is this we think of at the FT as we work to increase our proportion of female readers. So we are experimenting with things like our mix of commentators and stories to discover what appeals to both sexes. And this is also why companies pursue diversity of gender in management and thinking – it is good for business. In politics we observe the rise of female talent to join the ranks of Angela Merkel, the German chancellor. The most recent example of a rising female political talent was Ruth Davidson, the gay head of the Scottish Conservative party who is seen by many as the only winner of the latest UK election. At the same time, Theresa May and Hillary Clinton’s setbacks after lacklustre campaigns show you cannot win on gender alone. To succeed you also need to be a good and authentic communicator with policies people can support – as Marine Le Pen in France, a good orator with poor policies – discovered when she lost the presidential election to Emmanuel Macron.

You are a special reports editor for Financial Times.  Recently, FT within this series presented a story about two girls growing up, one from the US, one from China.  What are the themes that you try to accentuate and how have they evolved throughout the years?   

The Financial Times special reports department which I lead produces 150 reports a year on countries, sectors and themes of interest to FT readers. But we are testing and introducing new approaches to the issues our readers are interested in. Showing how girls’ fates are often sealed by decisions made in adolescence (ft.com/growing-pains), for example, helps readers think how to make more of half the world’s potential labour force. Closer to your readers’ geographical home, I hope to have by the time this magazine appears, a new online tool for covering the Czech Republic and Slovakia. This will complement our existing coverage of central and eastern Europe ft.com/reports. Our recent highlights included a great interview with the Slovak finance minister who talked of steering his country past ‘a lasagne of deceit’ (ft.com/kazimir) – a reference to Europe’s different layers of populism.

Classical journalism and printed newspapers and magazines face the same disruptive changes as happen in other spheres.  In fact, the Czech and Slovak Leaders magazine has remained the only printed English language magazine in both countries. We both listened to the session where Bloomberg mentioned cooperation with Twitter.  How do you perceive the future of journalism?

The first priority is to promote more able women on merit where they are in short supply regardless of their age. Once they achieve a critical mass in management, good female leaders can help good male leaders effect other positive changes – like ending an unhealthy focus on younger female faces in some broadcast media.

We discussed age diversity in the journalism sphere.  In the Czech Republic, there is a trend to have particularly young journalists, anchorwomen and anchormen, yet they do not represent all generations in society.  Do you see it as a problem?

Journalism needs to adapt to disruption by providing what readers want and need and will pay for. The good news is that this increasingly includes demand for reliable and balanced reporting. That is what we at the 129-year-old FT have been doing ‘without fear or favour’. So has the Washington Post, whose new Trump-era motto declares that Democracy dies in darkness. That is one reason I love leading the FT department which produces high-quality Independent journalism that advertisers are willing to pay for – because that is what our readers will read.

How would you define leadership within the context of journalism…

Leadership in journalism is nurturing talent and anticipating and leading change.

Your final words for Czech and Slovak Leaders readers…

I would love to learn from visiting your part of the world what a Britain divided over Brexit can learn from your two countries’ experience of a formal split. When I last visited, Czechoslovakia was a single country behind the Iron Curtain. I loved Prague and I also enjoyed working on a youth exchange forestry project in what is now Slovakia. As a reporter in Moscow for the FT in the early 1990s, I was greatly helped by the  Czechoslovak representative in reporting the unwinding of Comecon – the Soviet-led trade bloc. And I have had a couple of important friends over the years of Czech origin, including one of my professors at Cambridge University – and my favourite Cold War TV drama is Tinker Tailor Soldier Spy – whose Brno scenes were apparently shot in Glasgow! So on a both professional and personal note, chatting to you has been a delight!

By Linda Štucbartová

Lenka Šmerdová

 

“Women (don’t just) enrich the army”

 

Lenka Šmerdová, first female Brigadier General in Czech Republic

It’s been three weeks since you were named in your role, Brigadier General… What does it feel like to be the first woman in the position in the Czech Republic? Have you got used to it?

It’s an incredible feeling. It’s still new to me. Every day there are situations which are unique and sometimes touching. You can’t get used to that. I think I’m always going to be aware of the great appreciation and also trust I have received for my work, and the work of my colleagues. I very much appreciate it.

You’ve said that your appointment could open the doors to other women. This is your second time being first; you were also the first woman appointed to the position of colonel. What advice do you have for women who want to get a higher position in the Czech army? And for women in general regardless of where they are?

I’m pleased that equality isn’t just something that’s spoken about in the army. Women have shown in recent decades that we belong to the army and we can enrich it. That’s why I believe that my appointment could encourage other women and give them the courage and support in endeavouring to achieve their goals. And there are many other women around me who have fought for their position, respect and esteem and I admire them greatly, regardless of whether they are in uniform or not. It is important to get the opportunity, not to waste it and to keep working on yourself. It also demands self-confidence and the strength to pursue your goals. We all have desires and wishes. Some of these are met through our partners and children, but others we have to achieve ourselves.

You’ve been in the army since 1984 and you work in personnel and recruitment. How has the approach to this area changed over time?

I think an important milestone was the movement from the unpopular compulsory military service to a professional army which is gaining ever greater favour not just amongst men, but also women. We have now even managed to fill up our so-called active reserve force with volunteers. Understandably, personnel work and recruitment has grown in importance over the years in a professional army. This involves working with people and especially for people, and it is people who are the army’s most valuable resource. I also consider my appointment into general rank as an expression of the importance of my work not just in acquiring human resources for the army, but also in our care for them, training and educating high quality soldiers.

Many private companies are suffering from recruitment problems at a time of low unemployment. How is the Czech Army dealing with this situation?

Although Defence is perceived as a responsible, reliable and attractive employer, it is getting harder and harder to find new military personnel. We’re not alone in this on the labour market; besides civilian bodies, other branches of the armed forces and security and rescue forces are in the same boat. And we are all interested in the same individuals; young, healthy educated people.

The army’s good work at home and abroad is not enough to promote it. We have to actively draw the public’s attention to the opportunities offered by the army – as such the army must be seen and heard all the time. We’ve got a campaign currently running on a number of radio stations, we’re active on the internet, we use social networks. Interested candidates can apply from the comfort of home. We have also published reports in the regional press. We further arrange recruitment activities in the field, at large nationwide or smaller regional events. Recruiters also travel to job exchanges, to schools and to various sports events where they have the opportunity to meet scores of active people. We must constantly seek out new methods and opportunities to appeal to the public and gain the candidates we need. In this regard, the army must not be left behind.

You’re married and have a son. How do you manage to combine work and family?

My family is incredibly important to me. Without the support of my husband and son I would not be able to manage this job. I’m not able to do everything at home on time or absolutely perfectly, but for us it is most important to be together so I appreciate all the time we spend together, which we all enjoy and savour.

You are also an advisor to the Chief of Staff of the Czech Armed Forces. Could tell us more about this role? What strategic issues are you looking at in the security field?

I’m an advisor in the field of human resources and for the army as well as me this is a new situation because we were not previously used to considering human resources from a comprehensive perspective. As such it will be my task to consult on these aspects within the context of other tasks and work them into individual development concepts.

From your expert position, do you see today’s world as safer or less safe? And what about the Czech Republic?

All of us are undoubtedly thinking about the outlook for global security and how its development will influence us in future. Most experts agree that the situation is currently more unstable and hard to predict than before. I can see specific impacts through society and peoples’ interest in security, which has grown in recent years. In the context of events, ever more citizens are aware that stability and security doesn’t just cost something, but it is also important that they get actively involved, whether by deciding to join the military professionals, or perhaps taking the path of being an active reservist combining a civilian and military career in one. I think that is a fundamental change which should inspire optimism.

 

Linda Štucbartová

President Miloš Zeman Representing the Czech Republic

Impressions from events of Miloš Zeman.

Photos: KPR Archive

Auguste Rodin ( 1840 – 1917)

Auguste Rodin, monument for Victor Hugo

In November 2017, the art world is celebrating 100 years since the death of one of the greatest sculptors of the 19th Century, exhibitions of whose work can be visited the whole of this year around the world. Paris’s Grand Palais is currently holding a fascinatingly conceived exhibition of Rodin’s work, presented next to the works of many other sculptors, including contemporary sculptors, which have been influenced by his creations.

Rodin is considered a pioneer of modern sculpture, and as such during a period of smooth and aesthetic academic sculpture he was unable to get into Paris’s École des Beaux-Arts at 17 years of age despite being supported by his teachers, who were convinced of his huge talent. His impressionist and innovative expression perverted established mores and the traditional bourgeois perception of art.

Rodin’s works were innovative in particular in their approach to the sculptural surface and the use of surfaces to create effects of light and shadow. He named his method marcottage (layering). In his statues, he broke three-dimensional shape down into a dance of reflections and colours which result in an appearance similar to impressionist paintings. He considered the art of nature a source and inspiration for his work, in particular the human body which he considered the best means to express any state of mind. His artistic genius was in his concept of  animating statues by concentrating focus not just on the curves of the body, but also able to gift his sculptures with life force and freedom which influenced the development of a unique and previously unseen concept of sculpture. He preferred to work with amateur models, street performers, acrobats, strong men and dancers since as an artist he was fascinated by dance and spontaneous movement in general. Rodin’s liberal approach had a huge impact on subsequent developments in modern sculpture, although his interest in the figure was rooted in his admiration for Michelangelo. As such he did not stand opposed to the past, actually being inspired by it. Although he had no formal education, he became an inspiration to subsequent generations of sculptors.

Besides shapes his sculptures also express internal tension, dynamic feelings both of the artist and the themes portrayed, which Rodin always used to give his works a remarkable realism, thus celebrating the uniqueness of his figures.  He never wavered from his principles, despite criticism, and thus he created unique works portraying the inner self.

Burgeois de Callais

His statue The Age of Bronze stirred up great commotion at the Salon in Paris. Because it was so realistic, Rodin was accused of casting a living person instead of modelling the statue. The statue was a precise image of the Belgian soldier who was his life model. At the time, Rodin was 36 years old. Although many artists defended him, it took him almost ten years to clear his name. Nevertheless, his fame and reputation within the art world began to grow. His marble sculpture, The Kiss, was selected for the World’s Fair in Paris in 1900, where Rodin was given over a whole pavilion. Perhaps his most famous statue, The Thinker, was installed in front of the Panthéon in 1906. He undertook monumental sculptures in honour of Victor Hugo and Honoré de Balzac. He was commissioned to create his extensive work, The Gates of Hell, inspired by Dante’s Divine Comedy. He worked on this for 37 whole years, but he never completed it and today the sculpture is installed in the gardens of Biron Palace, where he worked for 10 years before his death and which is today a museum formed in his honour and containing his greatest works. Many of his monumental pieces have also been installed in the gardens of the Chateau de Meudon near Paris, which Rodin acquired at auction in 1895, and this is a place where his statues seem to impart their thoughts upon the viewer.

His close friends included Claude Monet and Paul Cézanne. He was admired by great figures such as Oscar Wilde, and writer Rainer Maria Rilke worked for him as a secretary for a year, and later wrote a fascinating monograph about him.

It is well known that Auguste Rodin did not like travelling. Thanks to Josef Mařatka, whom the famous French sculptor accepted into his studio and made him his assistant and a kind of secretary and interpreter, however, a miracle occurred. Following his repeated requests, Rodin took the train to faraway Prague to open an exhibition organised about him by the Mánes art society in spring 1902.

Rodin’s arrival in Prague in May 1902 was a great event. The sixty-one year old artist was welcomed by enthusiastic crowds and enjoyed an official reception at the town hall, and also a number of art banquets held in his honour. All this, and his exhibition in the pavilion under Kinský Garden is thoroughly mapped out, but little has been revealed about Rodin’s trip to visit Joža Uprka, a painter who put French impressionism in the service of Moravian folklore. Accompanying him were a number of artists including Alfons Mucha, whose Art Nouveau posters had conquered Europe.

After touring the Moravian Karst and Macocha, the excursion moved to Hodonín, where the guests enjoyed, besides a performance of Zeyer’s Radúz and Mahulena, also an exhibition of Moravian and Slovak artists in Besední dům. This was dominated by the pictures of Jože Uprka, who was one of the organisers. It seems Rodin was enthused and he went straight to visit Uprka in his home in Hroznová Lhota. Twelve carriages accompanied riders in folk costume on richly adorned horses from Rohatce, Strážnice and Vlčnov. Rodin felt like a king. The magazine Zlatá Praha reported on the event, publishing many photographs.

More recently, an auction took place of a marble statue (28 cm) of a lying Andromeda forgotten for 130 years.  In 1888, a Chilean diplomat at the time posted to Paris, ordered a bust of his wife Luisa. The sculpture enjoyed such success that the French state requested the bust. The diplomat granted France its wish, and in return Rodin gave him this marble statue of Andromeda. The statue remained with the diplomat for many years and was then passed down through the family. This May, the statue was put up for auction in Paris with an estimated price of 800 000 USD, and it was sold on 31 May 2017 for 4.1 million USD.

Rodin was not just a sculptor; as a young man he also painted oils and watercolours. The Musée Rodin has a collection of over seven thousand of his pencil, chalk and charcoal drawings, thirteen drypoints and his only work of lithography.

