Aleksandar Pantelič, Head of ATOS Czech Republic
How would you describe the current phase Atos is going through? And what does this reorganization mean to you personally?
Two years ago, the Atos Group decided to split its activities into two separate parts. Traditional IT services, including Cloud, remained under the Atos brand, while the newly created brand Eviden took over new digital technologies, SAP, and cybersecurity. This year, however, the two are being brought together again. I see this as a step in the right direction. We are becoming one of the few large multinational companies offering an end-to-end service portfolio under one roof. And that’s a key advantage – especially at a time when many competitors are going the opposite way, breaking up their activities.
How many people are there in the Czech Republic today?
Here in the Czech Republic, we have over 300 people. We have sites in Vysoké Mýto, Brno, and Ostrava. We work for major clients, both in the public administration and in the private sector. For example, we supply systems for ID cards and passports – scanners, cameras, infrastructure. We support the mainframe for the Czech Social Security Administration, which handles pension and benefit calculations. We develop software for the Ministry of Labour and Social Affairs, but also provide infrastructure for Siemens, Zentiva, ČSOB, and McDonald’s. We cover development, cloud, SAP, security, networks, migrations – and of course, AI is now part of the picture.
How long have you personally been with Atos?
I’ve been at Atos for six years. I started in the Czech Republic, leading one division, and later took over Operations for the broader South Eastern Europe region: Czech Republic, Slovakia, Hungary, Romania, Bulgaria, Israel, Croatia, and Serbia. Over those years, we’ve gone through several changes, but here in the Czech Republic we’ve managed to keep stability and keep moving the team forward. Today, I feel we’ve found the right direction.
When exactly did the reintegration of teams start?
In the Czech Republic, the significant integration process began in April this year.
Did the split have an impact on relationships?
Definitely. Even though we were still part of the same group, the separation of legal entities and structures naturally created a certain distance between people. Now that we’re coming back together, it’s important for everyone to see this as a new opportunity – a chance to build a stronger, more connected team. The services we offer are built on trust. And trust doesn’t come just from a brand, but from the people behind it.
And this is where you decided to join the Reason for Being program. Why this particular approach?
When we were bringing together two teams with different experiences, it was clear that an organizational change alone wouldn’t be enough. We wanted to create something deeper: understanding, trust, and unity. The Reason for Being program made sense to me because it’s not about what we do, but why we do it. And when the team understands that, collaboration, strategy, and communication come together much more naturally.
How did you first learn about Reason for Being?
I attended Arthur Hunt’s spring CEO forum, where Laurent Laval presented the program. That was the first time I heard about it. It wasn’t a recruitment pitch, it was pure inspiration. And then we thought – this could be beneficial for us.
What does this integration mean to you from a human perspective? What was your biggest concern?
Mainly, how people would take it. The split had been a lot of work. And reconnecting could seem like it would be hard to find common goals again. There were also concerns from customers. We wanted to explain to them that the merger was in their best interest, that it made sense, and that it would result in better service. Fortunately, we have a strong team, and people understood. Only a minimum number of people had to leave, and in most cases, these were roles that no longer existed.
You started the program with the top management. What did you gain from it?
Two things. First, creating a shared “reason,” a shared direction. But also personal understanding: who we are, what we want, how we see each other. Colleagues were surprisingly open. It was truly emotional – with some, I didn’t expect it at all. The program forced us to stop and think. These days, we’re all constantly running, but here we sat down and heard things about each other that we normally wouldn’t say.
Did anyone say it was “too personal”?
The team didn’t know what to expect. But no one resisted. Everyone went into it fully and openly. That pleased me the most. I don’t think anyone saw it as a corporate formality – quite the opposite, people saw real value in it.
Do you already see changes in the team?
Yes, although it’s hard to say exactly what came solely from this program. From the start, I’ve tried to lead the team as one unit that thinks, proposes, solves, doesn’t just wait. This program gave that effort an extra push. People started talking more, understanding more that we’re truly in the same boat.
What’s the next step?
The goal is to create a strategy for the Czech Republic. We already have a high-level “reason,” now we want to break it down. Concrete steps, tasks. In September, we’ll start working on it fully. And then, once the strategy is clear, we’ll divide it into the individual departments so everyone knows how they contribute.
Do you plan to continue with the middle management?
Yes, but only after the strategy. I don’t want to push it top-down. I want the individual leaders to say for themselves that they want to continue. When they own it, it will be stronger – and it will strengthen the team even more.
What advice would you give to other leaders considering a similar change?
Work it out with your team. Not alone. Not just from the top down. When the idea is created together, people accept it more. They’re more motivated. And you end up with a stronger team.
And if you had to express the main benefit of the program in one sentence?
Definitely team and teamwork building. People get to know each other, start talking, give each other feedback, communicate differently. And above all, they stop just firefighting. They pause, think, create. And that’s what management should be about above all else.