Interview with László Bodrogközi and Máté Mórocz:
Conflicting Visions
Executives in leadership positions at large corporations—many of whom have gained experience in multinational environments—approach supplier-related issues differently than hands-on decision-makers leading smaller companies. In a multinational firm, a project delay may not pose a serious problem, as business continues to operate, whereas for a supplier, the same delay can be critical. „If a decision isn’t made on time, it can mean losing a portion of the supplier’s entire annual profit," explains Máté Mórocz, Head of Communications at Neuron Software.
The expert believes that the root of the problem often lies in a lack of honest dialogue. "It’s like a relationship: if we talk past each other and fail to say what needs to be said, it usually ends in a messy breakup," he adds.
It’s Not About Blame
While partners’ visions may diverge over time, it is crucial that these differences are discussed openly. This ensures that any separation or change in direction is handled thoughtfully and fairly. A good example is the development of a banking system, where the partner proactively communicated their differing future plans, allowing the process to proceed smoothly.
The opposite scenario is also common: in long-term projects where the client’s needs change but there is insufficient communication or contract adjustment, conflicts can easily arise, potentially leading to the breakdown of the relationship.
According to László Bodrogközi, CEO of Neuron Software, the key is not to focus on who made a mistake, but whether mutual openness and honest communication exists. These qualities make it possible to manage goals that point in different directions in a timely manner.
Parting with Dignity
The relationship between a client and a supplier is, in many ways, similar to a marriage. Just as in personal life, it is crucial in business to recognize early when a relationship is in crisis and to initiate a dialogue—sometimes with external support, explains Máté Mórocz. This way, if separation becomes inevitable, expert guidance can make the transition much smoother. The Software Takeover methodology is designed precisely for this: to ensure that, whatever direction the relationship takes, the interests of the “successors”—in business terms, the operations—are protected.
To achieve this, we developed the Software Takeover (STO) methodology, which helps parties clearly understand each other’s goals and jointly shape their future strategies. Thanks to this approach, uncertainty in partnerships can be reduced, and for clients, the future becomes more predictable and manageable—helping to avoid vendor lock-in from the outset.
Transparency as a Fundamental Requirement
A lack of honest communication is not only a problem at the strategic level but can also create significant obstacles to effective day-to-day collaboration. Many decision-makers assume that their vision is clear to their partners, while suppliers often feel that the company’s direction or objectives are not transparent.
This is why it is essential to communicate goals and visions regularly and openly. Doing so not only builds trust but can also provide a long-term competitive advantage. "If the right level of openness is achieved, it not only improves collaboration with suppliers but also positively impacts the efficiency of the entire business process," concludes László Bodrogközi.