Rodin died on 17 November 1917 in his Villa des Brillants in Meudon. He was buried on 24 November in Meudon alongside his wife Rose. His grave is adorned with a stature of The Thinker.

Exhibitions, info :

            Grand Palais, avenue General Eisenhower, Paris 8 ( exhibition until 31 July 2017 )

            Musée Rodin, 79, rue de Varenne, Paris 7 ( permanent exhibition )

            Villa de Brillants, 19, avenue Auguste Rodin, Meudon (permanent exhibition)

Author: Ing. Arch. Iva Drebitko

Photographs: author’s archives

Soňa Jonášová

 

The Circular Economy, or the Road to Conscious Consumption

 

Soňa Jonášová, founder and director of the Circular Economy Institute

Meet Soňa Jonášová, founder and director of the Circular Economy Institute (Institut Cirkulární Ekonomiky, INCIEN). Soňa graduated in agricultural engineering from Mendel University. Her own motto is ‘The changes we want to see around us have to begin with ourselves’. She is interested in sustainable development, food production, agriculture, ‘cradle to cradle’ systems, the circular economy, and networking in the form of placements for university students. She has been the director of INCIEN since 2015 and is actively involved in the transition from a linear to a circular economic system in the Czech Republic. Within INCIEN, she is responsible for development activities and co-operation with key interested parties in the Czech Republic and abroad. Thee main field she concentrates on within INCIEN is the closure of biological cycles and technical cycles within corporate sustainable development, an area encompassing agriculture, the development of new economies, waste management, eco-innovation, and support for local and community action with the objective of creating a healthy society and ecosystems.

According to the definition of the circular economy, it minimises waste and other losses of energy and materials. It is often contrasted with the linear economy, which is based on production using the approach ‘take, make, dispose’. Certain sceptics, however, might see it merely as a new corporate social responsibility (CSR) fad and another reason to print some more hard-to-dispose-of glossy brochures… How can you convince these sceptics?

The entire system behind this new concept takes us back to common sense, to conscious production and consumption and to a respect for the natural resources we have here on Planet Earth. We haven’t made up anything new here. Human society always used to work like this. Our population keeps increasing, while resources and our natural heritage remain the same. Furthermore, recent years have shown that we are running out of raw materials and here in Europe we are not self-sufficient in raw materials. We import phosphorus, for example, which is essential for agriculture, from Morocco and its reserves are diminishing. Phosphorus recycling is beginning to turn into a lucrative business of the future. There are no longer discussions as to whether climate change and raw material limits are real or not.

The circular economy system is not about publishing attention-grabbing reports, but about a real change in business models. There are examples of renowned companies, such as IKEA, which observes its principles. Ikea implemented the Second Life project for its furniture which secures the return of old furniture and its further resale. Thus products remain in the cycle for as long as possible and waste production is avoided. The success of this model is evidenced in the fact that following assessment of the pilot project at Zličín, Prague, the project is being extended to other stores.

You founded the Institute of Circular Economy Institute in the Czech Republic. What is your mission?

Our mission is to spread circular economy ideas across all sectors and interested parties. Besides spreading our idea, we also work in implementing its principles in practice. We co-operate with dozens of municipalities which, for example, are implementing new efficient waste management systems in order to sort as many materials as possible for further processing such that they do not become waste, but rather a value resource. We also co-operate with companies implementing circular economy principles at various levels. Some companies transfer to more sustainable resources, others process secondary raw materials, and other change their business models and implement systems of repair or collection in order to recycle as many materials as possible.

Our objective is also to take and implement examples of good practice abroad, whether in terms of know-how or technology. It is our conviction that if we can learn from the experience of others, we can save time and money.

We also co-operate with the public sector and endeavour to ensure the environment for investors and entrepreneurs is as ready as it can be. Sometimes laws and directives have to be changed to ensure materials can circulate in the environment in practice.

It’s been two years since INCIEN was founded; what specific outcomes are you most proud of?

We were very pleased by the response to our Odpad Zdrojem ( Waste as Resource) conference, which we launched in 2016 with the objective of spreading the CE concept, this time amongst local authority players. It is often a very complex topic and in particular we think the growing interest and positive response seen year-on-year shows our success. This year, we are expanding the conference to include an event of the same name but more narrowly focused in autumn which will focus on eco-innovation and the circular economy within water management. This year, our target group will also include companies. Another great success is the organisation of the PAYT Tour, which we undertook this year in collaboration with the Ministry of the Environment. The event was implemented with the objective of presenting the Action Plan for the CE objectives, as issued by the European Commission whose goals we are obliged to meet by 2030. Our target group was local authorities, and almost 700 municipality and city representatives visited our seminars. We appreciate the large number of orders and projects from companies and municipalities who seek us out themselves in order to set up co-operation.

Stories of people with a total of 33 items of clothing including shoes and accessories, and others whose annual waste fits into a jam jar are very popular. On the other hand, a lifestyle like that surely isn’t for everyone…

Ideas of minimalism, conscious consumption, zero waste and other concepts are undoubtedly commitments made individually. It is hard to implement them on a blanket basis, but it is good to discuss them as these principles arouse interest, and people then try to do ‘at least something’ and become aware of their responsibility. Little changes in everyday life have a large impact in a global context. Buying less clothes, for example, in the long term not just reduces our environmental footprint, but also helps us to slow consumption, something which may in future lead to better conditions for workers in textile factories.

How do you personally implement circular economy ideas in your life?

One interesting principle promoted by the circular economy is a transfer from ownership to leasing and the sharing economy. Owning things requires not just money, but also time. The more we have the more space and the more time we need to maintain them. I live in a rented apartment, for example, drive a lease car and since moving to Prague I’ve also hired most of my sports equipment, including skis and bikes. When I take account of the fact that I might own skis which I hardly use one week in a year with the rest of the time spent wondering where to store them, then lease works out much cheaper. And it’s the same with almost everything. And I always recycle or give away things that can’t be leased at the end of their lifecycle; this applies to IT technology and furniture. I have come to realise how much people actually need when they don’t keep up with the latest fashion trends, for example. I’ve reduced my wardrobe by a third and I’ve always got something to wear. I buy as little as possible and hire an outfit for important occasions. And when I do go shopping, I want to know what the product is, where and from what materials it has been produced and if it can be recycled. And I sort all my waste for recycling. At home and at work. I avoid single-use products and instead use multiple-use bottles, bags and food packaging. We should all implement these types of principles to such an extent that it does not restrict our daily lives. We never try to persuade people to do things; we just show people products’ complete story and discuss the global context and what they can change in their lives.

INCIEN – Institut Cirkulární Ekonomiky, z. ú. – is a non-governmental non-profit organisation promoting the circular economy within the Czech Republic. It was established in 2015 and has implemented a number of successful events and projects since then. More at www.incien.org.

By Linda Štucbartová

Simon Kaluža

 

On Being A Manager by Trade, An Entrepreneur by Heart and An Overall Leader

 

Simon Kaluža, Managing Director, SAP CEE

Simon, let us start with reflection as this quality is often mentioned to be the one that today’s leaders are typically lacking. During the last round of the SAP Forum in Prague, you and panelists reflected upon the changes brought about since last year. However, let us go further back. You have been responsible for SAP in the CEE region for almost 5 years, what are the major substantial changes on the regional level?

When I took over my role, I faced two kinds of challenges. The external ones were linked to the way the market perceived SAP as a company. People from IT were often asking why is the CEO part of the IT project, and the CEO tried to explain that it’s not only implementing an IT system but the future of the company. That’s how much technology is important. The internal challenges were linked to adapting to the fast changes on the market. Some challenges were easy to address, such as the way we approached our customers and the way we were selling or positioning our products. Speaking of reflection and history, I will take you back even further.

It seems like ages now, but 20 years ago, it was sufficient to have a state of the art product that customers were buying because of its quality and robustness. Suddenly, this was not enough and the products started to become solution based. As customers were becoming more knowledgeable about business processes, competitors and, in general, about the whole ecosystem they operated in, SAP also had to respond. We came with the so called “challenger way” for how to sell and position our products.

We are in a position to be able to challenge our customers and to show them what business opportunities they are missing by not investing into our solutions and technologies. Such perspective brings about some substantial prerequisites. The first one is being able to understand the businesses of our customers inside out then going even beyond that. We need to understand the customers of our customers. In order to do that, we need to challenge our mindsets, be more agile…faster than both the competition and our customers. In today’s already fast developing world, this represents a true challenge. That is why you need “the best of the breed,” the best people, products and industries. We brought many industry experts, we invested a lot in training. However, the biggest change occurred on the mindset level.

Speaking of the mindset change, would you agree with the quote: “Innovation is not a department, it is an attitude”.

I would go even further, innovation for me is a culture, because behavior can vary from one day to the other. It is by no means an easy task to change the culture in a multinational environment. It is a hard work that has to start at the top and go all the way to the last employee but in the end, it pays off. The customers then perceive us in a completely different manner, far from the previous image of a rigid company providing ERP (Enterprise Resource Planning) systems. To complete the previous question about reflection on the past five years, I am proud to say that our portfolio has not only expanded, it exploded. Next to ERP systems and business intelligence products, we have provided the cutting edge technology SAP HANA that became a platform. Introducing SAP HANA led to an avalanche of other events. The customer was put in the middle of our universe: not today’s customer but rather the customer of 2020 and beyond.

We understood the change that millennials are bringing about, we made several acquisitions, such as SAP Hybris, SAP Ariba and SAP SuccessFactors and we created a strategy for SAP, one that is also applicable to any single organization, be it a production company, a service company or even a public sector company. Every single organization has four stake holders: customers, employees, suppliers and assets. The way you manage these four corresponds to the way you manage your business. And just to underscore the fast and exponential development we face: last year at the SAP Forum, we were discussing digital transformation, and that is already happening. This year, we are discussing artificial intelligence and how it can be incorporated into all elements of the business and by next year I am positive that we will already have examples of successful implementation in our region. Time needed to re-invent your business cannot be measured in years, it has to be measured in months or sometimes even days.

Digital transformation is an issue that SAP has been pursuing for several years. However, it might sound too abstract or even scary, particularly for small and medium sized local companies. What is your advice regarding small, safe “baby” steps on how to get digitized?

Well, I might use a parallel that quite well known companies, such as Nokia or Kodak used, claiming that no change is safe and we all know the outcome of such business decisions. I can understand people being afraid of the investment. Let me introduce another approach – leaving technology aside, as it is just the means. For any company, the key is to know all about its customers, starting with expectations and its competitors but also development and change. Would you ask a child today if he or she watches regularly scheduled TV? It is nonsense for them: why would they watch a movie at any fixed time determined by someone else? The generation of our parents, on the other hand, still wait for their movie on Saturday night. Thinking about customers in this way will then transform to suitable business models to attract tomorrow’s customers. If you do not start adapting today, you will miss out on tomorrow.

Can you be more specific and share two examples or best practices of customer digitization from the CEE region?

Well, let me start with a company that produces spare parts for the automotive industry. When I talked to the CEO, he mentioned that his IT people kept challenging him about the need for them to be on the project team. However, such projects are not only about IT anymore, as they influence the future of the company. In four or five years the automotive industry will change completely. We are not investing in IT, we are investing in our future and new business models. As I have mentioned above, the IT is only the tool.

The second reference project concerns a Czech global company AVAST and it is linked to millennials. As a high tech company, producing top security software, it is attracting mainly young talent. What is important for millennials? Customization. They expect the same environment that they have at home. They enjoy nice computers, tablets, gadgets and they like to connect using social media. For someone my age, this might be slightly disturbing but for the coming generations such aspects are of the utmost importance. We teamed up with them and successfully implemented our HR solution, called SAP SuccessFactors. This solution is based on a social network model and enables you to comfortably address the most common HR issues, such as communicating with your colleagues, providing them with goals, trainings, or education, engaging with them regarding business development. This particular tool is not only natural but was expected by the millennial employees in order to avoid a leadership gap. Luckily, the leadership team of AVAST recognized the importance of such a solution and made the investment. The implementation also enabled them to measure satisfaction and we were pleased to see tangible preliminary results, showing that the immediate satisfaction grew by 3%. Such results allow you to calculate a return on your investments, which is often argued in HR solutions. Yes, there are financials behind it. Higher satisfaction increases productivity and performance, attracts young talent in the market and supports retention.

In May, you held your biggest annual conference SAPPHIRE NOW. Can you share some major announcements with our readers?

The major announcement was a conceptual one, concerning Leonardo. Leonardo is not a product but a set of tools that help you intelligently connect people, businesses and assets. The conceptual change introduces the new approach for how we partner with our customers. Until now, we were bringing pre-built solutions that were implemented and customized. The Leonardo platform allows us to co-innovate together. The new set of tools helps materialize innovative customers from both sides. We not only deploy and implement, but we truly build new solutions together. This is the key message regarding our future evolution as a business. That does not mean that we will stop selling traditional solutions and products but we have to keep coming up with new approaches.

You describe yourself as a manager by trade, entrepreneur by heart and a leader… What message concerning leadership do you want to pass on?

If you want to make everybody happy, sell ice- cream. Everything depends on trust and the people. I have the best team ever. I trust them and they trust me and together we can go to the Moon.

