kontakt intersearch russia cases

The management of a federal laboratory diagnostics company decided to seriously develop an online sales unit, as they saw the digital future as a big growth point.

A large non-food retailer was faced with increasing inefficiency of business processes in the retail unit and decided to organize a global transformation of the chain.

A large insurance company approached Kontakt InterSearch with a request to find an IT business partner (ITBP) for its corporate unit.

A major oil company, based on the results of strategic sessions and the chosen course of development, decided to implement the direction, which would ensure internal audit of the industrial safety management system.

Prior to that, the company had had no commercial structure, and the new top manager had to build it for themselves and, in particular, organize the sales department and oversee the development of marketing strategy.

The manager who had held the position up to that point knew the production well and had impressive experience at the company, but was not ready to lead modernization projects – a replacement was needed.

The main task of the top manager was to develop a new IT strategy in accordance with the business objectives of the holding company, create a unified IT landscape and unified architecture, as well as optimize and transform the existing IT processes and systems.

The new manager had to ensure the organization's manageability under the risk of bankruptcy and tax or criminal claims, reduce all possible expenses, help the company get out of the crisis, make timely payments on loans to banks, and allow the shareholder to earn a profit.

Target: 1) Increasing the managerial efficiency of the unit 2) Supporting the active growth of the unit 3) Accelerating the adaptation of line managers

The new head of the legal unit had to select the main partners for the launch of operations in ten countries, organize legal entities in all countries of operation, recruit a team, and be in close contact with the owner of the company.

Target: 1) Maintaining team effectiveness in strategic planning 2) Increasing readiness to cope with key challenges

Target: 1) Supporting the development of top executives as part of an internal corporate training program 2) Helping transfer the acquired knowledge into practice

An international family-owned manufacturing company had a need to select a successor for the presidency, who would be in charge of the Eastern European macro-region. The new leader had to fulfill the task of increasing the market share in these regions, as well as quickly, smoothly and efficiently launch local production.