Getman Alexey Yurievich, 1962.

               

 

At the end of the 1980s

In the USSR, a law was passed changing the procedure for appointing directors of enterprises:

Instead of being appointed by ministers, directors were allowed to be appointed by company employees.

This law was first implemented at one of the country’s economic facilities.

I initiated, organized and implemented this with my team.

Gleb Pavlovsky, who later became an adviser to President Putin, worked with me.

This gave me experience in ideological, psychological and organizational work with small and medium-sized groups at economic sites.

 

At the same time, the country was given permission to the Moscow authorities to create state-owned enterprises. Previously, they were created only by ministerial decisions.

The first state advisory and implementation bureau “Development” was created in the country.

I initiated, organized and implemented it.

I was appointed general director of the bureau.

As a result, I gained significant experience in administrative and legal work.

 

At the same time, I proposed to the body that regulates the entire planned economy in the country a socio-economic reform to accelerate the economic development of the country.

My company has transferred dozens of factories across the country to new business principles.

As a result, I have a good understanding of what and how happens in the minds, economy and organization of companies.

 

In 1986, the country switched to new ways of managing.

I alone made economic calculations for such a transition for a city of a million in 2 weeks.

 

In 1988, a law was passed allowing the creation of companies of a new model: capitalist.

The first such company was created in the same year: "Development".

I created it. I was both the founder and the CEO.

 

In the early 1990s, for the first time in the history of the country, we carried out the largest advertising campaign,

which gave rise to a lot of problems.

As a result, I gained experience working with a suddenly increasing flow of tasks.

 

In the 1990s, my company for the first time in the history of the country

introduced 1024 deputy general directors to the staff with the right of first signature and the presence of the company seal.

I hope you understand the degree of risk: when 1024 people can sign anything at their discretion, and I would have to personally be responsible for the consequences. But the work was done in such a way that no such troubles occurred.

Only ten years later, one of the largest network companies in Russia repeated my experience, but on a 10 times smaller scale.

We have performed work for several thousand companies in the country.

 

In the early 1990s, I completely computerized all of the company's office work. At that time, even banks in the country did not have such a level of computerization. A funny case in point: an accountant made payments directly from the cradle of a ski lift in Austria.

Thus, I gained good experience in matters of office work (without which not a single medium or large company can operate stably).

 

At that time, there were no bank cards in the country, but they were available in foreign banks. I provided dozens of company employees with foreign bank cards. Back then, people were even wary of cards, preferring cash. The company took big steps forward.

 

In the 1990s, my company introduced a new way to motivate people.

This was not done because of theoretical considerations about a bright future,

but because of the need to cover the suddenly revealed large shortage of funds.

Usually, to solve such a problem, wages are used: mass layoffs.

I solved the problem in a new way:

a circle of people interested in the development of the company was identified

and their wages were cancelled,

but instead it was proposed

        "take as much as you want and whenever you want",

        "do the job you want".

From them, a company management body was formed, which resolved any issues. My functions as CEO became nominal.

None of these people began to “fill their pockets with money,” but on the contrary, they began to treat the company’s funds as carefully as possible.

As a result, the company solved the problem of shortage of funds within 2 months.

        But the most important thing: a composition of workers with new motivation has been formed:

people were not so much interested in money as in the opportunity to “play” a big COMMON game.

Subsequently, many positive changes occurred in people’s psychology, which could not happen in an ordinary company even theoretically.

        People were driven by a new morality: “We,” where everyone completely trusted everyone.

People have become closer to each other than in their families.

Subsequently, some members of their families went to work for our company.

It was, I am not afraid of such a comparison, a historical phenomenon.

 

To prevent unexpected financial shortfalls, I even had to study accounting,

so I have a good idea of how this part works in companies.

 

 

I used unusual ways to control the psychology of groups: for example, whenever there was noticeable dissatisfaction with the state of affairs, I put the question of continuing my work as a leader to a completely anonymous vote. In 25 years this has been done 3 times. But no matter how acute the issue was, there was never a decision against it.

 

In 2003, my company was honored to be included in volume 13 of the Federal Directory of the Best Companies in the Country.

The volume of our work was so significant that, despite the fact that the company had an engineering focus, information about it was placed in the finance and banking section.

 

At the beginning of the 2000s, the company was the first in the country to switch to completely remote work: the office ceased to exist.

