Transition from owner to manager
What sets Halcom apart from all other family businesses is the fact that its CEO is a professional manager rather than its owner. “Although I'm sure that Halcom continues to be a family business, which I established and have been building and living with for more than 20 years, it is also my belief that it is not essential for a family business to have its operational management handed down from generation to generation. It took quite a bit of soul searching to do what I felt was best for the long-term development of the company and to choose only the best candidates for managerial positions,” explains Matjaž of his decision to appoint a colleague from outside the family as the company's CEO, adding: “The decision required four years of intense preparations for my retirement. We also sought the advice of Dr. Adizes, world-renowned corporate management consultant, who advised us on building a company structure which would be no longer totally dependent on its founder.”
Expertise and experience
Quality, experience and the enthusiasm of its employees are key factors for the successful development of a company. So, it is no surprise that Halcom's employee structure is composed, on the one hand, of more senior employees who bring their experience and wisdom, and, and on the other, a younger generation full of energy and know-how. “This intergenerational cooperation is very important for the company's success. Key positions must be filled by good workers, who are also role models for others. Currently, 43% of our staff came to us as first-time job seekers. We employ a total of 165 staff, whose average age is 36. There are also a number of students employed in Halcom; through our cooperation with universities we offer internships to students, who prove to be the most talented when working on research projects.”
“When a company's development is based on tradition, it means that long-term objectives, long-term quality improvement, natural growth, respect for wisdom and experience and above all building on past achievements, take precedence over short-term goals and profits,” explains Matjaž.
Our colleagues are an important link in the business chain
Common values provide the core foundation for our thought processes, actions and the conduct of the company and its personnel. “Halcom's values are based, not only on our exceptional inheritance of the past, but also on our outlook for the future contributed to by many of our employees. The foundation of every good company is mutual respect and trust. This can only be achieved through responsibility, creativity, flexibility, fairness, openness and enthusiasm for work, as these are prerequisites for a sound corporate climate. We reinforce the values already held by Halcom, whilst enthusiastically welcoming other values that will enhance the company in the future,” agree Matjaž and Marko. “You live with the company 24 hours a day. If your colleagues share your vision and outlook for future development, corporate governance is that much easier. There are only a handful of good managers in Slovenia, and we are very lucky to have Marko, who spent 16 years abroad,” readily points out Matjaž, adding: “knowledge, the ability to adapt rapidly to business changes, internal energy, and enthusiasm for working with other people are very important in the IT sector. It is this enthusiasm and energy that were decisive for us in choosing Marko, as he embodies all of those attributes.”
Marko, who gained most of his knowledge and experience abroad, was proud to accept the appointment, although he was well aware of his responsibility to the company. “It was important for me to work in a business that has identity, solid foundations, an excellent market position and great potential for growth,” proudly points out Marko.
Tradition and development
Tradition plays an important role in the development of a business.
“When a company's development is based on tradition, it means that long-term objectives, long-term quality improvement, natural growth, respect for wisdom and experience and above all building on past achievements, take precedence over short-term goals and profits,” explains Matjaž. Both Matjaž and Marko share the same views of the pros and cons of a family business. “One of the strengths of a family business is that as the owner, you decide everything, because there is no-one in a more senior position whom you need to ask for permission. Yet we must never forget that our clients are our harshest judges. In addition, you can support local community projects that are close to your heart. One such project is Imago Slovenija, which has been sponsored by Halcom for a number of years. In addition, our concern for the environment is shown by the company providing financial support to projects that are striving to develop environmentally-friendly technology,” explains Matjaž.
Future goals and orientation
To date, Halcom has sold its business solutions to more than 70 banks, four central banks and several clearing houses. Halcom's e-banking solutions are used by over 150,000 business users and in 2013 the company generated just over 11 million euros in revenue. “In the past, Halcom successfully laid down solid foundations. Our aim is to continue our success story involving e-banking and payment systems. In the fields where we have made history and where we have vast experience and references, we are striving to find innovative and suitable solutions for issues encountered by users, which are currently unavailable,” says Marko of the future, adding: “Another goal is for our company to grow in terms of geographic orientation through our integration with foreign entities, allowing our existing customers to continue to grow along with our company.”
Matjaž's outlook for the future is similar: “Undoubtedly, financial results do play an important role; however, Halcom is renowned for its ability to integrate clients, forge new ideas and create new, innovative activities. We are not only a software developer and provider, we also provide services. We are driven by our determination to remain a business that does not simply follow the ideas of others; on the contrary, we aim to be an industry leader whose innovations and initiatives continue to be followed by others, as they have in the past,” enthuses Matjaž.
The right people in the right positions
“One of our objectives is to ensure the sustainable development of our finances as the basis for future growth and development. It is extremely important to find the right people for the right positions, cultivate a good working climate that rewards and promotes employees whilst giving them the right incentives to find new creative solutions,” says Marko, illustrating his view of the importance of human resources. “For this reason Halcom is investing time, money and energy to ensure its employees' job-satisfaction, as this has ensured our previous success and will do so in the future,” Matjaž confidently assures us. The future strongly depends on innovation, which is the area where Halcom invests heavily. “Among other measures we have taken is setting up the Halcom studio, which studies new, innovative ideas forged internally and externally, develops prototypes and checks their feasible use by potential users. We develop our own products and know-how and our core determination is to be a step ahead of everyone else.”
Summary
Halcom in six words: “Quality based on innovation and tradition”.
