{"id":5151,"date":"2020-03-20T11:53:19","date_gmt":"2020-03-20T10:53:19","guid":{"rendered":"https:\/\/emagazin.plus\/?p=5151"},"modified":"2020-03-21T14:59:58","modified_gmt":"2020-03-21T13:59:58","slug":"deloitte-diana-radl-rogerova","status":"publish","type":"post","link":"https:\/\/emagazin.plus\/cz\/deloitte-diana-radl-rogerova\/","title":{"rendered":"Rozhovor s Dianou R\u00e1dl Rogerovou, \u0161\u00e9fkou Deloitte"},"content":{"rendered":"\n

<\/em> \u201e<\/em>Sn\u00edm o tom, \u017ee si otev\u0159u vlastn\u00ed \u0161kolu<\/strong>\u201d<\/em> <\/p>\n\n\n\n

Celou svou profesn\u00ed kari\u00e9ru, u\u017e 23 let, tr\u00e1v\u00ed v jedin\u00e9 firm\u011b. Ale ani stopy po rutin\u011b \u010di suverenit\u011b. Kdy\u017e s Dianou R\u00e1dl Rogerovou hovo\u0159\u00edte hodinu, m\u00e1te p\u0159ed sebou vysoce motivovanou, maxim\u00e1ln\u011b soust\u0159ed\u011bnou \u017eenu, kter\u00e1 m\u00e1 v hled\u00e1\u010dku v\u0161echny d\u016fle\u017eit\u00e9 trendy. A mo\u017en\u00e1 pr\u00e1v\u011b proto j\u00ed d\u011bl\u00e1 vysok\u00e9 tempo v byznysu v\u00e1\u017en\u00e9 starosti. <\/strong><\/p>\n\n\n\n

Bylo docela slo\u017eit\u00e9 naj\u00edt spole\u010dn\u00fd term\u00edn. Kolik hodin denn\u011b pracujete?<\/strong><\/p>\n\n\n\n

Mysl\u00edm, \u017ee v pr\u016fm\u011bru tak 12-13 hodin.<\/p>\n\n\n\n

Je to v po\u0159\u00e1dku? Nen\u00ed n\u00e1ro\u010dn\u00e9 to skloubit s rodinou? M\u00e1te syna.<\/strong><\/p>\n\n\n\n

Jednoduch\u00e9 to nen\u00ed, ale t\u00fdk\u00e1 se to n\u00e1s v\u0161ech, vzhledem k tempu v byznysu. Ale nen\u00ed to tak, \u017ee pracuji 12 hodin denn\u011b v kuse. Vst\u00e1v\u00e1m docela brzo, n\u011bkdy u\u017e v p\u016fl \u0161est\u00e9. Za\u010dnu maily, abych m\u011bla \u010dist\u00fd st\u016fl, pak se v\u011bnuju synovi, man\u017eelovi. Potom odjedu do pr\u00e1ce. Z pr\u00e1ce odch\u00e1z\u00edm kolem \u0161est\u00e9, sedm\u00e9 a zase se v\u011bnuju se rodin\u011b. A ve\u010der si do\u010dist\u00edm maily. Tak\u017ee m\u016fj odhad je 12-13 hodin denn\u011b. A jestli je to v po\u0159\u00e1dku?<\/p>\n\n\n\n

Ano, jestli nem\u00e1te neust\u00e1le pocit, \u017ee nest\u00edh\u00e1te ani jedno, ani druh\u00e9…<\/strong><\/p>\n\n\n\n

J\u00e1 na\u0161t\u011bst\u00ed nepot\u0159ebuju b\u00fdt perfekcionista. U\u017e d\u00e1vno ne. Co stihnu, stihnu. M\u011b pr\u00e1ce hrozn\u011b bav\u00ed, stejn\u011b jako m\u011b bav\u00ed rodina. <\/p>\n\n\n\n

Poch\u00e1z\u00edte z \u010desko-kub\u00e1nsk\u00e9 rodiny. Bylo v\u00e1m 12 let, kdy\u017e jste p\u0159i\u0161la do \u010cSSR. Dali v\u00e1s do zvl\u00e1\u0161tn\u00ed t\u0159\u00eddy, proto\u017ee jste neum\u011bla \u010desky. Dneska jste \u0161\u00e9fkou Deloitte<\/a> a tak\u00e9 na 3. m\u00edst\u011b 100 top \u017een \u010ceska. To je docela strm\u00e1 kari\u00e9ra.<\/strong><\/p>\n\n\n\n

