Interview
Onur Dostel: “When you focus on people, changing places is just a part of the journey”
Onur Dostel’s life seems to have changed a lot recently. He has moved from +45 in MENA to -30 in Russia, from golden deserts to white snow. But if we look closely, things are not so different. The essence of his work stays the same, as well as the values. He even keeps his routine and manages to drink his lemon water and eat his favorite walnuts every morning. In his first interview, the new director is talking about his career path, plans for the future, and the leadership approach.
Please tell us about yourself and your career path. How did you get to work in BEKO?
I was born in 1982 in Manisa, Turkey. I completed my high school education in a city on the western coast of Turkey, in Izmir. Afterward, I went to Ankara for university education, where I studied Mechanical Engineering at the Middle East Technical University.
After graduation, my path crossed with BEKO, and I started working as an R&D Engineer at the Eskişehir refrigerator plant. After two years of work at the factory for two years, I went on to complete my military service. I started working again in sales at the Arçelik headquarters in Istanbul, moving away from production.
Since then, my professional journey at BEKO in international markets with various adventures has continued. Meanwhile, I got married with an 11-year-old son named Kerem and a 7-year-old daughter named Zeynep.
What did you feel when you learned about the assignment?
Honestly, I didn't expect it and was surprised initially. I hadn't been to Russia before, but being part of the BEKO system, it's impossible not to know about such a large organization. After getting over the initial surprise, I felt excitement and pride at being given this opportunity. I hope to complete the task and take the organization a step forward.
You have previously worked in the MENA region. What do you think the current region and MENA have in common and what is different?
After my factory career, I spent about 16 years in the MENA region in Commercial roles, including 6.5 years living in Egypt with my family. If you were to ask about the biggest difference, my first answer would be the climate. There's a “tiny” difference between +45 degrees and -30 degrees!
Apart from the stark contrast between golden deserts and white snow, the essence of working life, or any work involving humans, is the same. Our work may seem to revolve around numbers, results, and the machines we produce, but in fact, it's based on communication with people. When you focus on people, the changing geographies and cultures are just a part of the journey.
What do you think about Russian people and their culture? What were your expectations and can you already see if they were correct?
As someone who has lived and worked in multicultural environments for years, I value the richness of cultural diversity, and my bitter/sweet experiences have taught me that prejudices can lead you astray over time. I came to Russia without the burden of prejudices.
I've been here for a very short time, and from what I've seen, Russians are disciplined and strive to fulfill their responsibilities meticulously, are warm and sincere in their relationships, helpful, and when they assist someone, they do it without hesitation and with great patience. They are straightforward people, and this clarity provides a great comfort zone.
You led a cultural transformation parallel to Arçelik’s new Culture Code throughout the MENA region. What was the main challenge in the project? What did you learn from it?
Peter Drucker says, "Culture eats strategy for breakfast," and when you look at it, it's very true. You can come up with the most correct and best strategy, but if that strategy is not aligned with your culture, or if you fail to create a common culture to implement that strategy, your efforts will be in vain, and the strategy won't come to life.
Every organization has its own culture. Think of culture as the cement that holds us all together in large multinational organizations like Arçelik, spread across the globe. The most challenging part of the project was initially explaining the importance of finding common ground within differences, or rather ensuring that everyone embraces this unity and our redefined cultural values. Cultural transformation is not easy, and we still have a long way to go, but in this regard, I believe we are far ahead compared to the beginning. As for what I've learned, I can say that I've enjoyed seeing unity born from differences, and seeing different thoughts find space to flourish.
I was born in 1982 in Manisa, Turkey. I completed my high school education in a city on the western coast of Turkey, in Izmir. Afterward, I went to Ankara for university education, where I studied Mechanical Engineering at the Middle East Technical University.
After graduation, my path crossed with BEKO, and I started working as an R&D Engineer at the Eskişehir refrigerator plant. After two years of work at the factory for two years, I went on to complete my military service. I started working again in sales at the Arçelik headquarters in Istanbul, moving away from production.
Since then, my professional journey at BEKO in international markets with various adventures has continued. Meanwhile, I got married with an 11-year-old son named Kerem and a 7-year-old daughter named Zeynep.
What did you feel when you learned about the assignment?
