EUROPE primarily in countries such as Turkey , Iran , Jordan , Tanzania and South Africa . This is further evident following acquisitions in Sudan , Egypt and Ethiopia , and the establishment of “ Leaf ” subsidiaries , including Malawi Leaf , Zambia Leaf and Tanzania Leaf .
Through these initiatives , Donmez has recognised the importance of establishing a talented IT team in order to deploy JTI global technologies and processes .
“ We have to start with the change of mind-set as well as understand the core technology and capabilities in the local company ,” he says .
“ As we acquire these companies and establish our foothold , JTI works with the people on the ground to develop their capabilities and bring them to the required level to deliver to JTI ’ s global standards .”
When JTI acquires a new company , it brings with it high level team leaders , operational leaders and international employees that have worked with the company globally to “ spread the JTI culture ”.
From an IT perspective , this brings with it its own unique challenges .
“ Though my role is delivering technology for the business , I always consider people as the most crucial component , arguably as crucial as technology in general ”
– Ozkan Donmez , Regional IT Director
“ IT in most local companies is often an afterthought , where there is no real one or two people responsible for the IT function ,” says Donmez .
“ What we do is we set up an IT technical project team in the first instance and running parallel alongside that is our HR team , where we work around the clock to find the best talent from the region .”
In this regard , the competency is one part , but for Donmez it ’ s of equal importance that the people JTI recruits and brings into the company have the right attitude – an attitude that is shared across JTI ’ s entire global footprint .
This is where Donmez is hugely confident on JTI ’ s synergy , communication , sharing successes
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