Tak bych to nebrala. Mysl\u00edm, \u017ee tehdy nikdo nepochyboval o tom, \u017ee jsem chytr\u00e1. Ale neum\u011bla jsem \u010desky, tak m\u011b str\u010dili do zvl\u00e1\u0161tn\u00ed t\u0159\u00eddy. Co\u017e za \u010dtvrt roku u\u017e nefungovalo. Ale pro m\u011b to byla \u017eivotn\u00ed lekce. Mysl\u00edm, \u017ee mi to dalo charakterov\u011b stra\u0161n\u011b moc.<\/p>\n\n\n\n

<\/em> \u201eP\u0159estala jsem kohokoli podce\u0148ovat.\u201d<\/em> <\/p>\n\n\n\n

Jak to mysl\u00edte?<\/strong><\/p>\n\n\n\n

\u017de jsem p\u0159estala kohokoli podce\u0148ovat. Nejhor\u0161\u00ed, co m\u016f\u017eete v byznysu d\u011blat, je, \u017ee podce\u0148ujete lidi. To mi dala pr\u00e1v\u011b ta zvl\u00e1\u0161tn\u00ed t\u0159\u00edda. \u017de jsem nikdy v \u017eivot\u011b nikoho nepodce\u0148ovala. A mysl\u00edm, \u017ee to je vlastnost, kter\u00e1 m\u011b t\u00e1hne nahoru. To, \u017ee si uv\u011bdomuji, \u017ee nikdy nev\u00edm, co m\u00e1m \u010dekat od druh\u00e9 strany. Mysl\u00edm to pozitivn\u011b, ne negativn\u011b. V\u017edycky se sna\u017e\u00edm pochopit druhou stranu. V byznysu mi nikdy nejde o to, aby se druh\u00e1 strana c\u00edtila \u0161patn\u011b. Opravdu v\u011b\u0159\u00edm ve win-win. <\/p>\n\n\n\n

To je zaj\u00edmav\u00e9. Z\u00edskala jste sp\u00ed\u0161 pocit rovnocennosti, ne\u017e abyste se povy\u0161ovala. Mohlo to dopadnout i jinak…<\/strong><\/p>\n\n\n\n

Co v\u0161echno ty d\u011bti um\u011bly… Neum\u00edte si p\u0159edstavit, jak n\u011bkter\u00e9 um\u011bly malovat. Mo\u017en\u00e1 te\u010f n\u011bkde po sv\u011bt\u011b vystavuj\u00ed a nikdo z n\u00e1s to nev\u00ed, proto\u017ee se ur\u010dit\u011b nechlub\u00ed t\u00edm, \u017ee skon\u010dily ve zvl\u00e1\u0161tn\u00ed t\u0159\u00edd\u011b.<\/p>\n\n\n\n

V Deloitte u\u017e jste stra\u0161n\u011b dlouho, profesn\u011b jste tam i za\u010d\u00ednala. Jak si vysv\u011btlujete, \u017ee jste nikdy nezm\u011bnila firmu? A pros\u00edm \u017e\u00e1dn\u00e9 PR…<\/strong><\/p>\n\n\n\n

D\u016fvod, pro\u010d jsem tady tak dlouho, je, \u017ee poka\u017ed\u00e9 d\u011bl\u00e1m n\u011bco jin\u00e9ho. M\u00e1m stra\u0161n\u011b velkou \u0161k\u00e1lu toho, co m\u016f\u017eu zkusit, a paradoxn\u011b m\u016f\u017eu zkou\u0161et r\u016fzn\u00e9 byznysy.<\/p>\n\n\n\n

Vlastn\u011b se po\u010d\u00edt\u00e1 s t\u00edm, \u017ee ten, kdo rad\u00ed podnik\u016fm, m\u00e1 s\u00e1m zku\u0161enosti z r\u016fzn\u00fdch firem a bran\u017e\u00ed…<\/strong><\/p>\n\n\n\n