Honestly, I didn't expect it and was surprised initially. I hadn't been to Russia before, but being part of the BEKO system, it's impossible not to know about such a large organization. After getting over the initial surprise, I felt excitement and pride at being given this opportunity. I hope to complete the task and take the organization a step forward.
You have previously worked in the MENA region. What do you think the current region and MENA have in common and what is different?
After my factory career, I spent about 16 years in the MENA region in Commercial roles, including 6.5 years living in Egypt with my family. If you were to ask about the biggest difference, my first answer would be the climate. There's a “tiny” difference between +45 degrees and -30 degrees!
Apart from the stark contrast between golden deserts and white snow, the essence of working life, or any work involving humans, is the same. Our work may seem to revolve around numbers, results, and the machines we produce, but in fact, it's based on communication with people. When you focus on people, the changing geographies and cultures are just a part of the journey.
What do you think about Russian people and their culture? What were your expectations and can you already see if they were correct?
As someone who has lived and worked in multicultural environments for years, I value the richness of cultural diversity, and my bitter/sweet experiences have taught me that prejudices can lead you astray over time. I came to Russia without the burden of prejudices.
I've been here for a very short time, and from what I've seen, Russians are disciplined and strive to fulfill their responsibilities meticulously, are warm and sincere in their relationships, helpful, and when they assist someone, they do it without hesitation and with great patience. They are straightforward people, and this clarity provides a great comfort zone.
You led a cultural transformation parallel to Arçelik’s new Culture Code throughout the MENA region. What was the main challenge in the project? What did you learn from it?
Peter Drucker says, "Culture eats strategy for breakfast," and when you look at it, it's very true. You can come up with the most correct and best strategy, but if that strategy is not aligned with your culture, or if you fail to create a common culture to implement that strategy, your efforts will be in vain, and the strategy won't come to life.
Every organization has its own culture. Think of culture as the cement that holds us all together in large multinational organizations like Arçelik, spread across the globe. The most challenging part of the project was initially explaining the importance of finding common ground within differences, or rather ensuring that everyone embraces this unity and our redefined cultural values. Cultural transformation is not easy, and we still have a long way to go, but in this regard, I believe we are far ahead compared to the beginning. As for what I've learned, I can say that I've enjoyed seeing unity born from differences, and seeing different thoughts find space to flourish.
“
I believe that the results achieved through everyone's ideas, efforts and energy are priceless, and I get satisfaction from achieving goals and creating values together.
How difficult was it to manage four brands at the same time? What was your strategy? Are you going to apply it in Russia?
I must admit, managing four different brands simultaneously was not easy. But bringing the brands together under a common culture and purpose, shaping them all with common values, and forming their strategies within this framework will guide us.
The challenge posed by these differences will become our strength through the synergy we create among them, and I wholeheartedly believe in this. Each of the four brands has its strengths and areas for development, they will add value to each other's development areas and nourish their strong areas.
What do you expect from your team?
I want to foster a culture of initiative-taking, entrepreneurship, collaboration, and correlation among teams.
What do you consider your main projects in BEKO?
Firstly, I aim to create synergy among our brands under a common language of shared objectives. And it doesn't mean speaking the same language literally. My native language is Turkish, the majority here speak Russian, and we use English as a tool to communicate with each other. A common language is the convergence of all of us under the same objectives and values, sometimes being able to understand each other without even speaking. When we achieve this by focusing on people, reaching goals and strategies becomes an outcome that no one can obstruct.
Additionally, alongside the joy of achieving common goals, a pleasant working environment, and richness brought by diversity, I anticipate other bonuses that come with success. In terms of business plans, besides our ongoing successful endeavors, I see potential in areas such as D2C, online channels, our Grundig brand shops, and BI, and I aim to take action toward growth in these potential areas.
What are the achievements you’re most proud of?
Transforming a sales-focused department structure in the MENA region into a strategy-focused corporate structure over the past 16 years and achieving this profitably and successfully.
How do you like to motivate your team?
Like everyone else, I enjoy completing tasks successfully. But what truly motivates me is the satisfaction that comes from achieving and creating value together. I believe that the results achieved by everyone's ideas, efforts, and energies, are invaluable. I know this sense of belonging to an amazing team, and being happy to work in a peaceful environment are great motivations. If we also manage to accomplish something that was considered impossible, it'll be a stronger source of motivation.
I must admit, managing four different brands simultaneously was not easy. But bringing the brands together under a common culture and purpose, shaping them all with common values, and forming their strategies within this framework will guide us.