What are your personal plans for the summer and what advice do you give your colleagues regarding recharging batteries?

We have repeatedly demonstrated our mantra: “Work hard, party hard”. Personally, I like to sail; I have been a passionate sailor for the past twenty years. It does not come as a surprise that the Adriatic region is the one I prefer. I also play guitar in a rock band. I am just afraid that revealing that I have done so for almost 40 years will make me look old. I wish a pleasant summer to all readers of the Czech and Slovak Leaders magazine!

Linda Štucbartová

 

Embassy Art Cocktail at NH Prague City

From left: Jonáš Ledecký, Artist, Helena Kroftová-Leisztner, Artist, and Janek Ledecký, Singer and Composer

Embassy Art Cocktail was organized by NH Prague City in cooperation with the Czech artist Helena Kroftová-Leisztner presenting her unique art with oil paintings, drawings and photos of exhibition Venice and Colours of Women.

Ambassadors, Embassy representatives and business clients came to enjoy a great audience of the hotel, overlooking the city of Prague from Sky Lounge.

Guests have indulged themselves in delicious finger food menu prepared by Executive Chef of NH Prague City and degustation of wine spirits and wines.

Partners of the event were Cortelazzi, Rumako, La Botella, Aqua Angels and Erste Private Banking. The event was organized under the auspices and support of H.E. Mr. Aldo Amati, Italian Ambassador in the Czech Republic.

Karel Volenec

 

I see business as a lifestyle

 

Doc. RNDr. PhMr. Karel Volenec, CSc.

It sounds like a fairytale… ELLA-CS, a Czech company without any foreign capital based in Hradec Králové, is operating with success across 70 countries worldwide in the medical products market. The reality of small and medium-sized enterprises operating in the Czech market, however, is more of thriller than anything else. How do you look back at the last quarter-century from the perspective of an entrepreneur?

It’s very difficult to assess 25 years of life in a limited space. I don’t see business as a way of making money, but rather as a lifestyle. The lifestyle is sometimes really exhausting, but it is exciting and extremely satisfying. For me, it is a conditio sine qua non in the meaningfulness of what I do and the opportunity to create something completely new. Last but not least, I would add the responsibility for the team I lead.

Although we export to seventy countries, we only have direct branches in the Czech and Slovak Republics. Distributors represent us in other countries. We have tried building direct subsidiaries in Western European countries, but to my surprise we came up against a language barrier from customers, even though these were countries where English was a second language.

The disadvantage here is the fact we are not sufficiently frequently in direct contact with healthcare providers; in our case, as implant manufacturers we do not have direct contact with the patient. For new products in particular, this can be counterproductive because the distributor does not always know the product inside out and it is merely an object bought and sold for the distributor.

In contrast to many companies which focus only on manufacture, you have also focused your attention on research and development since you began your career in 1986. How do you see developments in this sector?

I worked as an assistant at the Charles University Medical Faculty in Hradec Kralove’s Biophysics Institute and I was also involved at the Institute for Experimental and Clinical Radiobiology. Working in these institutes was invaluable to me. I found out about research methods and lecturing was also great preparation for my future focus.

It is important to say that research and development used to be funded in a similar manner to today, but was more centrally managed. We perceive the previous regime as having a high level of bureaucracy leading to situations in which large investments could be made, but where it was then very difficult to subsequently purchase component parts needed.

Usually there were attempts made at the end of the year to spend your funding at any cost so your budget was not reduced in the following period. I thought naively that this situation would change after the 1989 revolution, but alas this unfortunate model persists not just in science, but other sectors too. My other disappointment has been the little interest shown by companies in any co-operation.

Once I had finished my military and civil projects after 1989 with the end of the commissioning institutions, I had hoped that representatives of major companies would come to us and we would be able to choose which company we would co-operate with. But nobody was interested.

At that time, I knew nothing about quality systems and normative requirements on managing research and development, and it wasn’t until moving to the private sector that I realised how huge the gap was between applied research and between companies and the academic sphere. I still hope these differences will one day disappear and we will be able to overcome this rift as in other countries.

I had the opportunity to see a few days ago in Estonia how the university in Tartu built a fully certified analytical laboratory. They found the courage and space in the legislation and established a subsidiary.

You frequently act as one of the leading proponents of co-operation between the academic and business world. But the general population see these worlds as entirely separate and almost impenetrable…

Both spheres — the private and academic and university worlds — complement each other, but there must be the will on both sides to manage the different methods of communication in particular. It’s sad to see statistics showing that the success of applied research outcomes in practice is of the order of 3% – 5% of all assignments dealt with at an EU level. These projects are subsidised by taxpayers. No private company in the world would be able to allow this. Companies have to be much more careful and think in great detail about where they can invest and with what efficiency they should set funding so that a return on investment can be achieved as fast as possible from idea to concept.

I had the opportunity to listen to your talk on Innovation at Charles University. I was taken by two areas in particular which we often discuss with leaders in our magazine. The first area is the use of mentoring as a tool for bringing the private and academic spheres together. The second idea regards support for humanities, especially at a time when industry is calling for support to be given to technical sciences and compulsory school leaving exams in Maths are being discussed.

In terms of mentoring, I think this is a very effective solution in terms of money and time invested. Representatives of university and academia should be able to visit manufacturing businesses more frequently and get the opportunity to discuss with their representatives, and in the same way company representatives should be involved in the teaching process more frequently, at least at the level of motivational talks. Exchange placements at the workplace are incredibly beneficial and are going to become ever more important.Today, it is not ‘just’ about product quality, which is taken for granted; now the speed of launching a product is also important.

The issue of supporting humanities is simple from my perspective. It is my conviction that very soon businesses will represent conglomerates of workers who share common ideas and common goals. Companies will be forced to focus much more on building an internal corporate culture. An example here might be their approach to criticism — what about rewarding criticism instead of penalising it? My tutor Prof. Steinhard encouraged me to always surround myself with people who know more than me. And that’s exactly the situation today when there is ever less space for individualists and many results can only be achieved within a well-oiled team.

Let’s look at a very topical and also underestimated issue closely related to science and research in which the Czech Republic lags behind… how are we getting on in terms of intellectual property and its protection?

I’m afraid there is still a massive gap here. Over a quarter century I have personally made a number of very serious errors in underestimating this field and I think that there should be an expert in this field at every university and at every faculty, someone who is knowledgeable in these matters and who can provide the appropriate help to anyone endeavouring to develop or innovate and who wants someone to manufacture and launch their product. This is often one of the most critical phases. It is practically committing suicide, for example, to enter into a contract with an American company without a professional lawyer. I trust that our poor protection of intellectual rights will be eliminated in future. A warning in this regard is the fact that a few years ago a certain foreign organisation went around different faculties deliberately taking away outcomes of research which were insufficiently protected.

ELLA-CS is not headquartered in Prague, but in Hradec Kralove. Hradec Kralove has been assessed as the best place to live in the Czech Republic. How is it to do business outside the capital?

I was born in a beautiful part of the Czech Republic in the Sumava region, and I moved to Hradec Kralove as a student. I studied here and I’ve lived here for many years now. My background means it would be very hard for me to live in a busy place like Prague, or in another city where I would miss the peace and countryside I need. It must be something which is imprinted on you in childhood and which you can’t take away.

On the other hand, when someone comes to visit from abroad, then logically the most common place to visit is Prague which brings together so many different styles, and not just in architecture. It is a city for which all the world envies us. I split my life between Hradec Kralove, Sumava and Prague and many other places in the world, but I will always return to the place of my birth.

I think we all need our roots and a sense of belonging.

 

Your final words for Czech and Slovak Leaders readers?

It is my wish that only those who enjoy it and do it not just to make money, but to make those around them happy, remain in the business sector. In my case, those who I will probably never meet, but to whom I and my team can return that which they value the most — their health

By Linda Štucbartová

Karel Havlíček

 

Small enterprises now no longer slouching

 

Karel Havlíček, Chair of the Board, AMSP ČR

Since 2001 the Association has offered an open, apolitical platform for SMEs, the self-employed and various groupings and associations. It is the main representative of the Czech Republic’s broadest business segment and apart from legislation, export, innovation, education, and financing of SMEs it has special teams and projects which focus on family businesses, handicrafts, start-up businesses, local producers and growers, small shops and gastronomy establishments, women in business, businesses in rural areas, church businesses and third-age businesses.

They say that small and medium sized enterprises are the backbone of the economy… Staying with the medical metaphors, what condition is the Czech backbone in?

Strong, occasionally sore, but no longer slouching. I’ve been defending the interests of small and medium sized companies for almost twenty years and if there’s something that makes me happy then it’s the growing confidence of entrepreneurs. In contrast to the past, entrepreneurs no longer stand in front of anyone with cap in hand, believe in themselves more and can advance their interests, commercially and legally, against the state, banks and large corporations. So we don’t just talk about state support, take the example of the dispute between small Hyundai dealers and the importer which was brutally exploiting its position. Once we began co-ordinating the complaints of these small companies within our association, we managed to block the Hyundai Corporation five times in a row in all the courts despite their corporate threats, and huge legal and financial dominance, and they ended up disgraced and they’re going to pay for the consequences. That couldn’t have happened ten years ago; small companies then would never have got into that kind of dispute.

Small and medium sized enterprises need to ensure maximum efficiency to withstand a difficult competitive environment. One might say this is one of the few environments where ‘common sense’ has been preserved. In this context I appreciate your statement that: “We cannot have massive wage growth, zero unemployment and high investment from companies at the same time…”

In contrast to multinational companies, small firms work on the basis of fast management of changes, bare numbers and healthy efficiency. Large corporations are under pressure from investors, managers frequently politicking and seeing management rewards on the horizon. The small entrepreneur has to see much further; his objective is not short-term performance but long-term survival and asset preservation. If the state acted like a small family company in its speed, decision-making and strategic planning, we would have progressed much further today. Unfortunately it acts like a large corporation and instead of the interests of society it focuses on the interests of political secretariats. A typical example here is the recent failure of Prime Minister Sobotka. I don’t mean the sacking of the finance minister here; he is fully entitled to do this. I’m referring to his first attempt to dismiss the whole government taking the whole country and government hostage because he was unable to deal with a common political dispute between two key leaders in government.

A generational changeover is beginning to take place in many companies. How prepared are small and medium-sized businesses for the succession?

We’re experiencing the first change in generations, so this corresponds to the situation. The whole process of changeover takes place rather intuitively, so the good news is that things are improving. Our association is playing a crucial role. A few years ago, our association created the Family Business platform, bringing together a few hundred of the most important family companies and we are working with them systematically at a regional and nationwide level. We are creating legal support for them, undertaking mentoring, establishing academies for successors and in particular we are continuing to encounter and undertake benchmarking. Furthermore, we are declaring next year Family Business Year. I’ve got a good feeling about it; companies are beginning to realise that changeover is a complex process which takes a number of years during which time they must anticipate economic, legal and psychological variables, never mind consider correct timing. If I’m going to transfer a company to a successor who is over fifty years old, I cannot expect him to give the business the energy and novelty it so needs.

Staying with the young generation, I’d like to quote another statement you made that I noted: ‘If we keep crying over bureaucracy, it’s no wonder the young aren’t becoming entrepreneurs’: Has the youth’s position on doing business changed over time? From a media perspective it would seem that large corporations are not in fashion with a growth in interesting start-ups occurring instead.

You’re right, and I’m really pleased about that. But first to the crying. As the main representative of small business, we are always pushing the government, complaining and perhaps sometimes exaggerating a little. That goes with the territory; otherwise we wouldn’t get results, it’s like in trade. But there are limits; I don’t want us to become a nation of cry-baby businesspeople who can only complain. Our business environment is not bad and business is not the last option for the incapable, but the first chance for the best. You’ve got to keep trying, fight and not rely on some kind of extra support. That’s what doing business is all about and not everyone can survive. We have to show the youth the opportunities, and not just frighten them over bureaucracy. They must see problems as challenges which they have to deal with every day as entrepreneurs using economic tools, and not by demonstrating on Wenceslas Square or setting up business unions as someone tried recently. That’s a debasement of entrepreneurialism and a return to socialism.

Let’s go back to bureaucracy and the civil service. Are you optimistic, or resigned? Complaints can be heard over its growth at every conference, at every specialist or even social gathering… What’s your perspective here?

My role is to continuously fight against it; if I were ever to think of resigning myself to such problems then someone else would have to do it instead. But this fight has got to have some parameters and must seek results, not just media visibility. The level of regulation here, like in the EU, is unprecedented, and just can’t be compared to the United States, for example. But careful; the level of administration in America, for example, is much worse than here. The objective must be to reduce regulation and be uncompromising in implementing computerisation into all areas. But in doing so we’ve got to ignore and avoid the rehashing of mantras by some about not being able to cope, or implementing Big Brother. It works in Scandinavian countries because they just did it, nobody really worried about it and today they are a model for the whole world. And here, take the infantile discussion over electronic sales records for example… The truth is that in Estonia, for example, computerisation has been done to result in data sharing with the country a de facto internet platform and everyone saving time and money. Here, we’re computerising such that instead of using pen and paper we’re doing the same with a computer mouse, but that isn’t saving time…..

