Let us present to you the full version of the questions and answers that Pavel Konečný provided as a basis for his medallion in a special edition of Computerworld about Czech TOP IT leaders. We believe that you will find the insights of Pavel Konečný, CEO of Neuron Soundware, interesting and inspiring. He shares his views on a range of topics, from professional success and motivation to risk-taking and the future of technology. Meet the man behind the company’s leadership and explore his unique perspectives and experiences in the ever-evolving world of technology.
My teammates say, with slight exaggeration, that more complex technology than we have is just designing rockets for space. The truth is, we require a highly diverse range of competencies. Developing IoT hardware is three times more complex than working solely on software. When you add AI into the mix, it becomes three times more challenging. Within our team, we have exceptional experts in IoT hardware and software design, cloud management and operations, machine learning engineering, front-end and back-end development, installation, mechanical engineering, project management, and not least, a dedicated sales team. I take immense pride in successfully assembling such a team, and it’s gratifying to witness the progress we make week by week.
I am influenced by the Montessori educational system, which emphasizes intrinsic motivation rather than external evaluation. I don’t praise my children much either, so I’m not a complimenter in the company either. In my opinion, individuals should receive constructive feedback while also having the capacity to self-assess their job performance. Moreover, it’s essential for people to understand why they are engaged in their work. Each person should possess an internal drive to excel in their tasks. I prefer to collaborate with individuals who embrace challenges, and I endeavor to provide them with ample opportunities to overcome obstacles.
I like to invent technical things together with my team. I rely on their knowledge, but I don’t hesitate to challenge them enough when I feel there should be an easier path to the goal. Sometimes there is one. I have delegated business and administrative matters to my colleagues in the management team. I don’t think there’s a one-size-fits-all approach. Each individual or problem requires something a little different. So I try to approach it individually. But in general, in a small company, you need very independent co-workers.
According to game theory, Bayesian decision-making represents the optimal strategy. In simpler terms, if you possess knowledge about the likelihood and significance of various choices, you can make well-informed decisions. Think of it as multiplying two numbers together and selecting the option with the highest expected outcome. Therefore, I carefully analyze critical decisions, sometimes even committing them to paper. However, it’s important to acknowledge that, in practice, you’re essentially making educated estimates about these two factors. So I guess I’m like every entrepreneur – a positive realist. Without that, you probably wouldn’t even go into business or you would quickly end up failing.
I write everything down in a list, I check it off. I started doing it in the second grade of primary school and I used a Czech language notebook. We had that almost every day, so I wrote all my schoolwork in the back. Today, I use Google Keep and my email to do it – I use a system called Inbox Zero Method. Look it up. It’s one of the most efficient methods to organize your work.