The challenge posed by these differences will become our strength through the synergy we create among them, and I wholeheartedly believe in this. Each of the four brands has its strengths and areas for development, they will add value to each other's development areas and nourish their strong areas.
What do you expect from your team?
I want to foster a culture of initiative-taking, entrepreneurship, collaboration, and correlation among teams.
What do you consider your main projects in BEKO?
Firstly, I aim to create synergy among our brands under a common language of shared objectives. And it doesn't mean speaking the same language literally. My native language is Turkish, the majority here speak Russian, and we use English as a tool to communicate with each other. A common language is the convergence of all of us under the same objectives and values, sometimes being able to understand each other without even speaking. When we achieve this by focusing on people, reaching goals and strategies becomes an outcome that no one can obstruct.
Additionally, alongside the joy of achieving common goals, a pleasant working environment, and richness brought by diversity, I anticipate other bonuses that come with success. In terms of business plans, besides our ongoing successful endeavors, I see potential in areas such as D2C, online channels, our Grundig brand shops, and BI, and I aim to take action toward growth in these potential areas.
What are the achievements you’re most proud of?
Transforming a sales-focused department structure in the MENA region into a strategy-focused corporate structure over the past 16 years and achieving this profitably and successfully.
How do you like to motivate your team?
Like everyone else, I enjoy completing tasks successfully. But what truly motivates me is the satisfaction that comes from achieving and creating value together. I believe that the results achieved by everyone's ideas, efforts, and energies, are invaluable. I know this sense of belonging to an amazing team, and being happy to work in a peaceful environment are great motivations. If we also manage to accomplish something that was considered impossible, it'll be a stronger source of motivation.
“
I aim to create synergy among our brands under a common language of shared objectives. And it doesn't mean speaking the same language literally. My native language is Turkish, the majority here speak Russian, and we use English as a tool to communicate with each other. A common language is the convergence of all of us under the same objectives and values, sometimes being able to understand each other without even speaking.
What personal qualities have helped you in your career?
My job has taken me to more than 20 countries to experience. Since I was 15 years old, I have changed cities, countries, continents, and even climates roughly every 5 years. Even my cat has changed countries 3 times. This situation develops a muscle in a person that leans towards adapting to new places and situations. I think you may have it too: the chair we all sit on for dinner at home, or the sofa we sit on to watch TV after dinner, are fixed. Because it's a comfort zone and provides a sense of security. However, being able to break out of this comfort zone and accept change, and sometimes even steer it, also brings a sense of freedom.
Changes in life or work can be major or minor. Something can happen at any moment when everything seems to be going as planned. For instance, your customer hits a dead end, and goals and strategies change. Or everything is going smoothly, but the attitude of the person you're dealing with changes, affecting the course of the relationship or work. Being able to accept this quickly and adjust your behavior and strategy to the changing conditions gives you a space of freedom.
Also being a clear person has helped me a lot in my personal and professional life. If I express something, I have used the word in its true meaning. There's no hidden agenda behind it. Sometimes it can be challenging for the other party, but in the long run, it forms the basis of trustworthy, solid relationships.
What are the secrets of being a successful leader?
First and foremost, genuinely value the person in front of you, irrespective of their role or position, as a human being. Putting people at the center. Listening to them sincerely and being there to understand, especially in difficult times. And doing this not as a duty but genuinely. The second is trust. I believe it's related to the first point. When your approach is people-centric, trust will naturally follow. However, it's also important to realize the difficulty of re-establishing trust if it's once broken.
My job has taken me to more than 20 countries to experience. Since I was 15 years old, I have changed cities, countries, continents, and even climates roughly every 5 years. Even my cat has changed countries 3 times. This situation develops a muscle in a person that leans towards adapting to new places and situations. I think you may have it too: the chair we all sit on for dinner at home, or the sofa we sit on to watch TV after dinner, are fixed. Because it's a comfort zone and provides a sense of security. However, being able to break out of this comfort zone and accept change, and sometimes even steer it, also brings a sense of freedom.
Changes in life or work can be major or minor. Something can happen at any moment when everything seems to be going as planned. For instance, your customer hits a dead end, and goals and strategies change. Or everything is going smoothly, but the attitude of the person you're dealing with changes, affecting the course of the relationship or work. Being able to accept this quickly and adjust your behavior and strategy to the changing conditions gives you a space of freedom.
