NTT DATA Romania: Determined To Achieve The Best Outcomes

With a professional career in the tech industry, spanning across two decades, Maria Metz is a strong believer in collaborative leadership. In 2021 she was appointed as the CEO of NTT DATA Romania, and since then she has guided the company towards achieving remarkable results on a very competitive market. Business Review talked to her about what collaborative leadership means, the benefits it brings to the company, and how it is reflected in the success of the teams that are working to build a resilient and healthy business in Romania

By Anda Sebesi

You have been with NTT DATA for almost two decades. How has the company evolved over time and what have been the most significant changes during this period?

I have been part of the company since its foundation back in 2000, which provided me with the unique chance to not only witness but also actively contribute to a remarkable journey of growth and continuous transformation over the past 23 years. In 2021, I was entrusted with the opportunity to further develop the company and directly shape the future of the organisation as CEO. The fact that I, as a woman, am in charge of the destiny of NTT DATA Romania and have support for the implementation of collaborative leadership, as well as for achieving remarkable results such as sealing strategic partnerships, speaks volumes about what has changed over the past 10 years.

You became CEO in 2021 and started the move towards collaborative leadership. What does this type of leadership mean and how has it been accepted by colleagues?

As the name suggests, collaborative leadership involves collaboration as the overriding principle in terms of interaction and bonding within teams. Regardless of the type of leadership you choose, in order to achieve set goals, employees need to collaborate. But this obligatory collaboration is usually minimal among teams, because for most people, excessive competition, greed, claims of superiority over colleagues, selfishness or unhealthy ambitions greatly limit the potential for collaboration—and therefore the potential for performance.

Certainly, education helps moderate the expression of self-centred impulses, but manners and politeness merely serve as a veneer, concealing the deeper obstacles to genuine collaboration. As I acknowledged that what we lose when we forget that what binds us together in teams is far more valuable than what separates us, I decided that the main criterion for evaluating those with whom I work is their willingness to collaborate to achieve the best outcome for the team as a whole.

There are numerous individuals who view themselves as experts in feigning collaboration while solely pursuing self-interest, but I rely on my senses and experience to discern and align with those who share my belief that genuine loyalty and cooperation yield the greatest collective benefit.

The more a team values functionality and performance, the more receptive and enthusiastic they’ll be about collaborative leadership. However, when personal ambitions overshadow collective goals, some may resort to strategies aimed at undermining colleagues and seeking dependency from the employer to secure a position of power. But these are not the people I seek to collaborate with, and I am confident in my ability to distinguish between those sincerely inclined towards collaboration and those who merely simulate it well.

NTT DATA’s acquire of the company also meant integrating the values and principles of the Japanese group. How did you combine these values with those you already had in the company?

In the early stages of our collaboration, our primary focus was on delivering results that gave us the time and opportunity to build familiarity and foster integration. Our colleagues from Japan, primarily by example, offered us a valuable lesson on what it means to understand the complexity of harmonising groups stemming from such diverse cultures.

When you are committed to your profession, authentic interactions create a reciprocal influence that enriches all participants with the core value. This is because, when you engage with accomplished individuals of high human quality and vast experience in crucial decision-making processes, you assimilate but also inspire. This is how values are understood, integrated, and spread.

How well does collaborative and participative leadership fit with working from home?

Collaboration does not rely on one’s work location. Collaboration is rooted in intent, loyalty, integrity, and fairness. Through honesty, thoughtfulness, and openness, useful information circulates efficiently and increases in value. Of course, this whole process thrives only when the team trusts that the leader cannot be swayed by appearances. And I claim my capacity to offer that guarantee.

What is the biggest challenge of collaborative leadership?

In order to flow smoothly, authentic communication entails overcoming sensitivities, which I believe to be the main challenge of participative leadership. When aiming for collaboration and functionality that are grounded in trust and good intentions, it’s unnecessary to excessively weigh your words or be apprehensive of causing any unintended discomfort.

Maturity is about seeking the truth, getting a good understanding of things, being open, and giving space to those you work with to express themselves freely. Too many confuse respect with either flattery or fear. In collaborative management, respect is honesty, truth, openness, and authentic communication.

Furthermore, when we maintain transparency and hold no reservations or shame in our approach, we can promptly put our finger on the wounds that hinder our functionality. And that means efficiency. Naturally, those with less honest intentions will feel deeply threatened by such a context and will do their best to discourage the implementation of collaborative management. But I can no longer be discouraged because this leadership approach completely challenges me and gives me a lot of meaning. I devote a lot of time to my work, and I seek to cultivate a professional environment that resonates with my personal principles. And the pleasant surprise is that I encounter enough people who, like me, are committed to embracing this challenging path.

When we are compelled to move beyond mere words or simplistic rules, our only resort is to take accountability and become more mature. While it is never comfortable to surrender old or harmful inclinations, it proves personally fulfilling and financially profitable for the company.

How difficult is the current situation in the IT industry, with so many layoffs from big companies?

Life is only difficult when you assume it is inherently simple and easy, overlooking your responsibility to make it a little more fair and pleasant with every decision and every interaction. But much of the difficulty we face originates from our reluctance to sacrifice our self-centred tendencies and embrace improved communication and collaboration by addressing the core issues, rather than superficially cosmeticizing roles and words. Challenges, whether social or professional, persist when we fail to acknowledge our personal accountability in these circumstances. But when we understand that difficulties are just great opportunities to take responsibility for the situations that we have brought upon ourselves, everything turns into a chance for growth. This requires a lot of self-honesty and dedication and, for me, collaborative management is the avenue through which I aim to contribute to a more worthy and beautiful life. So far, I am happy with what I have achieved and the legacy that I’ll leave behind.

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