To bezesporu, s t\u00edm souhlas\u00edm. Na druhou stranu si mysl\u00edm, \u017ee nejv\u011bt\u0161\u00ed um\u011bn\u00ed dne\u0161ka je propojov\u00e1n\u00ed r\u016fzn\u00fdch byznys\u016f. To, co se d\u0159\u00edv ned\u011blalo. D\u0159\u00edv jste byl expertem na bankovnictv\u00ed, tak jste radil bankovnictv\u00ed. Mysl\u00edte, \u017ee dneska bank\u00e9\u0159e zaj\u00edm\u00e1 expert\u00edza bankovnictv\u00ed? Ne. Zaj\u00edm\u00e1 je, co se d\u011bje v consumer businessu, mo\u017en\u00e1 v telekomunikac\u00edch, a podobn\u011b. Proto\u017ee pot\u0159ebujete hledat jin\u00e9 v\u00fdnosy, jin\u00e9 zp\u016fsoby, jak p\u0159istupovat ke klientovi. Ta \u0161k\u00e1la se \u00fapln\u011b m\u011bn\u00ed.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Leadership, top management. Jak\u00fd mus\u00ed b\u00fdt top mana\u017eer dnes? Co mus\u00ed um\u011bt?<\/strong><\/p>\n\n\n\n

Mysl\u00edm, \u017ee leadership dnes nen\u00ed o jedn\u00e9 osob\u011b. To je velk\u00e1 zm\u011bna. D\u0159\u00edv jsme m\u011bli velmi siln\u00e9 CEOs, kte\u0159\u00ed vl\u00e1dli tvrdou rukou. Dnes to nen\u00ed one man nebo one woman show, mnohem v\u00edc jde o management jako celek. O inkluzi ve firm\u011b, o firemn\u00ed kultu\u0159e. Jak v lidech vyburcovat, aby oni byli ti, kdo nos\u00ed n\u00e1pady, kdo p\u0159em\u00fd\u0161l\u00ed o tom, kam m\u00e1 firma j\u00edt d\u00e1l. Pokud se tohle v managementu povede, tak je to ten spr\u00e1vn\u00fd management.<\/p>\n\n\n\n

Zvl\u00e1daj\u00ed se velk\u00e9 korporace \u201ezflexibilnit\u201c, p\u0159ech\u00e1zet z hierarchick\u00fdch, pevn\u011b dan\u00fdch struktur do jin\u00e9ho re\u017eimu?<\/strong><\/p>\n\n\n\n

Jde o to, jestli firmy tomu d\u00e1vaj\u00ed \u0161anci. Pova\u017euju za stra\u0161n\u011b pozitivn\u00ed, \u017ee se o to pokou\u0161ej\u00ed. N\u011bkter\u00e9 jsou v pokusn\u00e9 f\u00e1zi a d\u011blaj\u00ed chyby, n\u011bkter\u00e9 jsou ve f\u00e1zi, kdy jim to naopak vych\u00e1z\u00ed. Kdy\u017e se m\u011bn\u00edme, d\u011bl\u00e1me chyby. To je \u00fapln\u011b v pohod\u011b. A jak\u00fd bude v\u00fdsledek, v\u00ed asi jenom p\u00e1nb\u016fh. <\/p>\n\n\n\n

<\/em> \u201e<\/em>To, co nab\u00edz\u00edme dnes, za dva roky nebude.\u201d<\/em> <\/p>\n\n\n\n

M\u00e1te pevn\u011b dan\u00e9 slu\u017eby jako dan\u011b a audity. Ale z\u00e1rove\u0148 te\u010f m\u00e1me opravdu rychl\u00fd technologick\u00fd v\u00fdvoj, digitalizaci, automatizaci, startupy, disrupci, \u0161\u00edlen\u011b rychlou komunikaci na v\u0161ech kan\u00e1lech. Co \u0159e\u0161\u00edte s klienty? Jak se zm\u011bnil v\u00e1\u0161 p\u0159\u00edstup ke klient\u016fm a mo\u017en\u00e1 i va\u0161e slu\u017eby?<\/strong><\/p>\n\n\n\n

