Our colleague Máté Mórocz shared his thoughts with the ICT Global Magazine's editor-in-chief.
Conflicting Visions of the Future
Executives in leadership positions at large corporations—who often have experience in multinational environments—approach supplier-related issues from different perspectives than practical-minded decision-makers leading smaller companies. In a multinational corporation, a project delay may not cause a serious problem, as the business continues, whereas the same delay from a supplier’s standpoint could be critical. “If a decision isn’t made on time, it could mean losing a portion of the supplier’s annual profit,” says Máté Mórocz, communications director at Neuron Software.
The expert believes the root of the problem is usually a lack of honest dialogue. “It’s like a relationship: if we talk past each other and don’t say what needs to be said, the result is a messy breakup,” he adds.
It’s Not About Blame
Although partners’ visions may drift apart over time, it’s important that this is discussed openly—this ensures that any separation or change in direction happens thoughtfully and fairly. A good example is the development of a banking system, where the partner indicated in advance that they had different future plans, allowing the process to proceed smoothly. Conversely, the opposite is common: in a long-term project, if the client’s needs change but there is no proper communication or contract adjustment, it can easily lead to conflict and, ultimately, the breakdown of the relationship.
László Bodrogközi, CEO of Neuron Software, emphasizes that the most important thing is not who made a mistake, but whether there is mutual openness and honest communication. These elements allow divergent goals to be addressed in time.
Parting Ways with Dignity
The relationship between a client and a supplier resembles a marriage in many ways. Just as in personal life, in business it is crucial to recognize when a relationship is in crisis and initiate dialogue—sometimes with external support, says Máté Mórocz. This way, if a “divorce” becomes unavoidable, expert guidance can make the transition much smoother. The Software Takeover methodology is designed precisely for this: to ensure that, regardless of the direction the relationship takes, the interests of the “successors”—in business terms, operations—are not harmed.
To this end, we developed the Software Takeover (STO) methodology, which helps parties clearly understand each other’s objectives and jointly shape their future strategies. Thanks to our methodology, uncertainty in partnerships can be reduced, and clients gain a more predictable and manageable future—effectively avoiding vendor lock-in.
Transparency as a fundamental mindest
A lack of honest communication is not only a strategic issue but can also create serious obstacles to daily operations and effective collaboration. Many decision-makers assume their vision is clear to their partners, while suppliers often feel they do not fully understand the company’s direction or goals.
That’s why it’s essential to communicate goals and visions regularly and transparently. This not only builds trust but can also provide a long-term business advantage. “If the right level of openness is established, it improves cooperation with suppliers and positively impacts the efficiency of the entire business process,” concludes László Bodrogközi.
