PR and Marketing

Daria Getsman

Daria Getsman

Head of External Relations


Managing the environment. What is the point?


We are very attentive to the “soil” in which we conceive and “grow” our products.

The idea of ​​“Environment Management” competence came to me when I as a part of a working group was developing a package of new competencies for the heads of departments. During the creative discussion, we used the technique of questions regarding the product life cycle, such as: What? How? When? Who? How much? However, the important questions that we missed were “Where?” and “In what conditions?” They refer to the environment. This is the same soil, having planted a seed in which, I will grow a beautiful tree. Based on how I prepared this soil – plowed, fertilized, watered, weeded – in many ways depends how much my tree will bear fruit, what kind of fruits it will be and how often

Speaking more theoretically, by the environment I mean the set of conditions in which an object (a product, an employee, a team, and so on) exists and develops.

In terms of personnel development, an example can be an engineer, solving a specific task in a team of professionally stronger engineers (the current environment), absorbs their values, practices, experience, language, and brings new knowledge into the team. If not, then the environment will push him out as an extra element.

It is important to understand that the environment exists regardless of whether I control it or not: you know, I can throw the same seed just on the ground, and it will sprout. Although the probability that it will germinate, is much less than in case if I had prepared the soil.

Management of the environment makes it possible to obtain a target, more qualitative result due to precise shaping of this environment for the needs of the goal. Moreover, if the target changes under the influence of the external or internal conditions, respectively, the environment does change as well. As soon as the goal is clarified, I immediately establish the requirements for the environment in response, and then I implement them.

Below, I will present a brief algorythm adopted in our Company on shaping of the environment for the target product:

  1. I precisely describe the product, answering the questions: What is the meaning of my product? Who are its customers? What are its characteristics (parameters), the criteria for its success? Under what conditions will it be achieved? What can I do to ensure these conditions with the maximum profit for the Company and at the right time? With what department inside and outside the Company do I interact while developing the product? How do they affect my product? What factors affect the implementation of the product?
  2. I describe the image of the future environment in which my product is implemented. What kind of team do I need: participants, their competencies, motivation, team subculture. What are the goals for the product and project (may SMART help me and you!!!)? Does the team, do related departments understand my clients’ goals? Are they accepted? Is my project provided with information, how is the information exchange between all participants organized? How are the roles and responsibilities assigned? What material resources do I need? Without what conditions can I not implement the product, which are not listed above?
  3. Then, through the same conditions, I describe the image of the current environment. I find inconsistencies between the future and the present. After that, I arrange these discrepancies in order of influence on the necessary for me result. Then, I determine by means of what tools I will eliminate them, at what budget and in what time frame.
  4. Next is the plan of action (of course, with timeframes and responsible people – can’t be without them). The only thing that remains is to implement and create an environment for achieving the product and to flexibly manage it, regularly returning (every day, once a week, in case of new disturbance) to the beginning of the algorithm.

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