I klasick\u00fd audit a dan\u011b se zm\u011bnily stra\u0161n\u011b moc. Ale samoz\u0159ejm\u011b nejv\u011bt\u0161\u00ed zm\u011bnu m\u00e1me v poradenstv\u00ed, kde n\u00e1m slu\u017eby v pr\u016fm\u011bru vydr\u017e\u00ed dva a\u017e t\u0159i roky. To, co nab\u00edz\u00edme dnes, za dva roky nebude existovat. N\u011bco mo\u017en\u00e1 u\u017e za p\u016fl roku. \u0158ekl jste to \u00fapln\u011b p\u0159esn\u011b. Dneska nejv\u00edc d\u011bl\u00e1me v\u011bci kolem automatizace, robotiky, digitalizace, hled\u00e1n\u00ed nov\u00fdch prodejn\u00edch kan\u00e1l\u016f a v\u00fdnos\u016f. D\u011bl\u00e1me hodn\u011b analytiky, um\u011blou inteligenci, zpracov\u00e1v\u00e1n\u00ed velk\u00fdch dat. Hodn\u011b se v\u011bnujeme tomu, \u010demu \u0159\u00edk\u00e1m budoucnost pr\u00e1ce. Jak m\u00e1 vypadat governance, firemn\u00ed kultura, pracovn\u00ed prost\u0159ed\u00ed, jak \u0161kolit lidi, aby byli p\u0159ipraveni na budoucnost. A kdy\u017e se m\u011b zept\u00e1te za t\u0159i \u010dtvrt\u011b roku, jsem p\u0159esv\u011bd\u010den\u00e1, \u017ee to bude \u00fapln\u011b jinak. <\/p>\n\n\n\n

Nem\u00e1te pocit, \u017ee si firmy \u0159\u00edkaj\u00ed: D\u00e1me sem stoln\u00ed fotb\u00e1lek, kule\u010dn\u00edk a hipstersk\u00fd n\u00e1bytek a tak budeme agiln\u00ed. Nen\u00ed to ale sp\u00ed\u0161 tak, \u017ee ve skute\u010dnosti maj\u00ed probl\u00e9my naplnit to agiln\u00edm duchem a obsahem?<\/strong><\/p>\n\n\n\n

Kdy\u017e si projdete na\u0161i budovu, uvid\u00edte, \u017ee tady nem\u00e1me ani fotb\u00e1lek, ani kule\u010dn\u00edkov\u00e9 stoly, nic takov\u00e9ho. Nevytv\u00e1\u0159\u00edme pracovn\u00ed prost\u0159ed\u00ed gamifikac\u00ed. V\u011bt\u0161ina firem se sna\u017e\u00ed \u2013 a to nen\u00ed \u00fakol na t\u0159i m\u011bs\u00edce nebo p\u016fl roku \u2013 vytvo\u0159it pracovn\u00ed prost\u0159ed\u00ed, ve kter\u00e9m se lidi c\u00edt\u00ed \u201esafe\u201c. C\u00edt\u00ed, \u017ee jim nikdo nebude vyt\u00fdkat, kdy\u017e se jim n\u011bco nepovede, kdy\u017e nespln\u00ed byznys pl\u00e1n. Kdy\u017e se c\u00edt\u00edte safe, m\u00e1te men\u0161\u00ed strach zkou\u0161et nov\u00e9 v\u011bci. To d\u0159\u00edv neexistovalo. Nejhor\u0161\u00ed je, a to je bohu\u017eel u\u017e od \u0161koln\u00edch let, \u017ee kdy\u017e jste ve \u0161kole ud\u011blal chybu, dostal jste okam\u017eit\u011b vynad\u00e1no. D\u016fle\u017eit\u00e9 je ale v\u011bd\u011bt, jak se z dan\u00e9 chyby pou\u010dit, co jsme se t\u00edm nau\u010dili. To je to prost\u0159ed\u00ed, kter\u00e9 dneska firmy pomoc\u00ed agility hledaj\u00ed: Zkou\u0161et nov\u00e9 v\u011bci, pokus-omyl, pokus-omyl\u2026 Ale \u0159\u00edzen\u011b. N\u011bco vyjde.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Mysl\u00edte, \u017ee \u010desk\u00e9 \u0161kolstv\u00ed, hlavn\u011b st\u0159edn\u00ed \u0161kolstv\u00ed, dok\u00e1\u017ee studenty na takovou spole\u010dnost, takov\u00fd byznys p\u0159ipravit?<\/strong><\/p>\n\n\n\n

