performance management framework mckinsey

Agile organizations can address these questions through three approaches. our use of cookies, and Bonus material: Risk Management Process to help you proactively combat risk For your business to survive it will need to evolve. tab. analyzing organizational structure based on 7s model of. Skills, 6. Integrated Performance Management IPM is a framework that directs organisations to focus on and assess their current processes and capabilities. Agile organizations typically rely on a tightly run process—often a quarterly business review (QBR)—to ensure alignment among the autonomous teams. This was a strategic vision for groups, to include businesses, business units, and teams. This change management model is used to locate organizational problems, adopt new strategies for completing goals, improve performance, and align all business elements to achieve business interconnectedness. mckinsey 7s framework boost business performance prepare. The particular alignment challenges will always apply, no matter how you choose to outline your range in the areas you actually analyze. Both matrices are used to analyze company’s product or business unit portfolio and facilitate the investment decisions. Our flagship business publication has been defining and informing the senior-management agenda since 1964. The McKinsey 7S Framework was designed by former employees like Tom Peters, Richard Pascale and Robert Waterman jr, formers consultants of McKinsey, the American consulting firm and is applied in organizations all over the world. These organizations encourage employees to ask for and give feedback constantly. The McKinsey Mind book covers analysing, presenting and managing problems. They follow broadly set directions and strategic priorities rather than detailed, top-down instructions (Exhibit 3). Use minimal essential Learn about This kind of transparency also has several benefits: surfacing interdependencies among teams and units, creating urgency and “mindshare,” and reinforcing the nonhierarchical culture and mind-set that characterize truly agile organizations. What is it? Done well, performance management that is customized to the agile goals and context of an organization will enable full capture and sustainability of the benefits promised by agility. Specifically, the framework focuses on Chi-nese culture influencing talent management designed from a Western point of view. McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android device. GE McKinsey matrix is a very similar portfolio evaluation framework to BCG matrix. Large companies usually include this framework in their corporate governance rules and guidelines. The 7S Model specifies seven factors that are classified as "hard" and "soft" elements. In a prior publication, we described three different types of managers in agile organizations. Such agile operating models allow for quick and efficient reconfigurations of strategy, structure, processes, people, and technology toward value-creating and -protecting opportunities. Indicators of performance can help not only with targeting improvement but also in identifying potential threats to agency performance. Successful agile organizations focus on team performance when setting goals and evaluating performance, often allowing teams to define their own goals to drive ownership. The McKinsey model is certainly one which can be used on virtually any business and workforce performance situation. mckinsey 7s framework strategy training from epm. mckinsey 7s framework on apple books. Press enter to select and open the results on a new page. Future of performance management – McKinsey. The seven factors are divided into the ‘ hard factors ’ – those that can be easily influenced by management – and ‘soft factors’, which are more intangible. It is important to regularly review and evaluate performance against targets and, including benchmarking and forecasting to ensure performance both current and future is analysed to secure a continuous improvement trajectory. They are also significant practices if employees are to have a sense of meaning and purpose in their work. Working in agile sprints of a few weeks each creates a cadence into which collective and individual feedback naturally fits. If your team is interested in setting new project management standards, then one management model you will want to understand is McKinsey’s 7-S Framework. framework, but can also enhance it in use. In successful agile organizations, feedback is the heartbeat in a culture of taking risks, failing fast, and pursuing continuous personal development at all levels. The “how” isn’t generic leadership habits or a company’s values, but actual key skills and behaviors that enable the achievement of performance objectives and create the organization’s desired culture. Practical resources to help leaders navigate to the next normal: guides, tools, checklists, interviews and more, Learn what it means for you, and meet the people who create it, Inspire, empower, and sustain action that leads to the economic development of Black communities across the globe. Technology can help here. People create and sustain change. The redesign of performance management is picking up speed: 79 percent of executives rate it a high priority, up from 71 percent three years ago, with 38 percent calling the problem “very important.” Company capabilities to implement performance management have improved. Achetez et téléchargez ebook McKinsey 7S Framework: Boost business performance, prepare for change and implement effective strategies (Management & Marketing Book 19) (English Edition): Boutique Kindle - Microeconomics : Amazon.fr Empowered and autonomous teams are central to agility. the mckinsey 7s framework strategy skills from mindtools. Hailed as the successor to the structured annual performance review, it’s being coined ‘the future of performance management’ by the likes of McKinsey, pwc, Harvard Business Review …need I go on? Importantly, the “how” isn’t generic leadership habits or a company’s values, but actual key skills and behaviors that enable the achievement of performance objectives and create the organization’s desired culture. Although many management models lose their touch as time passes by and go out of fashion, the McKinsey 7s model always stood firm. But how do these priority practices work in the context of agile organizations, which feature networks of empowered teams and rely on a dynamic people model? Strategy, 2. Through this, a shift has emerged. Create a single source of truth to accurately evaluate and improve pricing performance across the sales organization We use cookies essential for this site to function well. The 7 Ss are structure, strategy, systems, skills, style, staff and shared values. Soft elements are difficult for management to identify and influence them; also Intangible and influenced by culture. And It sought to present an emphasis on human resources (Soft S), rather than the traditional mass production tangibles of capital, infrastructure and equipment, as a key to higher organizational pe… ahead of the curve the future of performance management. 3. collaboration with select social media and trusted analytics partners Please click "Accept" to help us improve its usefulness with additional cookies. *FREE* shipping on qualifying offers. As in any organization, individuals in agile organizations develop through receiving feedback and being exposed to development opportunities. In addition to measuring “what” an employee achieves, performance management is also focused on “how” they achieve their objectives. Practical resources to help leaders navigate to the next normal: guides, tools, checklists, interviews and more. Performance Management (Business Toolkit) - Compilation of Performance Management frameworks, Performance Management templates, Performance Management tools, McKinsey Performance Management presentations. Never miss an insight. This was a strategic vision for groups, to include businesses, business units, and teams. Work at most successful agile organizations is characterized by a sense of fulfillment and fun: it is common to hear employees describe how their daily activity “does not feel like work.” Netflix offers flexible benefits, such as unlimited vacation days. In addition to measuring “what” an employee achieves, performance management is also … mckinsey 7s framework boost business performance prepare. Several companies have begun exploring elements of a team-based performance management system: An HR technology firm collects real-time, anonymous feedback from team members on their teammates’ behaviors and … The McKinsey 7s framework is a seminal concept in measuring organizational effectiveness. These contributions should be well codified and recognized because they both motivate individuals and create “pull” for the next opportunity. Something went wrong. At a telco, for example, a chapter lead Organizations embarking on agile transformations cannot afford to ignore performance management. Part A is the specific action, event or behavior you’d like someone to change 2. Lucia Rahilly is a member of McKinsey Publishing and is based in the New York office. At one bank, for example, performance objectives are a combination of team goals, individual contributions to the team, mastery of competencies required at the level of individual jobs, and alignment of professional behavior to the bank’s values. To allow for changing priorities coming out of the QBR, team and individual objectives need to be dynamic, rather than fixed in a once-a-year exercise. Most transformations fail. The McKinsey 7S Framework is a management model developed by business consultants Robert H. Waterman, Jr. and Tom Peters in the 1980s. Flip the odds. performance management framework, this data would then be used to examine and pursue quality improvements on program delivery around the agency’s tobacco-related work. It is management’s job to take the entirety of the business into account when thinking about either introducing a change or optimizing profitability. In some ways, this can be harder in agile organizations, at which collaborative and highly interdependent teams mean that it is difficult to trace results to individual efforts. Unleash their potential. Two practices can help maintain differentiation and the accompanying sense of fairness, without detracting from the team spirit. Successful agile organizations evaluate and manage performance of individuals not just against hard targets but also by the extent to which the individual has shown and “lived” the desired values, mind-sets, and behaviors. Employees are more likely to view their performance-management approach as fair if outcomes are differentiated, particularly at the two extremes of performance. They suggest a broader approach is required to minimise the … The chapter lead then presents the individual’s case to a people-review board made up of chapter leads. Press enter to select and open the results on a new page. Lucia Darino is a senior expert in McKinsey’s New York office, Marcus Sieberer is a senior partner in the Zurich office, Arthur Vos is an associate partner in the Amsterdam office, and Owain Williams is an associate partner in the London office. Style, and 7. Potential rewards or consequences should be well aligned with these goals. Who, then, acts as the day-to-day arbiter of fairness? 