top of page
  • Черный Facebook Иконка
  • Черный Twitter Иконка
  • Черный LinkedIn Иконка
  • (16)
  • Черный Pinterest Иконка


Astarta-Kyiv is one of the largest Ukrainian agricultural holdings, whose shares are traded on the Warsaw Stock Exchange. To achieve this result and to go public in August 2006, the company had to go through a long and difficult path of transformation. The owners and management coped with their task.

SSA5__Viktor_Ivanchik (5).png

However, no one stopped there. Changes have to be made constantly, both for business development and to respond to external challenges and financial crises. The founder and co-owner of the agricultural holding Viktor Ivanchyk in 2019 was trained in  School of Strategic Architect  Kyiv-Mohyla Business School . The program methodology focuses on creating a strong business core, implementing large-scale successful changes in the business model with minimal losses, and creating business ecosystems to multiply the result. Victor Petrovich told how the company changed, overcoming risks and preserving its core.

At what stage of the company's development did you have to carry out the transformation? What was it?

Business transformation must be carried out constantly. This is my own belief. Of course, there are certain stages during which you need to make the most effort. As for our company, the first such important and profound stage took place at a time when we were moving from private to public status. This process began in early 2005 and ended after an IPO on the Warsaw Stock Exchange in August 2006. This work lasted a year and a half, and required a lot of effort from us.

There was a fundamental restructuring of the whole company, its philosophy, organizational structure, openness, transparent reporting. The work was carried out not only with the owners and management, but also with a large number of external stakeholders - investors, future shareholders, companies providing audit services, legal support, investment banks. The transformation that took place was the most radical in the company's history.

Is it difficult to carry out the transformation? Who should be the main driver of this process?


The drivers of the process were the owners of the company and its key management. In my opinion, if the owners and management are not involved in the transformation process, there is a high probability that these processes will not be successful. There was a drive during the transformation of our company. Physically and emotionally it was exhausting, but very interesting.

What risks did you face along the way?

We experienced them in 2008-2009, then from the end of 2013 to 2015, and now.

Trust and cooperation are important factors not only in business, but in all spheres of life in general. If you are ready to cooperate, open, then the world around you comes back to you with its best side.

We face risks constantly. For any business - this is a constant shortage of capital, working capital. The development of any company requires investment, and there may be some difficulties. It is risky to invest more money than necessary, to face the problem of effectively servicing the debt. At all these stages, we managed to overcome the risks. I am sure that this was achieved thanks to the company's already built impeccable reputation both on the eve of the IPO and during the financial crises.

Our financial partners, the banks we worked with, put their shoulder to the wheel in time. They trusted our company, they trusted the management, and that's very important. In general, trust and cooperation are important factors not only in business, but in general - in all spheres of life. The same applies to relationships with customers, suppliers, banks and other partners. Therefore, if you are ready to cooperate, open, then the world around you returns to you at its best.

How to save the core of the company during the transformation?


It's not easy. Not all people are able to change, accept change, and even more so - not all people are able to initiate these changes. There are people I call conformists who are used to staying comfortable. As they say "does not drip on the neck." But I am more impressed by people who are able to respond to challenges, who are ready, as they say, to go to the barricades.

Did you have to change the team during the transformation? What specialists did the company need?


I had to. This is, unfortunately, and fortunately. I have a hard time breaking up with people I work with for a long time. I always want to keep the team. But these are objective processes. If people see that they are not involved in the processes, if they, figuratively speaking, do not pull this cart, then they go. And we normally part with them, we wish all the best in their own way. Some of our top managers resigned and started their own business. I am very happy for them.

I constantly emphasize that if a person finds an opportunity to better realize himself by creating his own company, then I will even help. On the other hand, it is very important for us to create such a climate in Astarte through changes, so that everyone could realize themselves as much as possible and unleash their potential. Today we work with our own personnel reserve, give employees the opportunity to initiate new projects and implement them.


437_x_437_1 (2).png
f356acc68645c032869cac2825f23b97 (2).png
Ill_5-pomilok_437x437 (3).jpg

Feb 24 2020, 07:59

Executive Director of the Republic Institute, co-founder of the All-Ukrainian Active Community Initiative, participant in the fifth set of the School of Strategic Architect

Jan 29 2020, 06:45

We live in a world of open systems, so for the success of the organization (state or cultural institution, business, etc.) you need to be able to see yourself as part of a broader system and interact with other players. What result can be achieved by changing your thinking? And what are the prerequisites for changing large systems? Helena Savruk, Managing Partner of the Mohyla Strategic Agency (MSA), Head of the Strategic Architect School and Strategic Leadership in Ukraine's Security and Defense Sector at kmbs, spoke about this.

Jun 27 2019, 09:15

Maryna Starodubska is an intellectual manager of management development programs for reputation management at the Kyiv-Mohyla Business School, a partner-manager of the communication company TLFRD.

bottom of page