Moje odpov\u011b\u010f je jednozna\u010dn\u011b NE. Nedok\u00e1\u017ee. To je v\u011bc, kterou permanentn\u011b \u0159e\u0161\u00edm. Sn\u00edm o tom, \u017ee si otev\u0159u vlastn\u00ed \u0161kolu, kter\u00e1 bude zalo\u017een\u00e1 na virtu\u00e1ln\u00ed realit\u011b, ve kter\u00e9 se d\u011bti budou u\u010dit rychleji a mnohem v\u00edc se budou soust\u0159edit na interakci, na zkou\u0161en\u00ed si nov\u00fdch v\u011bc\u00ed. To je m\u016fj sen. V\u011b\u0159\u00edm, \u017ee si ho spln\u00edm. Dneska je rol\u00ed korporac\u00ed, aby pom\u00e1haly vzd\u011bl\u00e1v\u00e1n\u00ed. \u00da\u017easn\u00fd je v tom nap\u0159\u00edklad Google. Ale i my v Deloitte. D\u011bl\u00e1me t\u0159eba takzvan\u00e9 KidsXO eventy. Jednak aby d\u011bti rozum\u011bly technologi\u00edm, ale tak\u00e9 jim ukazujeme celou \u0161k\u00e1lu byznysu a umo\u017e\u0148ujeme, aby d\u011blaly, co je bav\u00ed, aby v\u011bci zkou\u0161ely. My jako byznysmeni mus\u00edme p\u0159isp\u00edvat k tomu, aby se \u0161kolstv\u00ed n\u011bkam hnulo, proto\u017ee to, jak funguje dneska, spr\u00e1vn\u00e9 nen\u00ed. I kdy\u017e jsou \u0161koly, kter\u00e9 se o nov\u00fd p\u0159\u00edstup pokou\u0161ej\u00ed. Nechci v\u0161echny h\u00e1zet do jednoho pytle. Ale aby ta zm\u011bna p\u0159i\u0161la, mus\u00ed p\u0159ich\u00e1zet tlak od ve\u0159ejnosti. <\/p>\n\n\n\n

Kdy\u017e se v\u0161ichni budeme tv\u00e1\u0159it spokojen\u011b a budeme cht\u00edt po d\u011btech sam\u00e9 jedni\u010dky, tak se holt nic nezm\u011bn\u00ed. <\/p>\n\n\n\n

Dril a jedni\u010dky jsou dodnes \u010dasto pova\u017eov\u00e1ny jako spr\u00e1vn\u00e1 cesta…<\/strong><\/p>\n\n\n\n

Existuj\u00ed studie, kter\u00e9 jasn\u011b \u0159\u00edkaj\u00ed: A\u010dk\u00e1\u0159i ze \u0161kol, to jsou takov\u00ed ti v\u011bdci, to jsou ti, co driluj\u00ed. B\u00e9\u010dka\u0159i, to b\u00fdvaj\u00ed mana\u017ee\u0159i, ti ob\u010das maj\u00ed pocit, \u017ee v\u0161echno v\u011bd\u00ed, v\u0161echno znaj\u00ed, ale jsou k tomu je\u0161t\u011b tro\u0161ku empati\u010dt\u00ed. Ale nejl\u00e9pe jsou na tom c\u00e9\u010dka\u0159i. To jsou ti startupisti. Proto\u017ee ti ve \u0161kole ob\u010das n\u011bkam ne\u0161li atd. Ale neboj\u00ed se zkou\u0161et nov\u00e9 v\u011bci. Dneska pot\u0159ebujeme celou tuto \u0161k\u00e1lu, i b\u00e9\u010dka\u0159e a c\u00e9\u010dka\u0159e, tak je nezatracujme. <\/p>\n\n\n\n

<\/em> \u201e<\/em>Dne\u0161n\u00ed tempo je \u0161\u00edlen\u00e9.\u201d<\/em> <\/p>\n\n\n\n

Vra\u0165me se te\u010f k t\u00e9matu \u201etempo\u201c. V podnik\u00e1n\u00ed, v inovac\u00edch, v komunikaci m\u00e1me stra\u0161n\u011b rychl\u00e9 tempo. Nach\u00e1z\u00edme se n\u011bkde mezi t\u00edm kr\u00e1sn\u011b rychl\u00fdm time to market a burnoutem? <\/strong><\/p>\n\n\n\n