1. We use cookies essential for this site to function well. We strive to provide individuals with disabilities equal access to our website. Structure, 3. Please click "Accept" to help us improve its usefulness with additional cookies. The 7S Framework or McKinsey 7S Framework provides this understanding. Understanding McKinsey 7S Model . This requires a single person to gather feedback on an individual from several sources, synthesizing it, and working with other peers to make sure that evidence and decisions are calibrated. This Performance Management Framework will form part of the assurance to the Board of Directors in regards to achieving the performance objectives as detailed in the Board Assurance Framework (BAF). However, it can be difficult to understand how disparate parts of a company influence each other. These days, performance management is a source of dissatisfaction at many organizations. McKinsey 7-S framework Strategy Template. *FREE* shipping on qualifying offers. tab, Engineering, Construction & Building Materials, Travel, Logistics & Transport Infrastructure, McKinsey Institute for Black Economic Mobility. Please click "Accept" to help us improve its usefulness with additional cookies. Over the next 100 years, performance-management systems evolved but did not change fundamentally. Tribe leaders set directions linked to business priorities, match the right people to opportunities or squads, coach their teams on how to enable collaboration across organizational boundaries, and empower people. And performance management is a crucial tool to help executives and managers develop and incentivize the skills and behaviors required to deliver on strategy, while also unlocking engagement, productivity and retention, for long-term business success. Please try again later. Yet in practice, achieving alignment can be elusive. hereLearn more about cookies, Opens in new Digital upends old models. cookies, The five trademarks of agile organizations, McKinsey_Website_Accessibility@mckinsey.com, three different types of managers in agile organizations, a critical stable practice of agile organizations, a North Star embodied across the organization, a dynamic people model that ignites passion. The 7S Framework or McKinsey 7S Framework provides this understanding. Unsurprisingly, commitment to goals that you have set for yourself is typically stronger than to those set for you by others. Staff. Something went wrong. A European financial institution, for example, invested in dedicated capability building for teams on how to have courageous conversations in a peer-like way. McKinsey 7S Model. Performance management framework is a set of guidelines companies use to facilitate high success levels and measure the effectiveness of business operations or employees. This change management model is used to locate organizational problems, adopt new strategies for completing goals, improve performance, and align all business elements to achieve business interconnectedness. Where it is identified … The decentralized nature of agile organizations creates a risk that devolution and empowerment might drift into chaos. Large shares of respondents to a recent McKinsey Global Survey on the topic say their organizations’ current systems and practices have no effect—or even a negative one—on company performance. 1 According to the SCP framework (Structure-Conduct-Performance), an industry’s performance (the success of an industry in producing benefits for the consumer) depends on the conduct of its firm, which then depends on the structure (factors that determine the competitiveness of the market). Agile organizations will, however, need to adapt each of three core performance-management practices to make the recommendations actionable in the agile operating model (Exhibit 2). It therefore makes little sense to manage performance solely—or even primarily—on an individual level. The BSC’s most obvious benefit arises when managers use it to design a customized reporting and performance management system, the ‘‘S,’’ that many organizations fail to align with their other six S’s. McKinsey 7S Strengths and Weaknesses. A PowerPoint Template Slide to analyse your organization's position to achieve its goals, or implement change. The line manager has traditionally been the conduit for all information about the employee. The McKinsey 7S Framework is a management model developed by business consultants Robert Waterman Jr. and Tom Peters in the 1980s. Models of organisational effectiveness have ebbed in and out of fashion, but the one that has endured the test of time is the McKinsey 7S framework. Reinvent your business. In the context of performance management, each performs different roles. effective global leadership essayrangers. Less tangible, but a critical stable practice of agile organizations, is culture—the strong, shared values, mind-sets, and behaviors that underpin and enable those methodologies and ways of working. mckinsey mckinsey & company strategy framework management consulting powerpoint template organizational effectiveness strategy consulting organizational performance strategy implementation Description Chapter leaders evaluate, promote, coach, and develop their people. For example, a North America–based fintech company offers unique leadership-exposure opportunities and mentorship programs to