I try to encourage people to experiment. The goal is important, but the path to that goal is equally important. And by the way, experimenting often opens up various other possibilities that we don't see at the very beginning. Not only do we have to have, as we call it, "accountability" in all of this, but this experiment can also happen up to a certain point. That is, if we see that it's terrible and doesn't bring anything, we also have to have the ability to say - stop, turn around, go in a different direction. Experimenting is probably the most difficult part of managing people. People act, and I've seen it many times, repetitively. I've asked many times - why do we do something this way? - Well, because we've been doing it for years. Ok, but that's not the answer. - But we don't want to try differently. And it's not easy to convince people to start thinking differently.
Tomasz Konik says, CEO at Deloitte Central Europe
