Our Services and their Character

Our Services
  • Management Effectiveness
  • Productivity and Scaling up
  • Performance Management
  • Operational Management
  • Leadership
  • Strategy
  • Culture
  • Internationalization of Companies
  • Training and Coaching
  • Organisational Design including Systems and Methods
  • Customer Service and Customer Experience
  • Change Management

What we will deliver
  • Actionable Recommendations in terms of an Action Plan
  • Tools and Frameworks for assessing the issues of concern
  • Performance Measures (KPIs & KRIs) and Tools
  • Business Audit (company health check)
  • Strategy Implementation through a strategic course of action
  • Training and Coaching where needed

How we will work
  • Work with you to identify and define your areas of concern as well as your business purpose (Assessment)
  • Identify the needs to be addressed (Gap Analysis)
  • Choose to work for quick results and early gains (Ranking)
  • Adopt a results-oriented approach (Action Plan)
  • Provide training, coaching, and evaluation through our own-made model AGRA
Our approach
  • Provide you with our CEO’s attention at all stages of the project
  • Work alongside your business executives so as to combine your great experience in your company with our deep knowledge of the management issues
  • Fit our advisory services to the client’s skill level and needs
  • Be open and flexible for the customer to contact us to exchange views
  • Offer an attractive price package
  • Provide performance guarantees if and when the client asks for them

Free advice: You are welcome to try our services for free


Free Problem Solving or Coaching

See our way of thinking and approach for some of our services


Performance Management

Good leadership combined with a motivated workforce in a well-structured company can lead to extraordinary performance.

We will help you assess and manage the various factors that leverage the good performance of your workforce; (a) Knowledge and Skills, (b) Capacity, (c) Motives, (d) Incentives, (e) Resources, (f) Information.  Click on the diagram above to see their impact.

Two other tools deserve mentioning:

1. Performance Appraisals - Three purposes:

(a) Measures past performance with a twofold aim: (1) Reward the employee appropriately with pay and (2) Decide on the employee’s prospects for promotion.
(b) Sets desirable goals for the employee to work on
(c) Defines the employee’s training/coaching needs
Note: It must be seen as a Management System and not an Assessment System. It gives managers a great responsibility and an enabling tool to play their role.

2. Delegating responsibility and establishing measures and KPIs

KPIs, when accompanied by the right delegation of authority, are powerful performance drivers. To work they require the right environment in the business and for it, the management’s role is critical. The process of selecting measures and KPIs including their implementation scheme is a very arduous task that should receive the greatest attention of the top management.

The right KPIs promote the so-called horizontal integration with interdepartmental cooperation and weaken or destroy departmental silos and feudal mentalities.

See our relevant articles in the “Ideas” section

operational audits1

Management and
Operational Audits

Peter Drucker on the significance of Management eloquently wrote “In a competitive economy, above all, the quality and performance of the managers determine the success of a business, indeed they determine its survival. For the quality and performance of its managers is the only effective advantage an enterprise in a competitive economy can have.”

How well do you perform?

Is your performance on par with that of the excellent companies in your area?

We will assess your company’s operations by our Management and Operational Audits which comprise:
·         Leadership’s alignment with your strategic statements of vision, mission, and objectives
·         Management’s decision-making, delegation of authority and influence
·         Organizational structure – how is it adhered to in your daily operations, how does it conform with leanness
·         Control by budgeting, reporting and feedback
·         Culture – to what degree is your people’s behaviour aligned with your declared values
·         Evaluation of key financial, KRIs, and performance indicators KPIs

See our relevant articles in the “Ideas” section

training coaching1

Training and

Training will be targeted to address actual needs. We will not stay in the training room, but we will guide staff to transfer the newly learned skills to their workplace, and we will secure the hierarchical consensus for the new ways of doing things.

Coaching/Mentoring is an effective training for executives. It is an exploration around the self to discover one’s possibilities while we will stand by and offer guidance when needed.

