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Written by: Elitsa Kostova & Karina Karagaeva

We live in a time where nothing appears to be more accessible, more widely discussed and yet as misunderstood as success. Organizational success has been redefined by so many factors it is not clear whether there is a definition that everyone agree upon. The start-up culture and entrepreneurship are taking organizational excellence to new dimensions. Many researchers state that most startups have a life span of no more than 5 years and only a small percentage of them turns into successfully run companies. Many agree – especially if they have been part of a startup themselves – that the team is a crucial factor for any company’s success.

Jobs are disappearing as fast as new companies are rising, forging innovations into a new reality. We never wake up to the same business reality as the one present when we went to bed. Some individuals like Zuckerberg and Musk succeed and become iconic, but are they what we think they are? Are the rules they played by still applicable today? The dark shadow of terror and poor political choices will inevitably affect some businesses. Others will pretend they are in a safe bubble. Security has never been more attainable, more of an illusion.


The business world today and tomorrow
The business world we leave today won’t be the same as the one we greet tomorrow


What is the psychology of success in these turbulent times? We will go even further – quite soon we will redefine success by much more humanistic approaches, just after we witness the failure of profit-at-all-cost capitalistic model.
Redefined by what?
By a new mindset and culture that everyone shape as you read this.

For instance, let’s examine innovation – where does it come from? Such a simple question with just as simple of an answer – it comes from the human mind; it is a skill, along with creativity. How comes some companies are innovative, and others are not? Is it that the first hire creative people unlike the others? Clearly not. The obvious answer is organizational culture, but culture is not the ultimate answer, as it simply leads to one more question –  where does culture come from? The real question here is to what extent can we engineer organisational culture in such way so that it breeds creativity, innovation and adaptability.


Innovation from the most unexpected of ideas
Innovation can spring from the most unexpected of ideas


The simplest definition of culture is “how things are done around here”. Simple and yet complex. Changing it has everything to do with the human factor. One cannot plant a seed of new culture in the wrong soil. It’s like planting oranges in Finland. The soil in this case being the mindset. Voccess corporate is one of the few companies that works on the inner attitude of employees so that it can establish a culture of innovation and adaptability. Mindset shift is a gradual process and is something that we implement through our training and unique follow – through up system and constant engagement of everyone in the training. The “magic” happens after decades of research, studies that take place mostly in international institutions, endless trials and improvements until the result is ready. It must be experienced, seen and hear, yet what we explore and observe being transformed is thе following:

   – Unconscious and unproductive behavior patterns
   – Limiting belief
   – Unproductive team practices 

We teach, instill and inspire:

– Creative and lateral thinking
– Productivity and productivity mindset
– Synergy and team approach to goal achievement
– Growth mindset
– Effective communication practices

In all we do we have in mind the one factor that can change it all – the Human Factor. Behavior and its patterns determine the productivity and thus the results in many ways – sometimes in very subtle and somehow invisible ways. This is true both on individual and team level, management and whole organization level. Engineering a change at organizational level or one on team behavior is challenging and highly rewarding task. And you will hear people that are so excited after the change has happened.


The team always comes first
In Escreo the team always comes first


While many underestimate the emotional climate in organizations, it is what ultimately drives great deal of the behavior and thus results. It is subtle and challenging to grasp, yet there are scientific ways to improve the climate in every organization even when we diagnose its work as very good to excellent.

In short, we can purposely engineer the human factor to breed success and greatness. If you are still wondering what the key factor for success is, look around yourself. It’s the people, the most valuable asset in your organization!


We never underestimate the importance of healthy emotional climate in the team. And we believe that if you’re not willing to play a game with your colleagues from a time to time… Well, then you probably would find it hard to work with them.