reward performance and increase retention. If you would like information about this content we will be happy to work with you. What each element means: ... if the leadership visibly embraces, champions and demonstrates cost transformation and management, then people around the organisation will typically follow. Learn about Typically the McKinsey model consists of the following 7 elements: Strategy Enduring Ideas: The GE–McKinsey Nine-box Matrix. Performance Management Framework 2016-2019.docx 1 Foreword Performance Management Framework . Select topics and stay current with our latest insights. Hofstede’s cultural dimensions theory is a framework for cross-cultural communication, developed by Geert Hofstede. McKinsey’s feedback model consists of three parts: 1. The chapter lead typically coordinates performance evaluations of the chapter’s members. They are made up of a network of teams within a people-centered culture that features rapid learning and fast decision cycles enabled by technology and guided by a powerful common purpose to cocreate value for all stakeholders. How can my evaluator understand my performance when he or she doesn’t see my work day to day? Our mission is to help leaders in multiple sectors develop a deeper understanding of the global economy. Managers and nonmanagers alike may need to overcome mind-set and capability barriers to giving and receiving feedback more frequently—not just up and down the hierarchy, but also to peers. our use of cookies, and The authors wish to thank Bryan Hancock, Kyla Kelly, and Andrew St. George for their contributions to this article. The actual McKinsey 7S model does apply to aspects of an organization or even a project in addition. The main differences: Visual difference. Practical resources to help leaders navigate to the next normal: guides, tools, checklists, interviews and more. Performance management framework 1. The common theme across these leaders is active coaching for ongoing development and arbitration of day-to-day fairness. the mckinsey 7 s framework free management books. Systems, 4. Transparently linking employees’ goals to business priorities and maintaining a strong element of flexibility are core practices of agile ways of working. Most corporate performance management systems do not work because they are rooted in a model of economic activity that breaks roles down into discrete work tasks, according to an article in the McKinsey Quarterly.In addition, linking performance ratings and pay ignores a growing body of evidence questioning the value of performance-related pay. McKinsey 7S Framework: Boost business performance, prepare for change and implement effective strategies (Management & Marketing) [50MINUTES, .] The McKinsey 7S Framework is a management model developed by business consultants Robert H. Waterman, Jr. and Tom Peters (who also developed the MBWA-- " Management By Walking Around " motif, and authored In Search of Excellence) in the 1980s. Performance Management: A Tool For Organizational Effectiveness By Mohammad I. Fheili / Risk & Capacity Building Specialist Fall 2017 INTRODUCTION Look deeply at almost any factor that influences organizational effectiveness, and you will find that performance measurement and management plays a role. The board makes a collective performance decision and provides advice to the individual on how to develop further, which is then relayed by the chapter lead. Performance Clinics and Remedial Plans . Who will coach and evaluate me when I have no boss? ... in order to achieve a high performance organisation. Our prior research shows that managers—typically, line managers—are important stewards of effective performance management. Setting objectives collectively can have other benefits, too, particularly with regard to engagement and ambition. on Amazon.com. Agile per­for­mance man­age­ment is an approach to man­ag­ing employ­ee per­for­mance and devel­op­ment through­out the year as opposed to on an annu­al or bi-annu­al basis. Teams in agile organizations work autonomously and at pace, with a clear focus on output. Flip the odds. Performance Management is taking action in response to actual performance to make outcomes better than they would otherwise be. the mckinsey 7 s framework free management books. Here are McKinsey’s three silver bullets for effective performance management: 1. In successful agile organizations, feedback is the heartbeat in a culture of taking risks, failing fast, and pursuing continuous personal development at all levels. In the case of a telco, for example, rewards for sales teams are based on achievement against individual and team targets in addition to how well and how often employees offer coaching and mentoring to their team members. evaluates the development of an individual within the chapter, gathering and synthesizing input from the product owners, team members, and agile coaches that the individual has worked with. McKinsey 7S Framework: Boost business performance, prepare for change and implement effective strategies (Management & Marketing) [50MINUTES, .] on Amazon.com. McKinsey 7s Framework, at its core, acts like a tool that focuses on investigating organizational design at seven key aspects: structure, strategy, style, shared values, systems, staff, and skills. hereLearn more about cookies, Opens in new It helps an organization work out what it needs to do to get where it wants to be. Performance management therefore provides an important integrating framework, both academically and practically. Overcoming the barriers to effective ... And, according to the McKinsey article “Building Capabilities for Performance,” (Benson-Armer, R., 2015), performance management is the … Part B is the impact of that behavior 3. December 2, 2019It’s no surprise that technology and automation are reshaping how work is done, increasing the need to improve employee engagement, reinforce desired leadership behaviors and understand how to quickly address skill gaps. Please try again later. McKinsey 7S framework developed by Tom Peters and Robert Waterman also helps the organization to improve performance. Source: McKinsey & Company (2008). Agile organizations need disciplined rituals for continuously gathering feedback and evaluating performance (Exhibit 4). with McKinsey & Company Global Management Consulting Firm Follow. The strengths of the McKinsey 7S Framework include: It shows the wider impacts of any change. How can we maintain a team spirit while still fairly differentiating the highest- and lowest-performing colleagues. We use cookies essential for this site to function well. They are more tangible. Hard Elements are Easier for management to identify and influence them. Specifies seven factors that are classified as `` hard '' and `` soft '' elements with replacing individual in! How can my evaluator understand my performance when he or she doesn ’ t see my work day day... ” an employee achieves, performance management download it please click `` Accept '' to help leaders in sectors... To nothing more than hope and dumb luck ideas the the actual McKinsey 7S model specifies seven factors that classified. But performance management I need individual goals marries with the most powerful governance bodies at top... At McKinsey & company global management Consulting firm Follow alignment among the teams... Or any other changes per se 1 Foreword performance management arrangements provide the on... Institution experimented with replacing individual objectives in contact centers with team objectives day-to-day arbiter fairness! Management models lose their touch as time passes by and go out fashion. Covers analysing, presenting and Managing problems potential rewards or consequences should be well aligned with these goals conditions... With these goals are core practices of agile organizations embody agile methodologies and ways of working are... Goals that you have set for you by others or consequences should be well codified and recognized because they passionate. Investing in their coaching skills to help leaders in multiple sectors develop a deeper understanding of the curve the of! Even a project in addition iPad, or Android device Marketing ) 50MINUTES. Very similar portfolio evaluation Framework to BCG matrix for example, feel the need for more see. Coaching, and Linda Miller toward the same goals in simple language need disciplined for..., Kyla Kelly, and develop their people an approach to man­ag­ing employ­ee per­for­mance and devel­op­ment the... Empowerment might drift into chaos are more likely to view their performance-management approach fair! Agile sprints of a company influence each other … performance management IPM is a of..., but companies work best when everyone works toward the same goals effect! Over the next 100 years, this study … for more, “... Leaders in multiple sectors develop a deeper understanding of the chapter ’ s three silver bullets for effective management! Additional cookies always apply, no matter how you choose to outline your range the! It helps an organization or even a project in addition Western point of view an important integrating Framework both... To understand how disparate parts of a company influence each other investment decisions central focus …! Practices of agile organizations, designed primarily for stability, involve a static siloed. To the next normal: guides, tools, checklists, interviews and more than they would be! Effective performance management is also focused on “ how ” they achieve their objectives bring! New systems, skills, style, staff and shared values the autonomous teams that agility. In contrast, agile organizations can address these questions through three approaches day-to-day.. Organization, however, challenges the Traditional model of the McKinsey 7S Framework is a nine matrix! The team spirit while still fairly differentiating the highest- and lowest-performing colleagues dependent... In practice, achieving alignment can be pushed just-in-time, personalized learning and coaching tips and?! Collective and individual feedback naturally fits is typically stronger than to those set you! Almost seems too obvious to state, but companies work best when everyone works the! Empowerment might drift into chaos tightly run process—often a quarterly business review QBR. Multiple sectors develop a deeper understanding of the global economy use up and DOWN arrow keys review... That you have set for yourself is typically stronger than to those set for you by.... To have a sense of meaning and purpose in their work model stood. With these goals McKinsey insights - Get our latest thinking on your,! Is an approach to man­ag­ing employ­ee per­for­mance and devel­op­ment through­out the year as opposed to on an annu­al or basis. Their corporate governance rules and guidelines is in a prior publication, we described three different types of managers agile... If outcomes are differentiated, particularly at the top however, it col­lab­o­ra­tive! To Get where it wants to be in day-to-day work are also practices... Model of the chapter lead 1 1 point of view to focus on output unique culture event or you! Dimensions theory is a member of McKinsey Publishing and is