A relatively new topic in the Czech Republic is co-operation across sectors, specifically between the academic and private spheres. I work for Charles University’s Commercialisation Council. How do you perceive co-operation with science and the academic sphere? Co-operation is going well with large corporations, but as yet medium-sized businesses have not taken up this opportunity… What can be improved on both sides?

I’ve got to be objective here and compare the situation with previous years. Twenty years ago practically no small company co-operated with a university or research organisation, ten years ago this happened exceptionally, but today it is fairly common for many companies. European and national resources released to enable co-operation between science and business have meant that tens of thousands of small companies have been able to start co-operating with scientists. That is undoubtedly positive. Another matter is what results it has given us. And that remains a problem. Companies and research institutions still have a significantly different idea of what co-operation should bring. The fault lies with both sides. Small companies are impatient and unable to see the project from the perspective of a researcher, and they also don’t have sufficient further resources. And scientists feel that their research is like a golden bird in a gilded cage and it is only the incompetence of entrepreneurs which has not turned their institute into a second Cambridge, and they are unwilling to admit that their results may not be all that extraordinary. It’s a long game, and we need one more generation for it to change.

By Linda Štucbartová

Gala Evening of the Zlatá koruna Competition

Zlatá koruna traditionally awarded the prizes for the best financial products of the year. The awards were held for the fifteenth time already. The gala evening during which the prizes were awarded in all 19 categories took place in TOP HOTEL Praha, and was moderated by Ondřej Hejma. Among the guests, the evening was attended by significant personalities of the Czech financial and insurance markets. The event took place under the auspices of the Minister of Finance, Ivan Pilný and Governor of the Czech National Bank, Jiří Rusnok.

President of the European Commission in the Senate

President of the European Commission Jean-Claude Juncker visited Prague. In the Senate, he had meetings with the Chairmen of both Chambers of Parliament – Milan Štěch and Jan Hamáček – as well as other MPs and Senators. The topics discussed were the future of the EU, coordination of common defence, or migrants’ redistribution quotas. President of the European Commission Jean-Claude Juncker said he was not pleased by the decision of the Czech government not to accept more migrants based on common European quotas. Mr Štěch and Mr Hamáček declared support to the Czech government steps and drew attention to legitimate caution of the Czech Republic towards economic migrants. However, at the meeting, Mr Juncker assured Czech MPs and Senators that he disapproves of the idea that accepting migrants became a condition for drawing funds from the EU structural funds.

Endowment Fund of Livia and Václav Klaus met sponsors and volunteers

On June 5th 2017, the Endowment Fund of Livia and Václav Klaus invited sponsors and volunteers to a meeting in the Great Hall of the New Town Hall in Prague. The founders of the Fund, Mr. and Mrs. Klaus, took the opportunity to thank all the donors and volunteers for their support.

Photo: Václav Krecl

SAP Forum 2017: Artificial Intelligence, Robotics and 25th Anniversary Celebrations

Prague — SAP ČR held this year’s conference for customers and partners on May 31st. Six hundred guests came to hear the latest news and trends in Digitization, artificial intelligence and robotics from SAP representatives and IT leaders. This year’s special guests were visionary Karel Janeček, Vladimír Mařík from the Czech Technical University and Martin Wezowski, Chief Designer SAP. This year’s SAP Forum was also a part of our celebration of SAP 25th year on the Czech market.

Roman Knap, Managing Director SAP Czech Republic launched the conference, discussing with presenter Libor Bouček if and how artificial intelligence might replace people. Roman Knap then invited Martin Bednár, the first CEO of SAP’s Czech subsidiary, to the stage. ‘25 years ago we had no idea that robots might replace us, at least in certain activities. But today we can see where technology has advanced over the past quarter century, and artificial intelligence is now a part of our lives. To put it simply, the future, or you might say sci-fi , is already here, so let’s be ready for it,’ said Roman Knap.

This was followed by an appearance by Karel Janeček, who presented his Human 21 vision. Martin Wezowski, SAP Chief Designer, spoke about shaping our future together. ‘Technological evolution is transforming the concept of human work and opening up new opportunities. I call this “Humachine” – a symbiosis between human creativity, empathy and the arti cial intelligence of machines. With innovation and design, we can shape this dynamic change.’ Vladimír Mařík of the Czech Technical University’s Institute of Informatics, Robotics and Cybernetics focused his talk on the prospects for artificial intelligence and robotics.

Representatives of major Czech companies, start-ups and partners built on these concepts through a panel discussion on the topic ‘Tomorrow is already here’. Besides Digitization and innovation, the panellists also discussed Industry 4.0 within Central and Eastern Europe and compared the situation with the Czech Republic. Petr Ulvr of Intel presented the conference’s General Partner’s ideas on the potential of arti cial intelligence. The panel discussion was followed by DEMO JAM with specific demonstrations of solutions developed on SAP’s S/4HANA platform. SAP’s implementation partner demonstrated how technology has transformed customer business. The conference ended with a concert by Miro Žbirka and Jelen.

Žofín Palace for KAPSCH gala evening

The global technology holding company is celebrating the 125th anniversary of its founding, and has been operating in the Czech Republic for a quarter of a century

The local Kapsch holding subsidiary is celebrating two anniversaries this year. Besides global celebrations of the 125th anniversary of Kapsch’s founding, 2017 also marks 25 years since the first Kapsch local agency was set up in the Czech Republic. Celebrations will be taking place across the globe, because since 1892 this originally small Austrian company has expanded to become a global technology giant with 95 subsidiaries on five continents. While events reach a climax in Austria in September, in Prague the highlight of Kapsch’s celebrations took place in Žofín Palace on 24 May.

Besides a buffet and excellent wine the programme included a celebratory concert from the Czech Radio Symphony Orchestra conducted by Ondrej Lenárd. The compositions chosen highlighted Czech-Austrian social and cultural proximity, with the evening’s subtitle ‘Bridges between the Czech Republic and Austria’. Soloing were Austrian soprano Nicola Proksch and flautist Karl-Heinz Schütz, with the trio completed by Czech baritone Svatopluk Sem.

Hundreds of guests from amongst Kapsch’s important business partners along with guests from the political, economic and cultural spheres were reminded of milestones in the history of the Kapsch brand, its current global strength and its technological vision for the future. The artistic section of the evening was taken up by musicians from the Czech Radio Symphony Orchestra, who along with the soloists performed compositions underscoring Czech-Austrian social and cultural proximity.

Historical context was highlighted through key artefacts from Kapsch’s past which commemorated the fact that the company had been present for all technological breakthroughs and inventions of the 20th century, from the launch of radio and television broadcasting through the development of telecommunications to the massive explosion of the internet and digital technologies. In the 21st century, the Kapsch brand is renowned in the traffic telematics and toll system field, while globally it also reigns in the market in GSM-R railway technology. Furthermore, in the Czech Republic Kapsch’s presence is inherently linked to the fall of the communist dictatorship and the development of democracy and the free market.

Antarctica Matters…

A few months ago I got back from an expedition to the seventh continent – Antarctica. Not only was it the farthest I have been from home but probably the most amazing journey I have ever made in 57 years.

Diverse and mystifying in the extreme, this continent, which is bigger in size than Europe or Asia or America, thrills with pristine glaciers, glistening icebergs, arresting inlets and wildlife to die for. A visit with the seals, the penguins, the albatrosses and the amazing whales in their natural habitat could be the very definition of adventure.

I was always afraid of big waves in the ocean. I remember the last time I was on a sailboat in the Caribbean, my friends had to drop me off on an island before they could continue in the rough Pacific Ocean and pick me up a day later when it was calm. I had also heard of the Drake Passage and the 6 to 7 metre high waves with strong winds and some of the roughest seas in the world. I always knew that if I had to overcome this fear the only way I could do it was to face it head-on. So when I got this opportunity to join the expedition to Antarctica in support of extending the Antarctic Treaty, I jumped at it. Little did I realise what an amazing journey I was signing up for.

For the first time I was in 6 to 7 metre waves and everyone took medication against sea sickness, but I and one other expedition member decided to do without and see what happens. The ships nowadays have stabilizers so the tossing and pitching of the ship is reduced. But these waves were just the prelude as we were being chased by a storm and the captain was going as fast as he could to outrun it. Finally, it hit us from behind with its full force and fury combined with very strong winds from the side. A big roller wave almost knocked me out of bed at 2.30 am.

The next morning the storm had passed and we got to the South Shetland Islands. It had been rough but little did I know that we had been in waves of 11.5 metres. I had felt neither scared, nor seasick. I still have no idea how this happened but something inside me had clicked and the fear disappeared.

What I saw around me was sheer pristine beauty as I had never seen before. The sunrise was one of the most amazing I had ever seen as we were escorted into harbour by a school of dolphins. It was like a dream, like being constantly in a meditative trance. As the weather cleared up after the storm, we got lucky and saw bright clear skies and sunshine for the next four days.

We took the Zodiac cruise to Danco Island and a short hike up a glacial ridge to a large penguin rookery. We went from the storm to the calm waters and clear skies and then from the quiet solitude of the channel to the cacophony of the penguins – Adelie, Gentoo and Chinstrap – they were all going about their business as if we were not even there.

The second day we were barely awake when the expedition leader announced the spotting of minke whales on the starboard side of the ship. Floating amongst the serene beauty of glacial ice sculptures, we saw a leopard seal hunt a fur seal and devour it. The next day a leopard seal nudged one of the canoes and popped its head out of the water next to the canoeist. Later, I even got to have my single malt with glacial ice in it – which I picked out of the ocean, but it was not salty at all.

The next day was the day of my polar plunge – a leap into the ocean in my swimsuit, with the water temperature at -1°C. It was definitely 20 – 30 secs of a unique refreshing experience where as little as 60 sec could lead to a brain freeze.

The following day a humpback whale turned up less than 12 meters from a kayaker and we were able to see and photograph it from the Zodiac at about the same distance. It was a family of 3 and they seemed to enjoy playing around and doing tricks for about 15 minutes before diving deep for their krill and plankton.

The next day was my turn to paddleboard for the first time in my life and my debut in icy ocean waters. As the waves started to rise a bit, I went on my kness, not wanting to land in the water like four of our group of seven did.

The purpose of the expedition was to raise awareness of the 1959 Antarctic Treaty, which expires in 2048, and to help build public opinion to extend it by 50 to 100 years and leave this pristine continent as untouched as it is today.

This treaty, which was signed by 52 nations, prevents countries from owning or exploiting the land except for research and science. It is not only the world’s most important natural laboratory but also our last great wilderness. It is also fragile and vulnerable.

This continent in its untouched natural state and the research on it are key to understanding of how our world naturally works and our impact on our ocean systems, marine life and climate.

If anyone ever gets a chance to make this trip, my very strong recommendation would be to grab it. I do not have the memory of an experience that surpasses it. And if there is any way in which you may be able to help in building the consensus to extend the present Antarctic Treaty, it would probably be a great service to many generations yet unborn.

 

Sanjiv Suri
sanjiv@zatisigroup.cz

 

Czech Republic and the EU: a fragile partnership

Since 1 May 2004, the Czech Republic has been member of the European Union. Our country can benefit from a large permeable market and from financial assistance that can be used to heal deep economic wounds caused by decades of Communism. The sum of net subsidies received from EU funds have reached more than CZK 700 billion (EUR 27 billion) since then, and the share of Czech exports to EU countries has extended up to more than 80 percent. The economic interconnection of Czechia with the EU has thus been almost complete.

The last economic crisis of 2008 – 2014 made differences and divergences among EU member states more obvious, especially from the financial and political points of view. It became also more and more clear that cumbersome structures of and procedures within European political and administrative bodies need reforming. The Commission proposed five scenarios of further development of the whole Union, of which the vision of a “multi-speed Europe” has become the most probable. The departure of Great Britain from the Union has forged a much firmer linkage between Germany and France, both the giants within the EU structure, which created an imminent risk that smaller EU countries may gradually sink into insignificance and be more often overridden by decisions of the newly modified majority in the Union.

The Czech position during this development can be characterized as passive and hardly productive. This may be attributed to prevailing ambivalence and euroscepticism in Czech political circles preventing them to assume active participation in the discussion on the future of EU, as well as to limited Czech representation in European structures reflecting an initial struggle among political forces that prevented to send a sufficient number of capable individuals to “Brussels” to succeed in tenders. Czech diplomacy also repeatedly failed in creating functional alliances that would be able to support Czech national interest.

Now a discussion can be opened what may be the main dividing factor creating the multi-speed framework. A traditional one is linked with the membership in the eurozone. Countries outside the euro system may be in a growing number of cases subject to decisions they cannot influence. The Czech political structure was until recent times reluctant to prepare for the adoption of euro with the reasoning that the country should not pay for the problems of others, e.g. Greece. As the situation is growing more unfavourable, the adoption of euro returns back as a theme for debate.

