Myself | Intro
FERDINAND A KOVACIC MA MBA
EDUCATION | ACCREDITION. MA Economics | University of Graz. MBA Finance | New York University | STERN School of Business | Fulbright Scholar. Accredited Export Consultant
ACADEMIA. Assistant Professor | Institute of Economics | University of Graz. Economics | Economic Policy. History of Economic Theory | JM Keynes
PHARMA | ANIMAL HEALTH. Pharmaceuticals | Agriculture | Eli Lilly and Elanco | Research and Manufacturing. Multi-National Corporation | Emerging and Developing Markets | Central and Eastern Europe | North Africa | Near and Middle East. Finance | Operations | Leadership | Multiple Functional Roles | Project Management | Business Development | Post-Merger Integrations
YOUTH WORK. Association of Boy Scouts and Girl Guides Austria | Scout Leader | Skills for Life Program. Mentoring | Erzdioezese Wien | Hands-On | Young jobseekers
EUROPE-AFRICA. Project KIBO Grain Solutions Tanzania | Integrated Supply Chain | Aggregation + Mill + Bakery. Worktank Europe-Africa | Co-Founder | Association Board Member
PERSONAL. Photography. Music | Design | Arts. Philosophy | Social Sciences | Environs. Outdoors.
»A human being should be able to change a diaper, plan an invasion, butcher a hog, conn a ship, design a building, write a sonnet, balance accounts, build a wall, set a bone, comfort the dying, take orders, give orders, cooperate, act alone, solve equations, analyze a new problem, pitch manure, program a computer, cook a tasty meal, fight efficiently, die gallantly. Specialization is for insects.« Robert A Heinlein
KOVACIC CONSULTING e.U. | International Business Management
Kovacic Consulting is an independent service boutique for international business management, providing a unique mix of business research, strategic project + initiative management, and organisational development. Geographic focus: Emerging Markets | Africa. Specialty: 4P Public Private Producer Partnerships.
Specifically I help to deliver lasting results from strategic business projects and initiatives while at the same time to develop people and organisational capabilities for the long run. Delivery deploys a purposefully holistic design approach, yet is very pragmatic in execution. Development builds on modular skills concepts and strategic learning pathways. And, concurrently, integration interfuses project work and proactive capability-building. To this end, I pay special attention to the challenges of boundary spanning through the purposeful orchestration of resources across silos and the appropriate design and management of ecosystems.
Delivery | Development: an Integrative Approach
Co-Development | Co-evolution: a Partnering Approach
My services blend business research, strategy and exploration, project management, corporate finance and organisational development. My own distinct and comprehensive Business and Management System provides orientation for the tasks at hand: please look at the example concepts and frameworks on my website. And browse through the illustrative modular skills portfolio and its related 7-D Development Process in the section Academy. You get: fast value through flexibility and modularity.
My client engagements are equally flexible and tailored to needs: they range from classic consultancy to customised workshops, longer-term initiative support and interims management. For strategic ventures, a co-founding approach is also welcomed.
The overall approach is based on three short reflections (1-3) and one key principle (4):
Delivering results requires effectively bridging the full 360° cycle from initial diagnosis to final delivery. Much good intent and strategic innovation work fails in the execution phase. Reasonable investments into pro-active boundary spanning and the thoughtful orchestration and alignment of resources across silos are critical.
Total effectiveness arises not from optimising single parts, but equally from improving relationships amongst them. A careful scaling and matching of projects and initiatives, together with proper pacing and timing, helps to avoid negative feedback loops. Quite often, less is actually more.
The successfull delivery of short-term project or initiative results is a necessary, however not a sufficient condition. In order to become ingrained, they require the parallel development of permanent and long-term organisational and ecosystem skills and capabilities. This is best done project-based and within the framework of a strategic, modular curriculum (see Academy).
In the light of our immense long-term sustainability and, increasingly, safety issues, we need to deliberately engage in mutually workable solutions. With this purpose in mind, the very concept of mutuality aims to resolve polarity through sensible reciprocity in order to achieve at least a minimum of unity.