Velmi perspektivn\u00ed povol\u00e1n\u00ed do budoucna jsou psycholog a psychiatr. O tom jsem naprosto p\u0159esv\u011bd\u010den\u00e1. Dne\u0161n\u00ed tempo je \u0161\u00edlen\u00e9. My jsme jako d\u011bti \u017eily v drilu, \u017ee v\u0161echno m\u00e1 b\u00fdt skv\u011bl\u00e9, perfektn\u00ed, v\u0161echno mus\u00ed\u0161 um\u011bt. A kombinace s rychl\u00fdm sv\u011btem n\u00e1s vede k tomu, \u017ee spousta z n\u00e1s se ob\u010das mus\u00ed c\u00edtit jako \u2013 omlouv\u00e1m se za ten v\u00fdraz \u2013 \u201eDo pr**le, to nezvl\u00e1d\u00e1m!\u201c Nov\u00e1 generace nen\u00ed veden\u00e1 k tomu, \u017ee mus\u00ed um\u011bt \u00fapln\u011b v\u0161echno. A tak\u00e9 si v\u00edc v\u011b\u0159\u00ed. Douf\u00e1m, \u017ee burnout u nich nemus\u00ed b\u00fdt a\u017e takov\u00fd jako pro n\u00e1s. Uvid\u00edme. D\u011bs\u00ed m\u011b, \u017ee tempo je tak rychl\u00e9. T\u00e9ma, o kter\u00e9m se dnes hodn\u011b mluv\u00ed, je wellbeing \u2013 jak odpo\u010d\u00edvat ment\u00e1ln\u011b. N\u011bkdo m\u016f\u017ee pracovat 12 hodin, n\u011bkdo 7 hodin. Jde sp\u00ed\u0161 o to, jestli um\u00edte vypnout. J\u00e1 se burnoutu opravdu boj\u00edm. Moje role jako \u0161\u00e9fa firmy a managementu je b\u00fdt si jist\u00e1, \u017ee na\u0161i lid\u00e9 mohou ment\u00e1ln\u011b odpo\u010d\u00edvat.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Vy sama m\u00e1te kou\u010de, Jana M\u00fchlfeita. Je to jeden z d\u016fvod\u016f, pro\u010d ho m\u00e1te?<\/strong><\/p>\n\n\n\n

Je to jeden z d\u016fvod\u016f. Proto\u017ee si mysl\u00edm, \u017ee je neuv\u011b\u0159iteln\u00e1 i kombinace jeho zku\u0161enost\u00ed. On si burnoutem s\u00e1m pro\u0161el. Sly\u0161et n\u011bco p\u0159\u00edmo od lid\u00ed, kte\u0159\u00ed v\u011bd\u00ed, o \u010dem mluv\u00ed, je \u00fa\u017easn\u00e9. J\u00e1 jsem taky za\u017eila obdob\u00ed, kdy jsem byla, kdy\u017e to tak \u0159eknu, dole. A je skv\u011bl\u00e9, kdy\u017e v\u00e1m lidi kolem otev\u00edraj\u00ed obzory. Mysl\u00edm, \u017ee je dobr\u00e9 m\u00edt kou\u010de, kter\u00fd v\u00e1m uk\u00e1\u017ee i jin\u00e9 pohledy na sv\u011bt. <\/p>\n\n\n\n

Zjistila jste v\u010das, \u017ee pot\u0159ebujete takov\u00e9 \u201ezrcadlo\u201c? Nebo u\u017e bylo pozd\u011b?<\/strong><\/p>\n\n\n\n

Ne ne, v\u016fbec ne. Jsem \u010dlov\u011bk, kter\u00fd nenech\u00e1v\u00e1 doj\u00edt v\u011bci do stavu, kdy jsou \u00fapln\u011b \u0161patn\u011b. Nebo si to zat\u00edm mysl\u00edm. Rad\u011bji m\u00e1m \u010dty\u0159i varianty a v\u00edm, \u017ee jedna vyjde, t\u0159i ne. Kdy\u017e tomu jdete naproti, tak to zvl\u00e1d\u00e1te v\u010das. Nikdy jsem nebyla v situaci jako Jan M\u00fchlfeit, \u017ee bych nemohla r\u00e1no vst\u00e1t. Ale ka\u017ed\u00fd z n\u00e1s si pro\u017eil situace, kdy je v\u00e1m s prominut\u00edm \u00fapln\u011b na nic. V\u00edte, \u017ee jste ud\u011blal fat\u00e1ln\u00ed chybu. Ale \u017e\u00e1dn\u00fdch takov\u00fdch chyb nelituji, proto\u017ee m\u011b lidsky posunuly d\u00e1l. Ne v\u017edy byznysov\u011b, ale lidsky. J\u00e1 chci po\u0159\u00e1d d\u011blat byznys s lidmi, kter\u00fdch si v\u00e1\u017e\u00edm a kter\u00fdm v\u011b\u0159\u00edm. To mi technologie ned\u00e1. <\/p>\n\n\n\n