But a more serious dividing factor has originated in recent years with a potential split between “old” and “new” EU countries. It was triggered by refusal of introduced migration quotas where Czechia plays the part with other Visegrád countries. It is not so much a question of solidarity with refugees from warzones – this can be solved also in other ways – but much more a question of lack of solidarity with “old” EU partners like Spain, Italy or Greece directly facing migration waves. The atmosphere vis-à-vis the Visegrád countries in the “old” EU countries dramatically changed in the adverse direction. And the response – although asymmetrical in both scope and real matter – came soon. New EU directives are pushed through to force companies from the “new” countries to pay workers posted to the other countries at least the local minimum wage, all to be subject bureaucratic documentation and inspection. This may be critical for many companies in the “East”, especially road transport companies, who cannot afford such a wage level. Seemingly it looks like a beneficial measure for the workers but a closer look can detect a great deal of protectionism. It seems that in the general upsurge of national egoisms both the principle of cohesion and the existence of the single market of services are now at stake.

Central Europe was an exposed area during all ages with influential powers interfering with it from almost all directions. The EU membership of countries of the region has been so far observed as a guarantee of democracy and of a free market economy. Any weakening of the linkage and commitment to the West will inevitably evoke a strengthened Eastern influence. No country forming a bridge between rivals can benefit from such position. According to one renowned statement of the legendary post-war Czech foreign minister Jan Masaryk, “bridges are usually trampled upon”.

It is high time for countries like the Czech Republic not only to decide what position towards the EU it is needed to have, but also how to participate in the general debate on the future of the Union. Let’s hope that the new Government originating from the parliamentary election of October 2017 will be able to adopt a clear and functional position to the challenges and risks of the European development, become a good and respected partner for the rest of EU countries, and be at the same time able to actively and self-consciously pursue Czech national interests. The notion should prevail that it is necessary in any company not only to take the benefits, but also share the costs. And all those who advocate a voluntary Czech exit from the Union should wait for the final outcome of Brexit. One of the best things ever is to gain necessary knowledge from others’ experience, not on own account.

 

Emanuel Šíp

 

Insurer of the Year 2016

Founded by the Association of Czech Insurance Brokers (AČPM) and co-organized by the Czech Insurance Association (ČAP) and the specialized information server oPojištění.cz.

The 17th year of this oldest professional contest in insurance culminated with a gala evening held in the Congress Centre of the Czech National Bank (CNB) in Prague on May 11, 2017, under the auspices of the CNB Governor Jiří Rusnok.

The insurance brokers – as experts who work with insurers on a daily basis – assessed the insurance companies’ performance for 2016 in the following categories: insurance of industry, car insurance, civil insurance, specialized insurance and life insurance. Out of these five categories, Kooperativa pojišťovna won three, Česká podnikatelská pojišťovna reached for the first place in car insurance and EULER HERMES SA obtained “gold” in the specialized insurance category.

As in previous years, the brokers also voted for “Personality of the Insurance Market” – a title awarded for an outstanding contribution to the development of insurance in the Czech Republic. This time the lot fell upon Jiřina Nepalová, founder and director of the No.1 brokerage Renomia a.s. and current President of the AČPM.

Within the framework of the contest, the insurers also judged the overall performance of insurance brokers. Thus, Renomia a.s., AČPM member, received the Insurance Broker of the Year 2016 award.

Nordic Midsummer Night 2017

The event was held, with kind permission of H.E. Helena Tuuri the ambassador of Finland, at the residence of the Finnish Embassy in Prague. The event was also held under the umbrella of Suomi 100 campaign that runs the whole year and celebrates 100 years of Finnish independance.

As it has became a habit, the event started with a small ceremony. Former Honorary Chairman of the Nordic Chamber H.E. Christian Hoppe the ambassador of Denmark handed over a glass bowl as a symbol of the office to a new Honorary Chairwoman H.E. Helena Tuuri the ambassador of Finland.

After the ceremony a great singer Nicole Lawrence took the reins and entertained participants for entire night. Another part of the program was a raffle for valuable prices. With tasty dishes and drinks, the event then continued to the late hours.

 

 

Lucie Bankovská Motlová

 

Don’t ruminate, or Don’t keep chewing over negative thoughts!

 

Professor Lucie Bankovská Motlová

Born into a doctor’s family, Lucie’s future career was laid out from childhood. Her daughter is also now preparing for Medicine entrance exams. Professor Motlová Bankovská has been working at Charles University’s Third Faculty of Medicine continuously since 1993. She is currently teaching Psychiatry and Medical Psychology and leading the Medical Psychology Department, while also carrying out the role of Vice Dean for external affairs, and developing academia and social affairs. She works as a Senior Researcher at the National Institute of Mental Health.

We meet numerous times at meetings of Charles University’s Commercialisation Council. Each of my meetings with the professor is like honey for the soul. She is softly-spoken and listens with empathy and her whole demeanour is calming. Our interview was focused on the mentally ill, destigmatising mental illness and the opportunities offered by collaboration between the academic and commercial sectors.

Professor, you work in training future doctors, and you teach psychiatry and medical psychology. What message have you got for your future colleagues?

The mental health of medical students and doctors is a major topic. In my private practice, it is doctors who come to me dissatisfied with their lives, displaying signs of mild and more severe mental disorders. To a certain extent, all doctors are workaholics. Just applying for a difficult medical degree suggests the buds of workaholism are already within you, subsequently making you more vulnerable to mental issues in future. Furthermore, doctors do not respect long-term rules which allow you to perform to a high level at work in the long-term. As a doctor, you begin your career at 25 but you are expected to work for 40 to 50 years in a field which is difficult, fast-evolving and tends to swallow you up. And even in the series of interviews you have held with my colleagues, I have noticed that these have taken place slowly in stages to accommodate their high workload. A busy doctor who never has time has slowly become synonymous for a good doctor. But permanent pressure and overwork inevitably leads to a risk of mental illness.

What can be the outcome of this overwork?

Let’s deliberately begin with the most negative outcome. Statistics from the USA show higher suicide rates amongst female doctors compared to women in the general population. This is the tip of the iceberg and many causes behind it may be uncovered. It is then found that many women suffering mental illness have not been treated. They have simply ignored their mental health issues. Here we encounter the problem of psychiatry as a field subject to stigma, and also the downplay of mental health and mental welfare in general. When a surgeon breaks his leg, one can assume that he is not going to continue operating and will take time off work. But when a doctor is suffering from anxiety or depression they’re still going to go to work.

Going back to those alarming statistics, can one say then that women cope with stress worse than men?

You can’t say that. Currently 70% of students in our faculty are women. Women make up the majority in healthcare when you include nurses and other staff. But it is particularly hard for women to combine their professional career with looking after their family while still having time for a personal life. Women often work in teams led by very busy men who end up setting the standards for the others. This might sound heretical, but an enlightened head doctor should ensure that his colleagues are not overworked. Care for young or junior doctors should include not just the transferal of specialist knowledge and skills, but also care for mental health. This care should also include the opportunity to ventilate problems they come across while carrying out their duties, e.g. informing patients of bad news. But this is just a general recommendation which disregards the reality of Czech healthcare which suffers from a lack of doctors and medical personnel.

Your insights and expertise come from the medical sector, but can what you say be applied to other fields and spheres, such as the corporate world or consultancy?

Yes. I think that the working environment is heavily influenced by a male perspective on matters and a male perspective on what leadership and the traditional superior-subordinate relationship should look like. I’m not an expert in management, but I continue to perceive a lack of empathy towards female employees, who are mostly in subordinate roles. Furthermore, many women still want to carry out a caring role within their family in some way and don’t want to delegate this function to anyone else. Unfortunately, the day only has 24 hours and this means there really is no time left for oneself after all that.

Let’s move on to specific key recommendations for ensuring mental wellbeing.

I’ll start with two fundamental recommendations. Picture a traditional tripod with three legs of the same length which make it extremely stable. Work is one of these legs, family life is another and our hobbies are the third leg. If someone is unable to balance these legs out over a long period of time, they become susceptible to problems. Yes, hobbies, interests and a social life comprise one whole significant part of life. Working women are those most frequently missing this leg.

My second piece of advice touches on physical exercise. It has been demonstrated that physical activity prevents depression from developing and is sometimes used directly as a method of treatment. At least 30 minutes of brisk walking three times a week is a key piece of advice doctors should give their patients, while also applying it to themselves. Don’t forget that exercise also prevents ageing. Going beyond these basic recommendations, then my next piece of advice would be to get sufficient sun. This winter may have seemed long and dark, but getting sun can also involve just being outside in the fresh air. Next in line is the well-known nutritional advice on the importance of health-promoting unsaturated fatty acids and consuming fish and fish oils.

My final piece of advice would be: don’t ruminate. A great word which can be translated as meaning not getting bogged down in cyclical repeated negative thoughts or catastrophic scenarios, instead focusing on specific solutions and actions to take.

Your specialisation is destigmatising the mentally ill. We treat a broken leg, but we deny a broken soul. I recently read a book which describes balls which were held in Paris at the end of the 19th century in institutions for the mentally ill to draw attention to their problems. How much progress have we made in terms of destigmatising mental illness?

In the 19505, the discovery of chlorpromazine, an antipsychotic drug, marked a revolution in psychiatry. The fact we now had drugs available which had a positive impact on the lives of the mentally ill meant we somewhat forgot about methods of rehabilitation and those balls you mentioned. There is space for both these approaches in modern psychiatry. We can’t treat serious mental illnesses without drugs, but on the other hand we mustn’t forget other methods for returning our patients to their lives. In this regard I would like to mention family psychoeducation. Family psychoeducation is a method in which we talk to the patient and their family about their illness, what it does, what to do and what not to do. It’s a kind of education in which skills for adapting to the particular illness are learnt. But these methods require a lot of skill and time from the doctor. While medical students learn about the effect of medicines and psychotropic drugs, they do not find out about rehabilitation methods such as family psychoeducation. This is a pity, because patients’ families are just as stigmatised as the mentally ill themselves. Stigma is transferrable, literally contagious; if we look at the mentally ill with suspicion then we tend to look at their whole family in the same way. Once the family has gone through this training, they are better able not just to communicate with the patient, but also to face up to the pressure and response of their surroundings. Here I’m talking about serious illnesses such as schizophrenia and bipolar affective disorder.

There are currently quite a lot of destigmatising campaigns and activities. Where does progress still need to be made?

I’d like to mention the Z první ruky (First hand) project which we organise here at the Third Faculty of Medicine. We invite patients and students to take part and look at various aspects of illness. Medical students are generally taught at the bedside of the acutely ill. Students then do not learn about what life with the illness brings, what happens following discharge, at home, how to find work and so on. Studies suggest that it is not just people in the patients’ surroundings who look with suspicion at the mentally ill, but often also doctors themselves. Care for physical ailments is worse for the mentally ill than those who are not being treated for mental illness, yet their diagnosis is the same. Last year, we undertook a study on how medical students’ relationship with the mentally ill evolves. We observed that it is from Year 4, when students begin to study psychiatry, that their relationship with the mentally ill improves. There are studies which have been undertaken abroad which have shown the opposite.

Year after year, you are assessed as amongst the most popular teachers. How do you personally perceive the young generation of students?

I look forward to seeing my students; I think the process of becoming a doctor is an adventure. You start learning medicine at 18 and leave at 25 years of age as a doctor who will be looking after the public. I am very well aware of how much attention needs to be paid to professional competencies. Our teaching curriculum teaches students how to diagnose illnesses, but not how to care for and treat the sick and make them better. There just isn’t enough time. That makes it that much more important to transfer this skill, e.g. during medical psychology. It is we who are creating the young generation, or at least we should be endeavouring to do so. You can see how medical students absorb the manners of doctors and are very sensitive in assessing any abuse from senior doctors.

My final question is about our joint work in Charles University’s Commercialisation Council. Where do you see potential for co-operation?

I see potential and space for co-operation both in technical and humanities fields which are a little underappreciated by the private sector. I was pleased that a number of successful projects in the phase of applying for patent protection were presented to the Council. Within my own field, I see an opportunity for various detectors which sense deteriorating patient condition, in particular for patients with chronic disorders which go through cycles. In the context of an ageing and stressed population, such products could be used for maintaining good mental health even for people not suffering from any disorder.

By Linda Štucbartová

 

Pavel Kafka

 

The principal measure of business and management success is quality

 

Pavel Kafka, Chairman of the Czech Management Association

Let’s begin with the recent 24″ Manager of the Year contest, which brought along a number of new features, such as the award for ‘Innovation for Sustainable Development: What other awards and outcomes of the conference deserve attention?

The biggest new feature this year was the Innovation for Sustainable Development award. The MoY organisers wanted in this way to show support for international and domestic endeavours to boost sustainability elements in business — and their economic, social and environmental benefits. The prizes were awarded under the auspices of the Czech Business Council for Sustainable Development and sponsored by CEPS a.s. and CEZ Distribute a.s. Coincidentally, the awards were officially handed over the day after the government decided on the Czech Republic’s sustainable development strategic framework to 2030. I think it is also worth saying that this 24th annual MoY contest saw the largest proportion of women amongst finalists so far — 20 %. Some of the results of the surveys taken by finalists were also interesting. This year’s finalists, for example, consider many more contemporaries from the Czech Republic as role models than was the case in previous years, even though Tom8 Bata remains in notional top place. Looking at your question from the other side — what has not changed in finalists’ opinions — then unfortunately this remains a high level of criticism of bureaucracy and unstable legislation.