Professional Background and Experiences
Economics | Teaching | Research
Emerging | Developing Markets
Integrated Supply Chain Management
Acquisition | Post-Merger Integration
Pharma | Animal Health
Strategizing | Strategy Implementation
Risk | Credit Management
Legal Entities | Establishment | Dissolutions
Ethics & Compliance | Internal Controls
T&D | Leadership
Operations | Operational Excellence
Business Planning | Reporting
Commercial Services | Export Business
IT Systems Development
Lean Project | Program Management
»Effective executive leadership comprises three equal components: producing desired results, ensuring long-term sustainability, and enhancing the well-being of the workforce.« Pete Hammett
Project KOVALENTICS ®
I have branded my integrated business and organisation management system, concepts and frameworks, as »Kovalentics ®«. The word »covalent« (it is written kovalent in German) refers to a chemical, molecular bond between a pair of atoms in which both atoms contribute to a stable electronic configuration. Unity in the face of polarity, achieved through reciprocity, so to speak. Unquestionably, the spelling of my family name played a certain role too…
Everything is a remix. I am collecting, varying/transforming and combining a multitude of inputs from a variety of sources when developing comprehensive approaches, concepts and (arts/design-based) interpretions in the form of cartographies and other (visual) overviews. When doing so, I do, as all of us, stand on the shoulders of others and build upon their work.
Homage. I do study my sources very carefully. Much of the inspirations come in the form of collectivised knowledge, whereby identification of the originator(s) is no longer feasible without undue efforts. Wherever the sources are known, however, and the originator(s) can be identified with reasonable effort, homage is paid to them and their contributions.
References. Credit is given by citing references to key sources, inputs, authors, articles, books, websites and other materials on each respective drawing, graphic or written contribution. No “all rights reserved” inputs are used at the best of my knowledge. Inputs with “some rights reserved” licenses remain off course unaffected by the stricter license of the (new) mix. References must not be removed.
Kovalentics ® is a registered trademark. All materials are published under this trademark. It is part of the attribution and must not be removed from the materials.
Creative Commons. The content of this site is made available under a Creative Commons [CC] license with porting 4.0 (intl) and 3.0 (AT, DE, CH). Materials can be copied, distributed or translated under the conditions of Attribution [BY], NonCommercial [NC] and NoDerivatives [ND].
- [BY] Attribution. Information cited from this web site must be referred to as Ferdinand A Kovacic | Kovalentics ® | https://kovalentics.at.
- [NC] NonCommercial. By default, NONE of the materials or concepts from this website can be used for commercial purposes without my explicit consent. Education: The content of this site can be freely used for personal development or educational purposes such as presentations or workshops when free of charge. Educational institutions charging for course-work in any form, however, need to request use. Publishing: Permission to use any graphic material herein in any form of publication, such as an article, a book, or a conference presentation, on any media must be requested prior to use. Commercial entities: Commercial companies in general, and individual consultants or consultancy firms wishing to use materials also need to contact me. Fees depend on the intended scope of use and are generally reasonable. Not-For-Profits: A wholescale copy, adoption and organisation-wide roll-out of the business and management system presented here (see especially the section Academy) is considered commercial-type use. Authorisation can be granted but only upon request and respective coordination.
- [SA] ShareAlike. The majority of contributions allows for the adaptation of work for your own purposes. In the case of redistribution (copy, publish, display, communicate), however, you have to attribute this original work here and use the same CC license. See the license included in the individual contribution.
- [ND] NoDerivatives. The integrity of some of the pictures, drawings or maps shall remain unchanged. See the license included in the individual contribution.
Copy, vary, combine …
I have borrowed the expression »everything is a remix« (in the Credits tab) from Kirby Ferguson‘s clever and entertaining website Everthing is a Remix https://www.everythingisaremix.info/. And as to the topic of honest copy, see the helpful little book Steal link an Artist (DE: Alles nur geklaut) by Austin Kleon https://austinkleon.com
»Sorgt doch, dass ihr, die Welt verlassend, nicht nur gut wart, sondern verlasst eine gute Welt.« »When you leave this word, make sure you have not only acted for good, but leave behind a good world.« Bertolt Brecht