Also being a clear person has helped me a lot in my personal and professional life. If I express something, I have used the word in its true meaning. There's no hidden agenda behind it. Sometimes it can be challenging for the other party, but in the long run, it forms the basis of trustworthy, solid relationships.
What are the secrets of being a successful leader?
First and foremost, genuinely value the person in front of you, irrespective of their role or position, as a human being. Putting people at the center. Listening to them sincerely and being there to understand, especially in difficult times. And doing this not as a duty but genuinely. The second is trust. I believe it's related to the first point. When your approach is people-centric, trust will naturally follow. However, it's also important to realize the difficulty of re-establishing trust if it's once broken.
What do you like to do in your spare time? Do you have any hobbies?
I enjoy spending time with my family and children. Being with them and observing their development brings me great joy. I also enjoy reading and researching.
I'm very aware that I need to start learning Russian in my spare time. I'll focus on that at the first opportunity. I want to start ice skating. I did it a bit during my university years, but it's been a long time. Besides, when I was in Istanbul, my daughter and I started piano lessons. It got interrupted during the moving rush. I want to continue that too. Also, Russia is filled with cultural richness, and I'm eagerly looking forward to exploring it.
Has your routine changed a lot since you moved to Russia?
Routine! It's completely changed. Jokes aside, I am someone who loves routine and order very much. Especially looking at the last 16 years of my life, which have been filled with constant travel to the MENA region. Even on two-day trips, I manage to maintain my routines or create new ones specific to the place. For example, I drink lemon water and eat walnuts every morning at breakfast. This hasn't changed for years. If I think I won't find walnuts where I'm going, I'll take them in my suitcase. I pay attention to meal times. I prefer not to eat late as eating late disturbs my stomach. If I have to eat late, I prefer very light foods. I adapt my routine to the environment without disturbing it. No matter how busy I am, I allocate a certain time of the day or week to spend time with my family. Moving to Russia didn't change my general routine, but it added new routines and differentiated some existing ones.
What are your personal and business plans for 2024?
My personal goal is to ensure the fastest possible adaptation of myself and my family to our new life and to reach the tools that will accelerate this adaptation as soon as possible.
My business plan is to first get to know and understand the team correctly and to quickly establish a bond of trust among us. Identifying our strengths and areas for development and creating action plans. Once we have established the right communication channels and strong relationships, the rest will naturally follow. Additionally, I would like to mention that among other important business plans is leading growth and taking our brands to where they deserve to be in Russia in terms of profit.
I enjoy spending time with my family and children. Being with them and observing their development brings me great joy. I also enjoy reading and researching.
I'm very aware that I need to start learning Russian in my spare time. I'll focus on that at the first opportunity. I want to start ice skating. I did it a bit during my university years, but it's been a long time. Besides, when I was in Istanbul, my daughter and I started piano lessons. It got interrupted during the moving rush. I want to continue that too. Also, Russia is filled with cultural richness, and I'm eagerly looking forward to exploring it.
Has your routine changed a lot since you moved to Russia?
Routine! It's completely changed. Jokes aside, I am someone who loves routine and order very much. Especially looking at the last 16 years of my life, which have been filled with constant travel to the MENA region. Even on two-day trips, I manage to maintain my routines or create new ones specific to the place. For example, I drink lemon water and eat walnuts every morning at breakfast. This hasn't changed for years. If I think I won't find walnuts where I'm going, I'll take them in my suitcase. I pay attention to meal times. I prefer not to eat late as eating late disturbs my stomach. If I have to eat late, I prefer very light foods. I adapt my routine to the environment without disturbing it. No matter how busy I am, I allocate a certain time of the day or week to spend time with my family. Moving to Russia didn't change my general routine, but it added new routines and differentiated some existing ones.
What are your personal and business plans for 2024?
My personal goal is to ensure the fastest possible adaptation of myself and my family to our new life and to reach the tools that will accelerate this adaptation as soon as possible.
My business plan is to first get to know and understand the team correctly and to quickly establish a bond of trust among us. Identifying our strengths and areas for development and creating action plans. Once we have established the right communication channels and strong relationships, the rest will naturally follow. Additionally, I would like to mention that among other important business plans is leading growth and taking our brands to where they deserve to be in Russia in terms of profit.
© Beko 2023