I heard many of those awarded, including Manager of the Year, Chairwoman of the Board at U & SLUNO, a.s. and President of the Czech Confederation of Commerce and Tourism, Marta Novalcova, Chair of the Board of the production co-operative KOVOBEL, Emil Beber, and Jaroslav Hanak, President of the Confederation of Industry of the Czech Republic and an transport entrepreneur who was inducted into the Manager of the Year Hall of Fame for his many years promoting the interests of business and management, criticise our political representatives, and there were repeated complaints about the complex legislative environment. Although business people are always criticising politicians, what can be done to ensure there is less division between entrepreneurs and our politicians?

Yes, the survey discussed above undertaken amongst our finalists confirmed this long-term unfortunate state. Just as the principal measure of business and management success is quality, so quality must also be the measure of the legislative environment and the working of institutions. Even an international comparison of the Czech Republic’s competitiveness shows that it is this field which has the most negative impact on the assessment of our country’s position. I can give my advice for what it’s worth. I think it is up to us as voters to look more carefully at the specific actions of our elected representatives, and at least use this as a basis for our decision at the next elections —something that’s rather topical at the moment. But it is an unfortunate truth that our political representatives are much more interested in redistributing wealth that has been created than in actually creating wealth.

What major challenges will managers be facing in the coming decade? And how prepared are they for the changes in regard to Industry 4.0? The idea has been expressed in our magazine that it should be renamed Society 4.0 because it will affect us all regardless …

I agree with the idea that it is misleading to speak only about Industry 4.0. There will be massive changes through rapid automation and digitalisation across a wide section of society —health, education, transport, services etc. In many of these, even larger changes are taking place than within industry itself. Managers’ principal challenge will be to manage this massive technological development across all the phases of the company or other organisation’s activities. It will be that much harder that development which has previously been linear or now exponential will be ever more discontinuous in nature. This will make any kind of prognosis of development hugely more complicated, but it will also logically cause significant tension between ‘old’ and ‘new’; within the meaning of Schumpeter’s concept of creative destruction.

The Czech Management Association has focused on the role of women in management for many years, but there were only 14 women amongst the 71 finalists and only one woman got into the final ten. Where do you see the causes behind this, and what can be done to achieve a more balanced proportion?

In answer to your first question, I was glad that the proportion of women amongst our finalists was the highest ever this year. In terms of women within the final ten, however, we have had much better years. I wouldn’t draw any major conclusions from just one year of the contest. Nevertheless, the fact that we don’t have large numbers of women amongst our top managers should give us pause for thought. It has been shown around the world that companies with a greater proportion of women in management achieve better long-term results. I am not a proponent of quotas in any shape or form, but we are still failing to free women’s hands so that, should they be interested, they can take up top management positions.

The latest surveys show that there has been a decline in the current Generation Y’s perception of the prestige of a management position. How do you perceive the issue of diversity amongst multiple generations when for the first time four different generations are meeting up at the workplace all at once?

There has never been a period in history in which generations with such different experiences of life and conditions have entered the economic space as is the case today. We see the first such conflicts at schools. What we call age management is becoming a priority for HR officers. Company managers across the board say that school leavers and graduates are unable to communicate within intergenerational teams. I think the problem here is that people have not been brought up, and society has not impressed upon people, to show respect to others, to promote elementary decency, and order. This naturally means social cohesion suffers — yet this is a major feature behind success.

Next year the 25″ annual Manager of the Year contest will take place, something you also want to link with the celebrations of the 100th anniversary of the establishment of Czechoslovakia. What new features are you planning?

It’s too early to talk about new features. These will be decided upon by the MoY Management Committee on the basis of an assessment of all previous 24 years. But I can well imagine that one important element of the upcoming 25th year will be a retrospective of the whole of the contest’s history up to now.

 

By Linda Štucbartová

Personal Branding: A Creator’s Journey

On May 9, 2017, James Comey, director of the United States Federal Bureau of Investigation (FBI) and one of the most powerful men in the US, was about to give an address to his employees in Los Angeles when TV screens behind him started to flash breaking news. Apparently he had been fired by President Donald Trump. Comey laughed it off as a somewhat funny prank, according to a New York Times report. It was only later, when Trump’s letter was delivered to FBI headquarters in Washington that reality started to sink in.

Regardless of the political motivations behind his dismissal, James Comey is a powerful example of how fragile our careers are and how vulnerable we can be to the wind of change. The economic recovery, which started in 2014 in the Czech Republic, was viewed as great news by many managers. Little did they know that numerous companies would use this new window of opportunity to significantly restructure. In the process, many bright managerial heads fell between the cracks, often told with short notice that they were no longer needed. To make matters worse, few companies cared enough to put together comprehensive outplacement programs for their departing staff. At the end of the day, they were busy restructuring. Due to this, over the last three years, many accomplished gifted spirits found themselves in limbo, seeking new career opportunities.

What’s left of you when your vCard is taken away?

When dealing with managers who find themselves unexpectedly on the labor market, the first question I ask is what they did to cultivate their name and personal reputation during their previous job. What proof of their expertise – beyond meeting their quarterly KPIs – do they have? Did they perhaps publish some articles on a LinkedIn blog? Or were they in the media with a couple of expert interviews or articles? Do they have some good videos or SlideShare presentations from giving a speech at an industry conference? Almost anything would be a good place to start when putting together a personal brand kit to take with them to introduce themselves to new potential employers.

But guess what. Up to 99% of managers have none of the above. Why? Because they didn’t think about it when they were still on the job. So they either had a few good materials that they left behind with their previous company, or they never had them in the first place. My next question for such people is usually quite sharp: what’s left of you when your vCard has been taken away?

On Victims and Creators

Personal branding is a discipline of its own. Usually people start thinking about it when they want to leave the corporate world and start their own business. But this is too late. Whether you know it or not, you’ve already built a personal brand. Except your creation might not have the connotations you want and it most probably won’t help you in achieving your new goals. Being passive about your personal reputation at the workplace is also saying something about you: it says that you gladly go along with the flow, happy to be taken care of by your company for as long as possible. Then you can’t be too surprised when, at a certain moment, your company might not want to take care of you anymore. Yes, you may feel like a Victim; this is because you’ve been behaving like a Victim by constantly empowering others to make decisions about what is important for you. As opposed to Victims, Creators are constantly on their toes. In personal branding they aren’t building their image to impress. Not at all. Creators use their own image to convey a message, to tell a story, to share their expertise, to inspire and to leave something behind. As opposed to Victims, Creators find deep meaning in building their personal brand beyond the immediate ego satisfactions. They know that a personal brand is a tool that will serve them long-term. They also know that a strong, visible personal brand, same as a corporate brand, cannot be built over night. It takes time and commitment to build one. But Creators aren’t afraid. They dare to show up and share what’s best of them with the world. When companies must choose between a Creator and a Victim during a hiring interview, guess who they will prefer.

Never too late to start building your personal brand

It is never too late to start building your personal brand. In this column, I will be addressing practical insights on how to start seeing yourself as a brand as well as acting like one. For starters, you need to have a crystal clear vision. What are you trying to achieve? What kind of world do you want to live in and how exactly do you want to contribute to it? How can you use the position you are in right now to get yourself just a bit closer to your vision? Start with that, and all the other tools and mechanisms of personal branding will fall into place. If you don’t start – because you still think you don’t need to or you fear that it’s going to take too much time or because you simply don’t believe you have something to say – you shouldn’t be surprised when next time the wind of change will blow in your company, there will be little for you to take with you. Of all your possible investments, seeing yourself as I, the Brand is one of the most lucrative, for it will bring you new opportunities in all areas of your life. In a market where colossi like James Comey are taken down in prime time, conscious personal branding is quite a solid investment into your career and life.

By Cristina Muntean

Accelerate your professional and personal growth

Can working and living abroad help accelerate your professional and personal growth? I believe so. Here is why.

On 13 April 2017, I had my little anniversary – 11 years of living and working in London, UK. People who have never lived abroad want to know what it is like and whether they should consider it. The foreigners living in the UK I sometimes meet want to trade stories, commiserate about the challenges we face, or celebrate the small victories, such as finally opening a bank account. Therefore, I’ve decided to share some of my experience.

Having spent many years in the deep communism, I always had a desire to try living abroad, taking on exciting challenges. My father had defected when I was 14 and ended up living in Germany for many years. When I was finally permitted to visit him and heard his story, I was impressed by his courage and success, and saw what a person was capable of doing with sheer determination and hard work.

Looking back over my past 11 years in the UK, I haven’t always found it easy despite having a relatively successful career. When we arrived, I didn’t have a job, my eight-year old son didn’t speak English and I knew London from a couple of visits. A lesson learned here – do not think you know a city or a country if you experienced it only as a tourist, even multiple times. The reality may be remote from your impressions when staying in a lovely hotel.

So, what are some of the things to consider before making that life-changing decision? And, why should one actively seek out opportunities to work and live abroad? What’s in it for you, and why may this be a critical part of your career and personal development?

Learning how to live and work abroad

Everything is different at first when you start living abroad. Challenging situations you are put into immediately after your arrival will ultimately make you stronger. Everything from shopping, walking the streets, getting around, interacting with the locals, and just getting things done from morning to night is different than you are used to.

The secret to success, I believe, is to embrace the change. Put aside your desire to live exactly as you did in your home country. Live as a local. You will undoubtedly find it difficult at first, and frustrating at times, but the rewards are enormous including breaking your fear of change and doing things in a different way. You may find it is a better way you just did not know about.

Bringing this learning back home

Of course, this applies if you wish to return to your home country one day. Every nation has its local customs and peculiarities, let alone language nuances. I used to look at my watch when I got the answer of “give me two/ five minutes” and came back within that timeframe to remind the person the time has passed. The Brits found it hilarious. Another very important aspect of living in the UK is the weather, understandably a frequent subject of conversation. It can change very quickly – you see the sun is shining but by the time you get out, it’s gone. And when you finally have a good weather, you typically drop all your plans and go to the seaside or somewhere outdoors to enjoy it as it may not happen any time soon, so flexibility is key.

London is an exciting, vibrant and multicultural city, bursting with culture – lots of museums, galleries (most of them free of charge) and plenty of theatres featuring world-class performances. However, as a ‘local citizen’, you typically cannot live in the centre – it’s too expensive, so be prepared to spend a considerable amount of time on the tube which sometimes gets extremely crowded. The city is also very fast-paced: I recall the times when even small children were overtaking me on the street; I was walking so slowly as used from my home country.

Not only does each country have its own cultural norms but workplace customs vary greatly. Based on my experience, the working environment in the UK is more relaxed than the one I came from, in and out of meetings. However, it can be tricky; you are surrounded by many cultures, so you need to find the right balance between being yourself while respecting others. The British culture is very open and appreciative, which makes cultural assimilation easier.

Should I stay or should I go?

You do not have to stay abroad as long as I have done to acquire the valuable experience. If you choose to return to your home country, you will undoubtedly be enriched. Your learning from working and living abroad will be so immense that you will be looked at differently. Your experience will be perceived as a positive, will distinguish you from others and you will be known as someone who can operate under diverse and challenging circumstances.

Although working and living abroad is an experience that has become increasingly more common, it still needs a degree of courage; however, my advice to you is – take the leap and try it yourself. You will not regret it. I’m grateful for the learning I’ve acquired and feel I’ve grown both personally and professionally as a result of my time living abroad.

By Tereza Urbánková

Rudolf Jindrák

 

“Diplomacy is a craft”

 

 

Rudolf Jindrák, Head of the Foreign Department, Office of the President of the Czech Republic

It is no surprise that the new Director of the Foreign Department is extremely busy in his role, with his visits turning around every thirty minutes. As such, I greatly appreciated the fact that Rudolf Jindrák made time for an interview with Czech and Slovak Leaders. I trust this was not merely down to ‘loyalty’, as we both had the opportunity to meet each other when working at the Ministry of Foreign Affairs, and in fact I was pleased that he spoke of Czech and Slovak Leaders as a magazine he perceives as useful for many members of the diplomatic corps and other representatives abroad because it is published in English and thus allows a better grasp of society within our country. And I welcomed the opportunity todo a personal interview with one of the Czech Republic’s most experienced ambassadors and also one of Miloš Zeman’s closest aides.

Rudolf Jindrák’s diplomatic career includes working as ambassador in Hungary, Austria and almost eight years in Germany. He has also worked at the Ministry of Foreign Affairs as Deputy Minister, and at the Office of the Government as an advisor to the Prime Minister. Our interview didn’t just touch on the Czech Republic’s current foreign policy from the ‘Castle’s’ position, but I did value the opportunity to discuss these issues with someone who has dedicated his career to serving the Czech Republic’s foreign policy.

Besides the personal offer from the President, what else led you to your role as Head of the Foreign Department at Prague Castle?

As the introduction makes clear, I have worked for a number of institutions in various roles, while always remaining within my craft. 90% of diplomacy is craft, and that’s why it’s important that people with knowledge of this craft work within it. The remaining 10% is about the boss, and right now my boss is the President whom I try to help as much as I can.

Compared to your predecessor, Hynek Kmoníček, you are expected to concentrate on Europe in particular.