Chci s v\u00e1mi probrat je\u0161t\u011b jednu v\u011bc, kter\u00e9 se vlastn\u011b celou dobu tematicky dot\u00fdk\u00e1me: udr\u017eitelnost. Na\u0161e komora<\/a> m\u00e1 letos TopT\u00e9ma #PartnersForSustainability, proto\u017ee jsme p\u0159esv\u011bd\u010deni, \u017ee firmy u\u017e se t\u00edm mus\u00ed zab\u00fdvat. Co znamen\u00e1 udr\u017eitelnost pro v\u00e1s?<\/strong><\/p>\n\n\n\n

<\/em> \u201e<\/em>Sustainability je o tom, \u017ee nemysl\u00edte jenom na sebe.\u201d<\/em> <\/p>\n\n\n\n

\u017de je to priorita \u010d\u00edslo 1, si uv\u011bdomuji, kdy\u017e se d\u00edv\u00e1m na mladou generaci. Tu zaj\u00edm\u00e1, jak\u00fdm zp\u016fsobem sv\u011bt funguje, mnohem v\u00edc ne\u017e n\u00e1s. Deloitte existuje p\u0159esn\u011b 175 let. A j\u00e1 chci, aby existoval minim\u00e1ln\u011b dal\u0161\u00edch 175 let. A to sam\u00e9 se t\u00fdk\u00e1 v\u0161eho ostatn\u00edho. Mus\u00edm se p\u0159ece chovat tak, abych budouc\u00ed generaci p\u0159ed\u00e1vala sv\u011bt v je\u0161t\u011b lep\u0161\u00edm stavu, ne\u017e je dnes. To je pro m\u011b sustainability. Sustainability je i to, \u017ee p\u0159em\u00fd\u0161l\u00edte o vzd\u011bl\u00e1v\u00e1n\u00ed. A j\u00e1 chci za subdodavatele firmy, kter\u00e9 se zab\u00fdvaj\u00ed sustainabilitou. Nejen \u017ee to maj\u00ed v reportingu, ale \u017ee o tom p\u0159em\u00fd\u0161l\u00ed, \u017ee je to pro n\u011b strategick\u00e1 priorita. Ned\u00e1 se zm\u011bnit v\u0161echno nar\u00e1z, ale chci si b\u00fdt jist\u00e1, \u017ee spolupracuji s firmami, kter\u00e9 o tom p\u0159em\u00fd\u0161l\u00ed do budoucna. <\/p>\n\n\n\n

Firmy, jejich\u017e l\u00edd\u0159i se t\u00edmto t\u00e9matem dnes nezab\u00fdvaj\u00ed, tady za p\u00e1r let nebudou. U\u017e jenom proto, \u017ee lidi pro n\u011b nebudou cht\u00edt pracovat. Sustainability je o tom, \u017ee nemysl\u00edte jenom na sebe. Je to strategie budoucnosti. <\/p>\n\n\n\n

D\u00e1 se v byznysu skloubit ekonomick\u00fd r\u016fst a sustainability?<\/strong><\/p>\n\n\n\n

Mysl\u00edm, \u017ee d\u00e1. R\u016fst nem\u00e1 b\u00fdt kr\u00e1tkodob\u00fd. R\u016fst m\u00e1 b\u00fdt dlouhodob\u00fd. M\u00e1 b\u00fdt sustainable. <\/p>\n\n\n\n

Tak\u017ee rad\u011bji pomaleji?<\/strong><\/p>\n\n\n\n

Rad\u011bji pomaleji, ale stabiln\u011b.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Rozhovor: Christian R\u00fchmkorf
Foto: Tom\u00e1\u0161 \u017delezn\u00fd <\/p>\n","protected":false},"excerpt":{"rendered":"