This gave me valuable experience in reorganizing interdepartmental communications and psychological stereotypes of employees.

 

Over the 25 years of operation of the company, I did not fire or offer to resign a single person (and there were plenty of conflicts): I used the laws of psychology of the individual and groups, which were used to solve such problems.

 

 

 

 

I have a good understanding of macroeconomics, political economy and politics, and I have a good knowledge of the psychology of individuals and groups.

With my help, some people defended dissertations in economics and received psychological education.

 

I had the honor of working with such prominent people as:

        Academician of Economics Leonid Abalkin,

        first assistant to President Boris Yeltsin,

        Mayor of Moscow - Yuri Luzhkov,

        Moscow Economic Manager - Evgeniy Bystrov.

        Advisor on Political Technologies to President Putin

        and a number of political and economic leaders of Moscow.

This gave invaluable experience.

 

 

 

There was a high level of corruption in Russia, but despite this, for 25 years I was able to organize work in such a way that the company lived regardless of corruption. A funny incident: after 10 years of operation of the company, one of the managers of another company asked: “Who looks after your company?” I answered: “Nobody. We made ourselves.” He didn’t believe it and was offended by what he thought was my insincerity.

 

 

In Russia there is a party in power - "United Russia",

the party was previously called “Our Home Russia”,

which was formed from the socio-political movement "Democratic Russia",

which was initiated by three socio-political clubs.

One of the clubs - "Compass" - gave a political program to this movement.

I personally developed that program, with the subsequent participation of one of the prominent critics of Russian reforms, Boris Kagarlitsky.

(He is currently in disgrace.)

During that period, I gained useful experience in ideological, political, inter-clan and intra-clan work.

 

 

 

I love the practical work of organizing changes in the lives of large groups of people.

Therefore, I refused: a political career (which would have ended in leadership positions in the modern party in power in the country);

abandoned a scientific career; refused to participate in the Moscow legislative body; refused to manage a large sector of the Moscow economy.

I am an emergency manager and strategist at a fairly high level. I can single-handedly increase the efficiency of almost any company by 2 times in a couple of years.

When I was very young, I was offered the position of emergency executive director from a choice of 600 medium and large companies in the West.

 

 

 

 

In the mid-1980s, I made 2 graphs: the pace of historical development of the USA and Russia,

from which it followed:

        that the role of the Communist Party of the USSR would change greatly (at that time it seemed impossible),

        that ministers would turn from gods into more or less ordinary employees (at         that time this seemed unrealistic),

        that around 2010 Russia will begin to overtake the West in terms of weapons power,

        that the West will begin to lose leadership in the international arena (this was unimaginable),

        that between 2023 and 2025 the third world war will begin (my comrades did not take this seriously even ten years ago)

The first 4 predictions have already come true. (Let the last prediction not come true.)

        In the 1990s, I calculated the inevitability of allied relations between Russia, China and Iran (few people believed in this then).

It looks like it's coming true.

 

 

A couple of years ago, I proposed to the relevant Russian ministries a way to qualitatively increase the efficiency of artificial intelligence.

This required knowledge of the mechanism of the human psyche, linguistic knowledge and cultural knowledge.

 

From the late 1990s to 2010, I searched for and tried even more effective ways to motivate people to perform.

Since 2010, the formula for new reforms was finally developed, but the conditions for implementing the formula appeared only a few years ago, moreover, precisely on the Arabian Peninsula and, possibly, in some African countries. In connection with this, I proposed the project for consideration in the Emirates, Saudi Arabia and representatives of the African continent.

 

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Managing Director of Royal Arab Holding Group. Chairmanship of HH Sheikh Tahnoon Bin Saeed Bin Tahnoon AI Nahyan.

& Executive Director of Private Office HH Sheikh Tahnoon Bin Saeed Bin Tahnoon AI Nahyan - Mr. Zulfiquar Z. Ghadiyali

                

 

       

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HH Sheikh Ahmed Bin Faisal Al Qassmi

       

 

       

 

 

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Rashid Al Mazrui (Abu Dhabi)

Vice President of the office of the oldest (and richest) financial group in Abu Dhabi)

       

 

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Asif Ali Chaudhary, Noble Future Land Investment LLC

       

 

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Representative of one of the leading Chinese groups - Jiang Cheng Jin

       

 

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Farzam Kamalabadi is the Chairman & President at Future Trends Group