I don’t know whether the word concentrate is appropriate. It’s true that I have spent 17 years in neighbouring countries abroad. I still to some extent consider Hungary our neighbour. There will be a lot of changes for Europe this year, and next year in particular. There will be elections in France, Germany and probably also Italy. As such,we are going to be focusing more on Europe no matter what. Furthermore, it is my conviction that good relations with our neighbours are key to our country’s development. Take a look at the history of Czechoslovakia or other countries in Central Europe. Poor relations with neighbours have either led to secession of territories or directly to war. But my specialisation and focus on Europe, whether in terms of bilateral or multilateral relations, does not mean that I won’t be paying attention to other territories or countries such as Asia, China and Japan. There is no danger of global conflict within Europe, but on the Korean peninsula, for example, one loose stone could start an avalanche.

You mentioned Korea and current events. The standard response of Czechs to these problems is: ‘We’re a small country and we have little influence on world events’. Why should we take an interest in these countries, and can we have any sort of influence there?

Today, diplomacy is not something done by just one country. That’s why we are part of larger groupings such as NATO, the EU and the UN which represent mechanisms of international action. The UN acts a bit like a bogeyman for many countries, even just through the threat that they might cut off development aid, or their conditions for specific co-operation and observing particular rules. And speaking of the situation in Korea, few realise that Czechoslovakia had observers and a representative on the 38th parallel on the border between South and North Korea until 1992. The North Korean regime cleverly took advantage of Czechoslovakia’s dissolution to say that our obligation to take part in the observer mission was thus invalid. The regional conflict of today may have far-reaching consequences.

Let me give you another example from history: the First World War began as a regional conflict.

Let’s go back to Europe, specifically our relations with Germany. It has been said many times that they are the best they have ever been. Making a comparison, that was said at one time about Czech-American relations but when investments are not made in a relationship by both sides, the simple developmental dynamic begins to fall apart. Is there a danger of this in relation to Czech-German relations?

Yes and no. I’ve spent 12 years of my life in Germany; 4 years as Consul General in Munich and almost eight years as Ambassador in Berlin. In our relations with Germany, we managed to break down certain prejudices or beliefs we had about each other. One can say about Germany that many prejudices they hold about countries east of Germany are greater than those we have about Germans. We are naturally influenced by what has happened in history. I’m 53 and my generation, against the background of the fates of our parents and grandparents, still perceive what happened in Czechoslovakia during the Second World War. Some of my own family were executed for resistance after Heydrich’s assassination, with the last to be executed at Pankrác also my relative, Božena Jindráková, née Seidlová. It is a paradox that my father, originally from South Bohemia and who did not like the Germans, married a German. My mother was from Slovakia and was from the minority Carpathian German population. My mum, who was a little girl during the war, did not get Czechoslovakian citizenship until 10 years after the war ended in 1955. As such, my perspective on Germans through my family history was balanced and I think that should be the case in general.

On the one hand I was aware of what the Germans had done during the Second World War because of their ideology, but on the other hand I knew what the Germans had endured after the war. Our job is to ensure that the rear-view mirror of history is not bigger than the front windscreen, meaning opportunities for the future, expressed in the words of ex-President Václav Klaus. And we mustn’t forget that there are still prisoners who were persecuted in the concentration camps living amongst us today.

We have excellent political relations with Germany, in no small part thanks to current Chancellor, Angela Merkel, whom I personally like and who knows, dare I say it, where Prague is.

Apparently you are one of a select few to whom Angela Merkel answers the telephone.

I haven’t tried calling her for a few years and I’m not planning to, but it is true that current German President, Frank Walter Steinmeier, responds to my text messages; we have been friends for years. I congratulated him on his election and I’m sure we will be meeting up soon. An indicator of good relations is an ability to name and solve thorny issues. One such issue is transport infrastructure, i.e. linking our railways, roads and motorways to Germany, including waterways along the Elbe. Our strategic objective is to build a railway link between Berlin, Dresden and Prague, or between Prague, Munich and Frankfurt to ensure we are not bypassed with simpler railway links built east through Poland or to the south through Austria and Hungary. Another complex debate underway is about the tolls being implemented on German motorways, which we consider discriminatory. We are also dealing with problems around the provision of the German minimum wage to Czech drivers, something which is ruinous for our hauliers. So there are many topics, just as there are many mechanisms for discussing them such as intergovernmental collaboration, strategic dialogue and so on. But you are right that we can sometimes forget to deal with a particular problem area, and then when it comes up we don’t know what to do about it.

You are a proponent of a united Europe and integration, but not at any price. So where to begin with the reform the EU so desperately needs?

This is a complicated area. There will be a great acceleration in the debate on the way forward for the European Union at the end of this year; whether the union will split into a narrow core with the other states towing behind the first group.

In my opinion, the Euro will remain a unifying criterion. Those countries with the Euro will tend to integrate further. The problems of Italy and France in terms of fiscal policy are great and to some extent these countries are forced to cooperate. Co-operation within Europe is simply inevitable. Economic co-operation within Europe is just as inevitable as co-operation in security. We will be forced to share information on the movement of people, and not just within the Schengen Area, and we are going to have to take greater responsibility for our own security, so we need to begin by increasing our military budget.

On the other hand, this increase will have to be co-ordinated. The idea of Germany spending two percent of its GDP on arms, meaning about 80 bn EUR, will launch a similar arms race to the one we remember from the 1980s. This all suggests that Europe has many complex decisions ahead of it to make. The German election is at the end of September, and here our parliamentary election will be taking place in late October and we are also facing presidential elections. At a time when fundamental decisions are going to be taken or shaped on the EU’s future direction by Berlin and Paris, it will be up to us to say clearly and quickly which vision we share. It remains a question whether we will be able to give a response at a time when our election will be over and we will be dealing with forming a government. But our role as top officials remains clear. To prepare the best possible material for politicians so that they can make decisions based on objective information.

Your final message for Czech and Slovak Leaders readers?

Since I’m also a parent, a fundamental point for me remains that my children should grow up in an ordered world, do not have to fear for their safety, have the opportunity to decide freely about their future, and should they desire, be able to study abroad. Let us preserve what we have managed to achieve in terms of foreign policy, international co-operation and the Czech Republic’s standing. I am glad that the Czech Republic is not just a respected neighbour, but also a valuable partner in international organisations.

By Linda Štucbartová

Round Table of Comenius with Jiří Rusnok

Discussion Dinner with Jiří Rusnok, Governor of the Czech National Bank

Pyramida Hotel, Prague, May 18th , 2017

The traditional event “Round Table of Comenius” took place in the hotel Pyramida with the guest of honor Mr. Jiří Rusnok, who serves as the governor of the Czech National Bank. Uncommonly, the event was held in English as the primary language and was mainly focused around the topics of foreign investment and the adoption of the EURO in the Czech Republic. Over 60 prominent figures of business and political backgrounds joined to create this very successful discussion evening.

Announcement of the Chief Financial Officer of the Year 2016

Ceremonial announcement of the best financial managers of the year 2016 took place in the premises of the Czech National Bank Congress Centre on April 5, 2017. The CFO Club members and Board together with the CFO Academy announced Martin Brix from LeasePlan Česká Republika the Chief Financial Officer of the Year 2016. Josef Šuber, CFO of Orkla Foods Central Europe since 1 April 2016 was awarded the title of the Talent of the Year. The main criteria considered were extraordinary results achieved by the awarded personalities in the field of financial management.

Under the financial management of Martin Brix, the operating profit of LeasePlan Czech Republic showed a 19% rise in 2016 thanks to the higher efficiency of the processes, the company enjoyed a successful launch of their division in Romania, and company portfolio is growing too, among other reasons also thanks to entering new segments like SME.

The second place was awarded to Jiří Ponrt, CFO of Alza.cz a.s. and the third place to Sébastien Guidoni from AXA Česká republika s.r.o.

The Talent of the Year, Josef Šuber from Orkla Foods Central Europe enjoys the award especially thanks to the successfully completed transaction and integration of Hamé, Vitana and Felix companies into the portfolio of the company.

As a part of the ceremonial evening, the guests could enjoy a performance of Tereza Aster Vágnerová, a musical singer and actress.

Europe as financial advisers see it

A long time ago, the European Union used to be a place for the production of coal and steel. Nowadays, it seems to be a global Union far more engaged than the US with our jobs and other matters. Consider: in the US no would find “passports” for advisors (no right to act in another State, just the one in which you obtained your licence if you are a broker or advisor). This is quite different to the European situation.

That fact is, in theory, fantastic, but where are the fundamental common rules and why are we faced with so many projects, documents and regulations?

In a normal world, when humans decide to create a unified place or project, they define which people will be in charge for decisions on constitutions, acts and law but not in the EU.

Few if any of the citizens are aware of this but if we call Europe a “country” of 27 individual countries with a Parliament and another chamber, the EU Council, we need to realise that neither of these can decide unless they are in agreement. Amusingly, ask a European citizen who is defining their laws and they will respond that the EC is the boss and decides what happens!

In a normal world when you decide a new law, you conclude it and wait before defining new legislation on the same topic …

Continue reading the full editorial here.

Anthony Newstead

 

Creating a Bridge – Developing and Connecting an Entrepreneurial Community with Major Global Markets

From Tel Aviv to Atlanta and Beyond

 

In my experience, there are two types of companies with regards to Corporate Social Responsibility. There are the ones who have prepared many presentations on this issue, printed out nice brochures and organize spotlight events. Then there are the ones who walk the talk and act accordingly. Coca-Cola belongs to the latter category. Have you ever listened to a powerful speech in which a company group VP has not mentioned a company product but rather shared a proven concept of social transformation through technology entrepreneurism?

Meet Anthony Newstead, Global Group Director, Emerging Technologies & Strategic Innovation and a co-founder of BridgeCommunity in Atlanta, Georgia, USA. Meet the man who is behind the remarkable project that brings together big corporations, start ups and engages them to benefit local communities. Meet the man who thinks that more women should enter technology and coding, so the discipline will cease to be perceived as the male logic oriented field but rather it will present itself as a creative art. Meet the man to whom corporate, start ups and public co-operation comes naturally as he lives it. A career that began in music, took Newstead through a detour into programming, migrated into investment banking. He then progressed into leading large-scale multi-year Business Transformation initiatives within Coca-Cola Bottling, around Western and Eastern Europe, including Vending Operations in the Far East.

After taking up an engagement leading business development in a UK financial startup he made a return to Coca-Cola in Interactive Marketing, leading a cross-functional team in a Pan-European iTunes and Coca-Cola collaboration.

Currently based in Atlanta, Newstead is focused on leading an IT Innovation Pipeline powered by the creation and co- founding of “The Bridge”, a commercialization program for startups that was initially piloted in Tel Aviv, Israel.

Newstead led the creation and co- founding of the North American spin-off, BridgeCommunity, in collaboration with a number of large locally-based organizations. The BridgeComunity is a unique program that grows the entrepreneurial ecosystem in Atlanta through startup engagement, partnerships, a powerful corporate member-to-member network and a local community initiative to help raise the technical skill level from high school onwards.

Dear Anthony, we met at the Global Female Summit in Berlin, which prides to be the economic forum that hosts 300 plus female executives. Even though Coca-Cola prides itself for gender diversity and inclusion, in what aspects did you find your speaking experience to almost exclusively female executive large audience unique?

It was an absolute honor to be invited to speak at the Global Female Summit. The breadth of experience and intellectual power at the event was an impressive experience. From my perspective, the passion each person applied to their roles, their desire to learn, query and absorb new ways of addressing key business problems was absolutely energizing. I’d also say the sense of belonging, a feeling of a collective will to share and support each other in their respective business fields is a unique aspect of this network.

You shared the example of BridgeCommunity in Atlanta, where Coca-Cola and other corporations partner with the community of startups in order to help the local communities. What was the reason to launch the cooperation of various entities that could be represented by opposites “Davids” and “Goliaths” together?

The prime objective of BridgeCommunity is to connect with software technology startups that have products and services with the potential to address the key business challenges we face. We took the decision to reach out to fellow corporates with an equal interest in engaging with startups for a number of reasons. This ensures that each corporate member only needs to make a modest financial contribution, which collectively provides the program with sufficient funds to proceed. It also relieves the pressure of engagement on each commercial brand. When a corporation makes the decision to run an equivalent program run on their own, there is an implicit pressure to provide opportunities for each and every startup that is brought in. If a startup exits the program without any tangible opportunity the danger is they will spread the word in the local community that brand ‘x’ are not to be trusted. In effect, each startup in the program is a brand ambassador for the underlying corporate and needs to be treated as such, which can be di cult to sustain on an ongoing basis for one corporate. In the case of the Atlanta BridgeCommunity, the program can bring in 20+ startups each year with each corporate focusing only on the ones most relevant to themselves, safe in the knowledge that the other corporate members are doing the same, with the net result that all startups find opportunities. By joining forces with other large, locally-based organizations we amplify the attractiveness of the program to prospective startups and enhance significantly the training we provide them, with the addition of a diverse range of business expertise from our corporate members.