Celou svou profesn\u00ed kari\u00e9ru, u\u017e 23 let, tr\u00e1v\u00ed v jedin\u00e9 firm\u011b. Ale ani stopy po rutin\u011b \u010di suverenit\u011b. Kdy\u017e s Dianou R\u00e1dl Rogerovou hovo\u0159\u00edte hodinu, m\u00e1te p\u0159ed sebou vysoce motivovanou, maxim\u00e1ln\u011b soust\u0159ed\u011bnou \u017eenu, kter\u00e1 m\u00e1 v hled\u00e1\u010dku v\u0161echny d\u016fle\u017eit\u00e9 trendy. A mo\u017en\u00e1 pr\u00e1v\u011b proto j\u00ed d\u011bl\u00e1 vysok\u00e9 tempo v byznysu v\u00e1\u017en\u00e9 starosti. <\/p>\n","protected":false},"author":1,"featured_media":5143,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"om_disable_all_campaigns":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"_uf_show_specific_survey":0,"_uf_disable_surveys":false,"footnotes":""},"categories":[8,273],"tags":[129,156,244],"class_list":["post-5151","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-interviewrozhovor","category-plus-01-2020","tag-unternehmensleitung","tag-unternehmenskultur","tag-agile-management"],"translation":{"provider":"WPGlobus","version":"3.0.0","language":"cz","enabled_languages":["de","cz"],"languages":{"de":{"title":true,"content":true,"excerpt":true},"cz":{"title":true,"content":true,"excerpt":true}}},"yoast_head":"\nInterview mit der Deloitte-Chefin Diana R\u00e1dl Rogerov\u00e1 - Magazin Plus<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/emagazin.plus\/deloitte-diana-radl-rogerova\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Rozhovor s Dianou R\u00e1dl Rogerovou, \u0161\u00e9fkou Deloitte - Plus\" \/>\n<meta property=\"og:url\" content=\"https:\/\/emagazin.plus\/deloitte-diana-radl-rogerova\/\" \/>\n<meta property=\"og:site_name\" content=\"Plus\" \/>\n<meta property=\"article:published_time\" content=\"2020-03-20T10:53:19+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2020-03-21T13:59:58+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/emagazin.plus\/wp-content\/uploads\/2020\/03\/Radl_Roger_Titelfoto_800x500px.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"803\" \/>\n\t<meta property=\"og:image:height\" content=\"495\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Plus\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Plus\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"24 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\/\/emagazin.plus\/deloitte-diana-radl-rogerova\/#article\",\"isPartOf\":{\"@id\":\"https:\/\/emagazin.plus\/deloitte-diana-radl-rogerova\/\"},\"author\":{\"name\":\"Plus\",\"@id\":\"https:\/\/emagazin.plus\/#\/schema\/person\/37cd14efd2ba64045e168f219e9bd960\"},\"headline\":\"Rozhovor s Dianou R\u00e1dl Rogerovou, \u0161\u00e9fkou Deloitte\",\"datePublished\":\"2020-03-20T10:53:19+00:00\",\"dateModified\":\"2020-03-21T13:59:58+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\/\/emagazin.plus\/deloitte-diana-radl-rogerova\/\"},\"wordCount\":4910,\"commentCount\":0,\"publisher\":{\"@id\":\"https:\/\/emagazin.plus\/#organization\"},\"image\":{\"@id\":\"https:\/\/emagazin.plus\/deloitte-diana-radl-rogerova\/#primaryimage\"},\"thumbnailUrl\":\"https:\/\/emagazin.plus\/wp-content\/uploads\/2020\/03\/Radl_Roger_Titelfoto_800x500px.jpg\",\"keywords\":[\"Unternehmensleitung\",\"Unternehmenskultur\",\"Agile Management\"],\"articleSection\":[\"Rozhovor\",\"Tempo - 01\/2020\"],\"inLanguage\":\"cz\",\"potentialAction\":[{\"@type\":\"CommentAction\",\"name\":\"Comment\",\"target\":[\"https:\/\/emagazin.plus\/deloitte-diana-radl-rogerova\/#respond\"]}]},{\"@type\":\"WebPage\",\"@id\":\"https:\/\/emagazin.plus\/deloitte-diana-radl-rogerova\/\",\"url\":\"https:\/\/emagazin.plus\/deloitte-diana-radl-rogerova\/\",\"name\":\"Interview mit der Deloitte-Chefin Diana R\u00e1dl Rogerov\u00e1 - Magazin Plus\",\"isPartOf\":{\"@id\":\"https:\/\/emagazin.plus\/#website\"},\"primaryImageOfPage\":{\"@id\":\"https:\/\/emagazin.plus\/deloitte-diana-radl-rogerova\/#primaryimage\"},\"image\":{\"@id\":\"https:\/\/emagazin.plus\/deloitte-diana-radl-rogerova\/#primaryimage\"},\"thumbnailUrl\":\"https:\/\/emagazin.plus\/wp-content\/uploads\/2020\/03\/Radl_Roger_Titelfoto_800x500px.jpg\",\"datePublished\":\"2020-03-20T10:53:19+00:00\",\"dateModified\":\"2020-03-21T13:59:58+00:00\",\"description\":\"Diana R\u00e1dl Rogerov\u00e1 arbeitet seit 23 Jahren bei Deloitte. 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