Pahlavani emphasized that identifying and analyzing the market and
competitors is crucial for achieving success, urging managers to closely
monitor market trends and customer needs.
During the session, which was attended by senior managers and
assistants from TAPPICO’s subsidiaries, Pehlavani called on CEOs to focus on
key issues, encouraging them to prioritize the 20% of problems that contribute
to 80% of challenges in production, sales, and operations. He stressed that
identifying "leverage points" within the company—areas where solving
specific issues can have the greatest impact on performance—is key.
Pahlavani categorized managers into three groups based on how they
address problems:
Weak managers who wait for
solutions from outside the company.
Average managers who
understand issues but delay taking action.
Excellent managers who
identify, analyze, and solve problems quickly.
He added that one of the major challenges for companies is knowing
their problems but failing to address them. Pahlavani expects CEOs to avoid
letting issues pile up in their companies and to resolve them without delay.
Furthermore, he emphasized that no issue in TAPPICO's subsidiaries
should remain unsolved, no solution should remain without action, and no action
should be without results.
He also discussed the importance of strategy and differentiation from
competitors, stating that a strategy must involve clear, distinct actions that
create competitive advantages. Without differentiation, he noted, a strategy is
just an ordinary operational plan.
Pahlavani pointed out that liquidity is the lifeblood of companies,
and poor management of it could lead to crises. He stressed that managers must
closely monitor receivables and payables.
On staffing, Pahlavani reiterated that hiring qualified and competent
employees is essential for success and noted that the quality of appointments
reflects the competence of management. He warned that organizations cannot
succeed without effective decision-making, calling decision-making one of the
most crucial skills for CEOs. He urged managers to avoid prolonged indecision
and instead focus on making quick, effective decisions.
Regarding synergy, Pahlavani emphasized that subsidiaries should work
together rather than operate as independent entities, but cautioned against
“bad synergy,” where the weaknesses or poor services of one company harm
others.
Finally, Pahlavani addressed corporate social responsibility (CSR),
urging CEOs to adhere to TAPPICO’s CSR policies and ensure their actions align
with the development needs of the regions they operate in. He also warned
against the misuse of CSR initiatives for political gains, stating that such
practices would not be tolerated within the TAPPICO group.
The meeting lasted nearly three hours and included reports from the
CEOs of several subsidiaries, including petrochemical companies and industrial
groups, discussing production, sales, and key challenges ahead.