President of the Management Board (CEO), LPP S.A., Cropp (brand of LPP S.A.)
ORGANIZACJA TURKUSOWA - MODEL SKAZANY NA SUKCES, CZY SZALEŃSTWO? Marek Piechocki /LPP/
Na czym polega sukces firmy LPP? Czy jest bezpośrednio związany z modelem zarządzania i stylem przywództwa? Czy taki model można zastosować w innych firmach?
Turkusowe zarządzanie, którego prekursorem był Frederic Laloux (on też jako pierwszy użył tego właśnie określenia) charakteryzuje się brakiem hierarchii władzy i systemu motywowania. Jego głównym celem jest samoorganizacja i samozarządzanie, które opiera się na zaufaniu, odpowiedzialności i partnerstwie między pracownikami.
Sposób ten różni się znacznie od tradycyjnych zasad zarządzania firmą, stawia na wolność, współpracę i odpowiedzi...
About Marek Piechocki
Marek Piechocki, president of LPP, discussed the company’s 30-year history and growth in a 2022 podcast, saying that the need for constant change was “the only constant thing” and describing his early role negotiating with suppliers and inspecting factories. He also spoke about his management approach, stating that he considers himself “a slave of my best managers” and that he prioritises paying employees well so they feel secure and can focus on their work. In earlier interviews, Piechocki explained his preference for avoiding public visibility, saying he does not show his face in media “in order to live a normal life.” He stated that during the COVID-19 pandemic LPP would not pay dividends in 2020 in
Transcript (17 segments)
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Ireneusz Osiński0:00
Welcome to 'Think Like an Entrepreneur'. My guest today is Marek Piechocki, co-founder and president of LPP S.A., a leading fashion company in Central and Eastern Europe. He has been in the fashion industry since 1989. Marek, I wanted to meet you to inspire my students and young people. They prefer learning from practitioners like you. What advice would you give to young people about their future? Should they seek employment or start their own business?
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Marek Piechocki2:03
I think everyone starts with employment. Business ventures come when you have an idea to change something. Most entrepreneurs begin by working for others to learn, observe market limitations, and then start their own business. It's wise to work for someone to see what mistakes are made and what decisions are taken before venturing out.
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Ireneusz Osiński3:55
Why do you think young people are reluctant to carry someone's briefcase and learn directly, wanting to be CEOs or directors right away?
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Marek Piechocki4:01
Times have changed; young people are more aware. Management styles have evolved. At LPP, we've adopted a flat, 'turquoise' organization with small autonomous teams of 6-10 people who make decisions on buying, selling, etc. This allows young people to self-actualize and have real influence, not just execute orders.
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Ireneusz Osiński11:03
Let's return to business. Is it worth starting your own business now?
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Marek Piechocki11:09
You need an internal drive and a sense of market imperfection to improve. Some fail in their ventures, but you can also fulfill yourself in an organization like ours with vast opportunities in logistics, IT, data science, and more.
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Ireneusz Osiński16:51
Changing the subject, I wanted to ask about social engagement. Can taking on social roles or participating in social actions be a source of professional competencies?
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Marek Piechocki17:00
Social engagement should be for altruistic reasons, not mainly for learning competencies. You might learn something in the process, but the primary goal is to help those who are disadvantaged or excluded.
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Ireneusz Osiński22:03
Do you think there will be more or fewer entrepreneurial people like this in the future?
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Marek Piechocki22:08
Entrepreneurial people always exist; it's like a Gaussian curve. Some always want to change the status quo. Even in the past, like with McDonald's in Poland, people adapted and worked hard. New generations will have similar drives.
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Ireneusz Osiński23:35
I wanted to ask if you see the spirit of entrepreneurship in the younger generation, how it differs from your generation in the 1980s.
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Marek Piechocki23:57
New businesses emerge in different areas like the internet. Today, there are more global opportunities, and young people are creating startups in e-commerce and data science, exploiting new niches.
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Ireneusz Osiński25:44
Last question: In your opinion, will there be more entrepreneurial people in the future, or will they prefer secure positions in other organizations?
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Marek Piechocki25:56
Entrepreneurial people will always appear since entrepreneurship is about wanting to change the status quo. Poles, in particular, have a strong entrepreneurial spirit, as shown by their history and adaptability.
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Ireneusz Osiński28:08
An optimistic note, but one more thing: If you could point out to young people certain competencies and values they should learn now, what would they be?
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Marek Piechocki28:25
The three key values are honesty, fairness, and tolerance. Don't lie or cheat, as it backfires. For competencies, be curious, seek new experiences, and question the status quo to innovate and grow in your career or business.
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Ireneusz Osiński30:50
Thank you very much for the conversation.