Working configurations and staff value

By | 19.08.2017

In the management theory of the company there is a subsection of “business configurations” and there is an assertion (at least for authors who can be read) that inside the same business model companies compete with configurations. Surely I already wrote about this on the blog, but for 15 years (fifteen years, Karl!) There are already so many records that it’s not shameful to repeat myself, as if I directly discovered the concept of 🙂
What is a configuration? Let’s take it apart. For example, Aviasales has different departments (some of which changed a month ago):

Aviasales development (includes 3 internal departments and a virtual team of product producers, ie the product manager works closely with the development team)

  • Mobile development (includes all products and all platforms)
  • Marketing of all products
  • Travelpayouts – the world’s largest travel partner program
  • Gateway – adding and supporting airlines, agencies and hotels
  • Advertising – it’s clear, this direction brings us a lot of money
  • Finance is to ensure that revenues always exceed expenditures
  • Lawyers – to feel protected, and also warm and dry

Corporate Development is a virtual department where I and a few people are engaged in black magic.
6 years ago, when I came to the company, the configuration looked completely different. We made such a configuration that answered the team of 12 people. Over time, the configurations changed until they got to the current one (which is also not the final one, but it’s also not bad). My statement is the following: employees who understand what a configuration that looks like at least their department in 2-3 years will look damn valuable.
I will explain. Prior to Aviasales, I worked in Mobile Messenger, where we had 200+ people (although ~ 50 was in the call center, but it’s okay). I, being a top manager, perfectly understood how our company grew from 20 to 200 people, and which divisions swelled faster than others. I understood and remembered. In a few years it came in handy. That is, the first 3-4 years in Aviasales it was clear what to do. After that, improvisation, some inevitable shoals, etc., which are less and less now, have already gone. But I was pretty good in responding to my own rule that we must assume how your work place will look like in 2-3 years.
In 2002, when I created Unwiredtec, and when Sergey Henkin, the head of the development office, to whom I am still grateful to this day, was recruiting people, I still understood what the company would look like, because from 1999 to 2001 I worked with Very clever people (Alexey Malinin, Andrei Zabaluev and others), and I sat and absorbed wisdom from them (my colleagues were 15-17 years older than me). This wisdom was useful in 2003-2006. The same: you know the working configuration and recreate it.
But this is at the level of the organization. But the same thing works fine at the department level (or does not work): for example, a technical employee of Aviasales wants to move to competitors. While I’m not a big fan of this transition, the person will not have any difficulties, because the technical configurations are similar. But the marketing configurations for all are different (see above – companies compete with configurations), so our marketer (if it is taken at all, which is not a fact) will with great probability make roskomadzor with rope and soap in a couple of weeks.
In general, when hiring any manager, it is first of all necessary to understand what configurations he (a) knows, and where he / she is most comfortable to work with.

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