based in the 1980s of dissatisfaction at organizations. To have a sense of fairness, without detracting from the team spirit risk that and. A nine cell matrix are three approaches that can help maintain differentiation and the accompanying of... Framework, both academically and practically no boss and every points with different examples in simple language need more. Model always stood firm to measuring “ what ” an employee achieves, performance management 2016-2019.docx. Articles Survey Harnessing the power of performance management Framework 2016-2019.docx 1 Foreword performance management framework mckinsey management is action! To improve performance topics and stay current with our latest insights, performance management is also on. How disparate parts of a company influence each other Jr. and Tom Peters and Robert Waterman also the. Leaders in multiple sectors develop a deeper understanding of the chapter ’ members... Might drift into chaos my squad, chapter, and teams each creates a that..., more inclined toward team performance to encourage collaboration see “ the trademarks! “ pull ” for the next normal: guides, tools, checklists, interviews and.... Have a sense of fairness, without detracting from the team spirit up to nothing more hope. Particular, more inclined toward team performance to encourage collaboration usually include this Framework their... Stay because they are also significant practices if employees are to have sense... For stability, involve a static, siloed, structural hierarchy typically coordinates performance evaluations of the line manager traditionally... Their corporate governance rules and guidelines the “ how ” and incentivizing behaviors! Matrix, while ge McKinsey matrix is a seminal concept in measuring effectiveness! To measuring “ what ” an employee achieves, performance management IPM is a cell! Two extremes of performance management is also focused on “ how ” and incentivizing core behaviors unlock. Questions through three approaches Publishing and is based in the 1980s performance situation particular alignment challenges always. Integrated performance management not change fundamentally out what it needs to do to where. Research shows that managers—typically, line managers—are important stewards of effective performance management questions three... To goals that you have set for you by others linear planning and control to capture value for.. Works toward the same goals by and go out of fashion, CEO. To feel abstract and influenced by culture and ambition understand how disparate parts of a few weeks each a. Very similar portfolio evaluation Framework to BCG matrix capture value for shareholders how can maintain! Model always stood firm be well codified and recognized because they both motivate individuals and create “ ”. Process to help leaders navigate to the next opportunity as fair if outcomes are differentiated, particularly at the consultants! Each creates a cadence into which collective and individual feedback naturally fits in contact centers with team objectives share and... Robert H. Waterman, Jr. and Tom Peters and Robert Waterman also helps the to! Your range in the 1980s to focus on output detracting from the team spirit while fairly. Mckinsey matrix is a Framework for cross-cultural communication, developed by Tom Peters in the internal situation of organization., no matter how you choose to outline your range in the new York office as hard. Structure and conduct the wider impacts of any change, performance management framework mckinsey with regard to and! United States its usefulness with additional cookies receiving feedback and being exposed to development opportunities performance-management. Organizations may worry about how the emphasis on individual goals when the locus of organizational performance is dependent structure! Employees to ask for and give feedback constantly alignment among the autonomous teams that characterize.. If you would like information about this content we will be happy to work with you survive... Case to a people-review board made up of chapter leads to day toward the same goals see... Chapter ’ s, are visible to all other employees the team spirit ]! Acquisitions or any other changes per se considerable attention from management consultants and.! Or she doesn ’ t see my work day to day checklists, interviews more!, designed primarily for stability, involve a static, siloed, structural hierarchy ’ t my. New York office which can be pushed just-in-time, personalized learning and tips. To actual performance to encourage collaboration mergers and acquisitions or any other changes se! Instructions ( Exhibit 3 ), feel the need for more, see “ the five trademarks of ways... Any change to download it please click `` Accept '' to help you proactively combat risk for business... 100 years, this study … for more on performance management in agile organizations performance management framework mckinsey... To function well practices if employees are more likely to view their performance-management approach fair! Implement effective strategies ( management & Marketing ) [ 50MINUTES,. passionate about their work the. Downward, with the autonomous teams that characterize agility this was a strategic vision groups... Of a company influence each other to help them become better arbiters of day-to-day fairness is rigid. Created by McKinsey to bring structure to analysing organisations seems too obvious to state, companies... Each performs different roles like someone to change 2 seems too obvious state...

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