However, your project did not start in Atlanta, but in Tel Aviv…

Yes, we launched a program called The Bridge in Tel Aviv, back in 2014, with a core focus on collaborating with early stage startups to access new consumer technologies, in return for which we provide the opportunity to leverage our marketing expertise. Since launching we have welcomed Turner Broadcasting and recently Mercedes Benz to join us in Tel Aviv. We’re now in our fourth cohort cycle (one per year) and have had a number of successful startup engagements, including for example “Bringg”, who have created an “Uber” for the enterprise platform to support delivery of products and services on demand. In parallel, back in 2015 we took the decision to spin-out a new venture called BridgeCommunity, that took the core startup engagement methodology established in Tel Aviv, with a more holistic focus on expanding developing startup communities in collaboration with local corporations and with a strong community focus. The pilot for this community model was launched in Atlanta in 2016 with IHG, The Weather Company, Cox Enterprises and Capgemini. This year we have been delighted to welcome Porsche Financial Services and SunTrust Bank as new Corporate Members and have also joined forces with the Atlanta Hawks Basketball Team, providing access to Philips Arena – the 4th busiest arena in North America – as an engagement lab for testing out products and services from BridgeCommunity startups. Atlanta was a deliberate choice for the launch location, it has a growing startup community, great transport connections, strong university foundations, a passionate local authority support, it has more fortune 500 companies headquartered in the city than in Silicon Valley and of course it is the home of Coca-Cola. We have a deep connection to the city and BridgeCommunity was the perfect vehicle to support the local community while at the same time bringing value to our company and our corporate members.

Have you envisaged spreading your concept to other regions, such as Central and Eastern Europe?

The BridgeCommunity model is not simply an Atlanta model, it is instead a model structured to expand and amplify developing startup communities, with Atlanta as our pilot, founding location. The vision of the program is that there is hidden talent out there, in places of the world that tend to be over-looked in favor of more established locations.

During our conversation, you mentioned your passion for students not to become just “coders” but rather “technological developers” and you outlined the need to support creative arts…

I believe passionately that we should be developing creative individuals grounded in technology, creative technologists, rather than pure coders. I want them to not just code but to understand and intuitively feel the beauty in the code. It’s that creative thought, that intuitive leap that helps to generate amazing, innovative ideas. Ultimately I’d like to re-position coding as an art instead of a science. In my opinion you can either pick up a paintbrush, a pen, a chisel or a keyboard; all are tools to ‘create’. All of this helps to address the supply-side of any startup community.

I liked your parallel that start ups are the new punk rockers. Given the statistics, many millennials do not find big corporations attractive anymore… Can corporations become punk rockers and if so, how?

The challenge for enterprises is to find a way to harness this creative, innovative force to re-energize their own business. Interestingly, as much as growing startups are trying to act and become ‘big’, enterprises are equally keen to act and become ‘small’– the intersection of those two paths is where programs like BridgeCommunity can really help. Engaging with startups can act as shot of adrenaline into a large enterprise that has the potential to not only bring short-term value through the provision of products and services, but can also help to generate an entrepreneurial mindset within the workforce. It is indeed possible for enterprises to re-discover their maverick, innovative roots, but it does require senior executive commitment for change. The trick is to treat the expansion of an innovation strategy that includes startup engagement as ultimately a cultural change initiative across the organization. Question everything, challenge your teams to improve their respective areas, encourage rapid experimentation, give permission to innovate and partner with startups.

Next months, you are starting the project with public schools. So far, students from less fortunate backgrounds were given laptops to start to learn coding. At the same time, you engaged their parents to use the laptops themselves, through adult training classes, to help ensure the parents gain value as well. So far, you have been engaged in start ups and in educational communities…Are there any limits for public-private engagement?

Fundamentally, the aim of the BridgeCommunity program is to provide opportunities: Opportunities for corporations to share knowledge and learn from each other, opportunities for startups rapidly accelerate their route to market through tactical training and exposure to relevant corporations and opportunities for students to become the next set of future software technology entrepreneurs where such options are limited. In doing all this the Community benefits through an in flux of entrepreneurial talent, the Corporations benefit through access to talented interns and innovation startup solutions and young adults benefit through a tangible chance to transform their lives. This can only be done effectively through close private-public partnership and I am extremely grateful for the local authority and local non-profits support and goodwill we have received, together with the amazing support and commitment from our corporate members that has collectively helped us progress this program to where it is today. It is not the sole mechanism to drive value, but as we move forwards, where we see value creation opportunites for our corporate members that also can tangibly benefit the local community in some form a public- private model may well be the solution.

Your final words to Czech and Slovak Leaders readers…

I would just like to stress that BridgeCommunity itself is a startup, we are learning as we go along, with the twin desire to do good in the community while also bringing tangible value to our company and our corporate members. In addition I believe it’s also a testament to the open innovation spirit within Coca-Cola that has provided myself the internal support to get this initiative off the ground. It’s that willingness to take a risk, to provide an employee the support necessary to realize a dream that can transform organizations from within and is I believe a powerful first step for an enterprise to take on their innovation journey. Embracing the startup community can be hugely rewarding, but looking within first, providing the tools, the streamlined processes and the entrepreneurial mindset culture internally before you engage will help ensure all sides benefit.

By Linda Štucbartová

 

Do not be afraid to take a risk and show your talents

Jan Mühlfeit and Kateřina Novotná

I noticed that people in the Czech Republic, as well as in Central and Eastern Europe, are unable to show what is inside them. One of the reasons lies in education. In USA, for example, special attention is paid to career, and not only at schools. Students engage a lot in rhetoric, so they are able to sell what they have learnt. This is not the case in the Czech Republic – and that should change. Global interconnection brings also global competition. Not only among companies, but also among people.

When Czechs come to London Seedcamp to look for investors to support their fantastic technological start-up, they often fail due to their inability to present their work well. Within only 5 minutes they have to leverage what they have been working on for the past 2 years. The problem is that they are incapable of doing so. Instead, they get lost in details and fail to convey the message.

Just Do It!

Current teenagers are extremely afraid of failure. They will, however, face risk far more often than previous generations. Information explosion pushed by technologies results in people having less time for decision making. So they will face more pressure, stress and the necessity to make decisions, knowing that the outcome is uncertain. Unfortunately, they are not well prepared for it.

Already children are afraid to take risks. Why is it so? In sports, as well as at school, parents often focus only on results – bad grades, lost games, bumpy cups. However, the result represents only one of the two parts of the whole process. The other one is the activity itself – the course of the exam, test, game or performance. If parents pay attention only to results, children miss the opportunity to realize what they have done well and where they have made a mistake. When you are only scolded for your results, soon you start to be afraid of further failure which then affects your self-presentation as well. This can be avoided by devoting only 30 % to the evaluation of results and 70 % to the evaluation of the activity itself. And this does not apply only to children.

For ten years I worked by the side of one of the most successful and wealthiest people on the planet – Bill Gates, who used to tell us: “If you are not sure whether to do it or not, just do it; you can always beg for forgiveness.” I did beg him for forgiveness a couple of times. If your boss or parents have this kind of attitude to risk, you realize that positive risk-taking is just natural.

Sitting in The Corner…

In our courses we mostly meet secondary school aged children and our experience is that they do not believe in themselves at all. They have great knowledge, but they do not want to show it off in front of others. It seems as if the old Czech saying “Sit in the corner and if you are nice, they will find you” was still deeply rooted in our genes.

Usually we ask children for their opinion about this saying. The general reaction is as follows: “No one will notice you when you sit in the corner. No one will know that you are there. You will not stand out this way.” It seems clear to children that sitting in the corner silently is good for nothing. And yet they are afraid to talk about their merits and to compete, they are worried about failing and disappointing their parents. This feeling is caused by the previously mentioned parents` emphasis on results instead of the course of the activity and the fact whether their child likes and enjoys the activity.

Children often consider self-confidence a swear word. They think it is close to egoism and that self-confident people look down on others, brag and boast, and sell even what they do not have. We try to prove them that being self-confident does not equal looking down on others at all. In reality it means knowing oneself, one’s values and talents, as well as the capability to work with these assets and to evolve constantly. Then you are able to help others with just anything.

It is terrible for me to find out that very successful adults who I invite to Radio Z have the very same problem just like children. Often they react shyly when asked about their strengths. It seems silly and inappropriate to talk about their strengths, but in fact it should be absolutely natural. And why are adults shy? The reason is that they were not taught to speak about their capabilities when they were young.

Show What Is Inside You

Self-presentation is necessarily connected with body language. The very first means of communication was not spoken language, but body language. It is body language that accounts for 80 %, or even 90 % of how we perceive others. Therefore it is important to learn it and find out which posture is appropriate and which movements should rather be avoided. The main aim is to feel good. Our mind and body is interconnected, so when you do not stand straight, but you are hunched, you can call yourself a champion a hundred times, but your mind will not believe it. And keep in mind that there is only one first impression.

Our society is hungry for model examples of self-presentation. And that is one of the reasons why YouTubers are so popular nowadays – young people look up to them for being able to present and sell themselves. Children do not have a chance to learn it, as they lack role models. Even when a child is smart, others may think the opposite – when you do not show your merits, others do not have a chance to discover what is inside you. This applies to sports, arts, business, as well as politics.

Ideal Feedback

More than half of the children attending our course do some sports. Most of them, however, never attend tournaments, contests, matches. Why is it so? The main reason is the fear of failure and fear of their parents. Parents often consider their children’s successes a trophy which they like to polish in front of others. Those parents who are fixated on results often shout at their children across the fence while playing football, yelling that they are no good at football and they will never learn it. This also occurs in those cases when parents aim to fulfill their dreams through their children.

Such children usually show only short-term motivation to achieve good results. Quite quickly they lose desire to compete, in spite of the fact they are obviously talented, and soon they lose interest in the activity. If the evaluation is focused on the course of the activity (on the course of the match or performance) and feedback is balanced, children usually build deeper emotional bond and more positive relationship to sports. They are likely to keep loving the sport for their whole life, instead of quitting it during puberty and never picking it up again. Moreover, negative emotions are passed on to their daily lives, which increases their aversion to risk-taking and showing capabilities. It is essential to realize that a lost game is a result of a certain equation, not a fatal personal mistake.

The ideal case is the so called sandwich feedback. At first you should praise the child, then give corrective feedback – you can criticize, explain how you would do it and what was wrong. After that you should offer a solution how to avoid making the same mistakes next time. Finally, praise the child again or give assurance that next time they will do better. Past mistakes can be avoided and new ones will push them forward. What is important is to make children aware that making mistakes is natural, so that they do not worry about potential blunders and do not lose their will to risk-taking.

There is a great tool for overcoming obstacles – visualization. That is why we perform physical activities focused not only on the exercise itself, but also on imagination during our courses with children. By making a simple movement, children try to see how far they can go with their hand around their body – until they feel their muscles stretching unpleasantly. We ask them to remember this point. Then we close our eyes and visualize the whole exercise. After a few rounds of visualization, it is impressive to see how much further children manage to stretch their hands in reality, compared to their first attempt. The only reason is that their body believed their imagination. In all aspects of your life, it is vital to connect your body and mind.

What We Learn from Sports

Apart from having a positive effect on our physical condition and health, team and individual sports teach us a substantial skill – to make interpersonal relationships. If you practice sports since childhood, you learn how to cooperate with others.

Another important skill that we learn from sports is the art of discipline. If you attend contests or matches, you need to train a few times a week. The acquired discipline is something that a lot of people lack. Also, you gain psychological resilience thanks to which you are able to achieve great results even at the point when others are already failing. Despite exhaustion, you are fully involved. Last but not least, sports give you endurance. It helps you persist in those times when you are not doing your best. Bill Gates used to add that every no is in fact the beginning of yes.

The above mentioned attributes are apparent by those children whose parents give them balanced feedback. It does not matter whether your offspring becomes a singer, professional sportsman, manager, doctor, lawyer or politician – discipline, psychological resilience and endurance will be beneficial in every job.

Let me point out one of the participants of our recent “Unlock children’s potential” course – Natálka, a 14-year-old girl who became blind in the age of 6. Despite her state she is able to communicate very well and she is not afraid to show what is inside her. This is related to her sense for relationships and empathy. She does not hesitate to accept her own talents and she is not afraid to make plans how to use them. I enjoyed watching her join all activities boldly (we explained the course of the seminar to Natálka and prepared all materials with the help of her mum before the seminar). Natálka was very inspiring for others. They saw that even if life throws obstacles in your path, you should never lose hope or surrender. When you do not lose heart, stop working on yourself or stop believing that things are going to be better, you are far more likely to succeed than when you are worried and surrender.

By Jan Mühlfeit in cooperation with Kateřina Novotná


Every child is an original with a number of talents and strengths. Unfortunately, school does not develop them, instead focusing on weaknesses and the elimination of mistakes. It is necessary to help children identify their talents, boost their development and teach them to use their talents effectively to bring them joy and success. Our all-day “Unlock children’s potential” course, designed for children and their parents, helps children understand which talents they possess and how they can leverage them in their future work and personal life. This course is intended primarily for children aged 9 to 15, but younger children can apply as well. Recently we opened a course for secondary-school children aged 15 to 19. During these courses we engage in topics such as positive psychology, brain functioning, motivation, energy, psychological resilience, time, inspiration, finding your true self and personal mission. The practical part includes discovering individual talents by the Gallup StrengthsExplorer test. We do also practical exercises and during personal consultations we figure out how to leverage children’s talents.

You can learn more about our seminars here janmuhlfeit.com/detskypotencial or in our online program“Unlock your child’s potential”  here www.owee.cz .