This document discusses leadership and efficiency at MTS, a telecommunications company in Russia. It provides details about MTS's operations, including that it has over 100 million customers across 6 countries and 70,000 employees. It also discusses the challenges Russian C-level executives face and the importance of talent development. The document outlines MTS's efforts to define its culture, gather employee feedback, and create an environment for continuous learning and development. It shares the results of these initiatives, such as improved employee engagement, manager ratings, and business results.

1. LEADERSHIP
and
EFFIECIENCY
Oxana Kukharchuk
Director Corporate University
MTS

2. 2
Russia today
146 mln people
9 time zones
19 mln live in Moscow region
9 hrs!
2
167.6% telecom penetration

3. 3
MTS TODAY
> 100 mln clients
6 countries
70 000 employees
TOP-3 best employers
85% vacancies are
closed by internal
candidates

4. 4
Gamification
Big DATA
Evolution of generations
and values

5. RUSSIAN C-LEVEL
CHALLENGES
5
ROLE of the TOP team
Motivation of teams
PRO-active talent
development
Prepare to work in
VUCA world

6. 6
COMPANIES THAT DON’T CHANGE
MEET HERE

7. Three sources of input on the current
culture
7
1’140 MTS and
subsidiary employees
responded
Facilitated workshops
with cross-functional
teams
1to1 interviews with
TOP management
team
Org DNA Profiler® Management WorkshopsExec Interviews

8. Strategic session
2 days
facilitation session with the TOP team
Facilitation
defined ultimate culture profile
Result
clear action plan
C-level
“bought” into the project
8

9. 99
Dependency
Proactive
Commu
nication Silos
Engage
ment
People
Speed
Quality
Clear
leader
shipAligned
Defined
respon
sibility
Strong sides Develop
Finalized strong aspects and
future development

10. 10
Гениями рIs one born a
GENIUS
or
can you become one?

11. 11
Environment
for continuous
LEARNING &
DEVELOPMENT

12. 12
Developed 8 golden rules
1 Trust your team, they are professionals
2 Say “Thank you!”
3 Don’t be centric, delegate tasks
4 Get things done
5 Explain, don’t just say what to do
6
7 Think like the CEO
8 When criticizing, offer solutions
Work for clients – make it simple and clear

13. 13
Employees appraise managers
83% of managers were
appraised
71% managers
have high rating
Feedback to managers
(+ development guide,
trainings)

14. Мы создаем возможности развития, расширяя границы людей и бизнеса, для уверенного будущего МТС

15. 15
Whom would you choose as the BEST
friend?
1 2 3
Emotional Intellect, MBTI self
reflection, understanding others,
communication and motivation enhancement

16. Develop a coaching culture .
Managers coach their teams
Adaptability
Set up an
effective team
Creative
thinking
Learning
Agility
Effective
decision taking
Talent
development
Strategic vision
Result
Oriented
16

17. 17
Meetings with people from other industries:
doctors, firefighters, paraolimpic champions, etc
Out of business development
Life styles clubs: Women in business, Book-lovers,
Story telling, English club, Creativity boosters, Theater etc
Self development via training others: managers
run trainings on leadership, finance, innovations (~200
managers, 10 000 employees participated)
Mentors and corporate coaches to develop others
and unleash the potential

18. 18

19. 19
Corporate
magazine
and app

20. 20
MTS corporate radio

21. 21
Guidebook for managers how to improve
engagement

22. 22
High correlation between business
results and TOP manager
perception
22* Profit , % plan fulfilment * CS - client satisfaction
R=0.72 R=0.76
ProfitCS

23. 23
Engagement results
23

24. 24
24
NPS rapid growth

25. 25
Development is
available for everyone
out of 60 000
employees
48 000 went through in-
class training
74 000 online trainings
+14pp factor training in
engagement ‘14 vs ’13

26. 26
Culture eats strategy
for breakfast
Peter Drucker
THANK YOU
Oxana Kukharchuk
Director Corporate University, MTS
Kukharchuk.Oxana@gmail.com