Management at KUB

Throughout the history of mankind, a huge number of complex projects have been implemented - from the construction of the Great Wall of China, the pyramids in Giza to sending a man into space. All these ideas required a project-based approach and well-organized work of hundreds of thousands of people. As NASA historian Roger Launius wrote, of all the difficulties NASA faced in sending man to the moon, control was probably the most difficult.

Indeed, many companies and enterprises of completely different scales and spheres open every day. Some of them are growing, becoming global brands, but most are closing. This proves that the key factor in any business is professional management, in our case, project management.

Almurat Muratov, chairman of the board of directors of KUB management, told us about how management companies work today and why more and more investors entrust their business projects to professional managers.

A management company is needed in cases where the business owner or investor does not have the opportunity to be constantly involved in day-to-day operational activities.

As a rule, the main goals of investors who apply to KUB management are the following:

Start a new business project in a specific area, while reducing the start time and minimizing potential risks.

Increase the company's income. The task of the management company here is to study the market, identify development points, perhaps create new products or master new sales markets, improving all operational processes: efficiency, quality and service.

Scale the business. This question necessarily arises in an actively developing company, and mistakes in this process can become fatal. The task of KUB management is to consider the profile and all the features of a particular project.

Crisis management. Preparation of a plan of anti-crisis measures and actions for the rehabilitation of a specific business.

Also, KUB management can offer business additional services, such as: spot diagnostics of the business, development and implementation of strategies and KPI models, operational, legal audit and consulting.

Management is not a stereotyped algorithm of actions, it is always an adapted approach for a specific project. For example, now the KUB management portfolio includes more than 15 projects in such areas as development and construction - the companies New Estate, Nova House, “PromStroyService”, consulting services - the law firm Muratov Partners, education - the private school Prime School, production - one of the largest tire recycling plants in Kazakhstan, a project in the agroindustry, etc.

Two factors allow us to successfully manage projects in different areas. First, a team of professionals with experience in both the Big Four consulting companies and in various industries and areas. Secondly, our unique project management scheduling system and algorithms.

How the basic algorithm and flexible approaches to project management look like, explained us Yerzhan Bakeshov, member of the board of directors of KUB management.

The main thing that should be immediately indicated: the management company works for the strategic goals of the investor or owner. There is such a theory in management, when the governing body of a company, in pursuit of its KPI and objectives, often without even realizing it, manipulates the goals of the business owner (agency theory). In this case, we, as attracted independent consultant partners, have an impassive objective approach to the tasks of the client's business. Our main goal is the interests and comfort of the customer, the solution of his business problems.

The management company is interested in the active achievement of the set goals. Our independent experts provide fresh assessment and practice, offer additional expertise. This is a type of consulting that really helps in business management, a symbiosis of the classical approach and business partnership.

A management company has several levels of management. The highest level is the board of directors (management board), where strategic goals and objectives are controlled, middle level (middle management), which includes the middle management team, project managers, responsible for setting goals and solving operational problems. As well as the executive level (supervisory staff) - cadres and specialists who deeply immerse themselves in projects, collect analytical information, work directly with line personnel, and often visit the control facility itself.

We believe that it is impossible to become an expert in construction if you have never worked at a construction site, do not understand the basic business processes of a construction site, roughly speaking, have not held a brick in your hands. The executive level of the project team's employees is one of the main, key ones, since they are our field specialists.

When immersing ourselves in a task, we view the process of work within flexible project management structures, applying effective modern methods and processes.
So, for example, one team member, having solved his task within the project, switches to the next. This approach makes it possible to efficiently allocate human resources and optimize costs for the customer.

We have projects that are carried out adjacently, and the load is distributed pyramidically. The top management of the management company oversees the entire portfolio division; project managers are subordinate to it. They, in turn, also carry out their work in divisions, manage their teams, directly performing project tasks.

We also often involve external independent experts in such a team. For example, if we develop a client's business in the field of the agro-industrial manufacturing, for a certain grain crop that requires specific knowledge in this area, then we supplement our team with an external expert in this narrow direction.

This flexible and differentiated approach allows us to efficiently and successfully manage a large and varied portfolio of projects. The main goal of KUB management is the development and prosperity of our clients' business. A win-win partnership, so to speak, where each side of the partnership stands to gain by bringing maximum benefit (win) to a third party - the society and the state.