Areas of behaviour training and coaching:

  • Leadership and Management through authenticity, consistency and trust-building
  • Learning to see and accept the others’ behaviour toward you as a reflection of your own behaviour toward them
  • Getting things done; thinking without action is of little value
  • Being strategic; the hierarchy of things
  • Leading when in a position of authority
  • Influencing others without the stick
  • Learning agility; in a world of change it is a must
  • Giving and receiving feedback; it is more of an art
  • Conducting an effective meeting – everyone must be heard and contribute

See our relevant articles in the “Ideas” section


Organizational Design

Organizational design is an ambitious endeavour that aims to provide an appropriate layout of the organizational forces in terms of manpower, material and non-material resources and the way we will do things (systems, processes and methods). Its form very much depends on the organizational leadership, the quality/skills of our people and the technological and other resources we will have available for use. It involves:

Structure that specifies the reporting relationship and the responsibility levels within the organization
Systems, Processes and Methods that describe how things will be done
Decision making whether will be centralized, higher up, or decentralized, lower down,
The Delegation of Responsibility which must always be accompanied by Accountability and appropriate training beforehand.

Other important issues:

  • Lean systems: They clean the company from the complexity that crept into its systems for years of serving past needs and transforms the old by incorporating new technology tools.
  • Financial health: It keeps the organization alive and provides the resources with which to fund projects to implement strategy and continuous improvements.
  • Vertical as well as horizontal organizational cohesion
  • Sharing knowledge across the organization

Culture influences the organizational design. A good culture can simplify it and acts as a catalyst in the constructive relationships between departments.

The purpose of the organization is a critical factor when deciding on which organizational design to adopt.

Innovative organizations, for example, go for very lean structures with enhanced freedom of the individuals paying great attention to their hiring process.

Contrary, bureaucratic organizations adopt tall structures with a lot of emphasis on their systems and procedures.

Strategy maps

Leadership, Strategy and Culture

Leadership is a dynamic force that senses the environment outside and inside the firm and by its choices and decisions drives the enterprise toward its goals and vision.

Leadership’s two major responsibilities are (a) Planning strategy and its implementation and (b) Organizational design: It crafts strategy, decides on changes of structure, brings in new systems and tools, employs new people, trains for skills, works on management succession, and by its behaviours, actions or omissions is a creator of culture.

Strategy is the way we intend to win: By positioning our forces (resources) so that

•     our competitive advantages (CA) will give us the utmost benefit and
•     our opponents’ (competitors’) advantages are neutralized to the highest possible degree

The Strategy supplies decisions and answers to choices like who will be the customer, what will be the product or service and how will the game be played to exploit the company’s Competitive Advantage.

Internationalization strategy answers to choices which country, which configuration and costs, which mode of entry, which scale, which time, which entry vehicle.

What is organizational culture? The way we do things in the company, the way we behave, the way we treat others, the way we are treated, the way we cooperate with each other, the way we form our aspirations and our vision, the way different hierarchies live their daily working lives in the company and so on.

When the right culture is not in place, it generates a lot of waste and operational efficiency suffers. Strategically and long-term, we will not succeed in implementing a strategy if a toxic or conflicting culture is installed.

Culture depends very much on the leadership’s values and cannot be separated from the leader’s character. Culture should get aligned with the strategy. On the importance of culture management guru, Peter Drucker, said: “Culture eats Strategy for breakfast”.

See our relevant articles in the “Ideas” section


The Systems approach to Managment
Mckinsey’s 7S and the Viable System Model

Mckinsey produced the 7s model for Organizations, in which the organizational components among them were shown interconnected. So for example, Structure was interconnected with Systems, Staff, Style of leadership etc.

The model brings to notice the interconnection of the firm’s critical issues. This is to say that no single issue can be dealt with independently of the others: changing one requires that consideration must be given as to how the rest should change too. The effectiveness of the firm is achieved when all the model elements are aligned in a kind of harmonization of conditions, actions and behaviours.

