This is the 63rd in a series of business tips from industry leaders that Enterprise Times has interviewed. Enterprise Times recently spoke to Dmitry Bagrov, UK MD of DataArt. Bagrov revealed that he has been with DataArt for 23 years and has led the UK operation since it first started. He shared his ambitions for the firm, both within the UK and globally.
I asked him whether he could share a tip for a business leader starting an operation in the UK.
Bagrov replied, “Well, I think the first tip is to learn to appreciate the business culture; as someone who is not British-born, as an immigrant, I think a lot of the people who were born in the UK underestimate the chances they’ve been given.
“Doing business in the UKI is a lot easier than doing it in many other countries. Despite all the grumbling that we always hear, and I do it myself about HMRC, the red tape, the taxes and the government. Trust me, there are worse places to do business, much worse. So that’s the first. Learn to appreciate what you have.
“Second, business is not about selling your product or your service. Business is actually about creating an image where people will want to buy from you. The ideal situation is when you don’t actually have to sell; clients come themselves, it’s a kind of holy grail. I don’t think any company ever reached that stage. But I think it’s important to understand that your job as a business owner and as a person developing the business or developing parts of the business is to make sure you provide a service or a product that is desirable. If it means the product or service has to change to reflect the different market conditions, it has to change.”
The importance of Why
“One of my favourite authors is Simon Sinek. He has this concept of the Golden Circle. Start with Why, one of his first TED talks was about it. I think it’s brilliant in a way that it just encapsulates what a lot of companies miss. He says that a lot of companies know what they do in terms of products or services and explain it very easily. A smaller number know how they do what they do. But an even smaller number know why they do what they do.
“It doesn’t really matter whether you lead part of the business, or a department or (the whole) business. If you really understand why you do what you do, it will be very easy for you to pivot. It wouldn’t be the end of all things if suddenly you have to create a new product, because it will be natural. You’re still doing the same thing. You’ll still understand why you do what you do. You just do it differently.”