Another model, the Viable System Model, looks at the organization internally and comes up with the following functional parts which interconnect with and influence each other as explained below:

  • Operations (the primary activities)
  • Delivery (managing the capacity of the organization to produce)
  • Coordination (the degree to which alignment of effort is achieved)
  • Monitoring (the way management performs its checks and receives feedback)
  • Development (obtaining intelligence from its environment to better anticipate risks and opportunities)
  • Policy (organizational identity enforcing and governance)

Note: The outside environment though not a part of the organization, constitutes a major factor with which the organization system interconnects and communicates.

The system approach explains why a new structure to be made effective may need changes in operations or in how management is performed. Emphasizing efficiency in operations while neglecting the development of new products/services may have short-lived success but ultimately bring failure. Incompatibility of operational outputs/products with the market needs should send a signal upward to management and further up to the development stage.

See our relevant articles in the “Ideas” section


Managing Change

Change is constant and happens to all without exception. Kotter’s 8 steps change process is widely accepted and is presented in the diagram above.
Don’t wait until your shareholders pressure you to do better?
Before you find yourself against the wall, take an early bold step to mend things and turn your company around.

Change programs may take one of the following forms:

(a) “Turn around” when rapid and a big change is needed
(b) “Evolutionary” when the organization adapts continuously to change
(c) “Revolutionary” when we come to a point that everything must change and now

“Evolutionary” change, that is a continuous adaptation, is the desired option

See our relevant articles in the “Ideas” section


Internationalization of Business

We help companies that wish to take their businesses abroad to take the right steps to internationalize through a systematic approach starting with which country to select and using tools like PORTER, CAGE, SCENARIOS, SWOT and Research (direct and indirect).

Competition is global, and you can no more ignore it. International businesses, nowadays, can take away from you significant market share and impoverish your company.
You have a choice either to stand by and watch your fall or to become proactive and seek to open up new markets abroad for your products or services.

To go abroad is a serious and arduous task requiring that you do your homework right, and even get some expert guidance to avoid pitfalls.

See our relevant articles in the “Ideas” section

Customer service

Customer Service and
Customer Experience

The company exists and its people, its workforce, are employed because they have customers to satisfy. Without customers, there is no business.

The daily service offered should reflect, what all of us say, that the Customer is King, not leaving this to lip service only.

Customer experience is, of course, a wider concept, to which customer service is a big part. Additionally, customer experience entails all the possible contacts a customer makes with the company, referred to as touchpoints, and it is at those points that the company should strive to excel.

See our relevant articles in the “Ideas” section

Training Programs

We coach and train management and staff to achieve improved performance and develop attitudes that promote the desired company culture. The Training Programs are subsidised by HRDA (ΑνΑΔ) for CY companies and in-house training may cost the client company nothing or very little; a great opportunity for ambitious firms to exploit.


What Clients Say

L.Zotiades Trading & Consulting Ltd - We recommend without hesitation P&E Sardos Business Solution International to any enterprise that seeks to expand profitably its business activities that would really give them the edge over their competitors

Seven Property Group 7 Μαρτίου 2016 - Η συνεργασία μας ήταν εξαίρετη, η έκθεση εισηγήσεων που μας έχετε υποβάλει ήταν πλήρης και τεκμηριωμένη, και θα είναι για μας ένα πολύ χρήσιμο εργαλείο για την πρόοδο των εργασιών μας και την ανέλιξη της εταιρείας μας.

Δήμος Λάρνακας 4 Μαΐου 2016 - Ευχαριστίες για τις πολύ χρήσιμες επισημάνσεις και συμβουλές για βελτίωση του εσωτερικού συστήματος λειτουργίας του Δήμου καθώς και για την άψογη συνεργασία που είχαμε

Electricity Authority of Cyprus which our CEO served as Area Manager Nicosia - His management effectiveness, innovative ideas and zeal led the Area to achieve continuous improvement raising both quality and production standards. His approach towards the customer, centred on the importance of the “customer experience”, proved to be one of the main factors that put the Area of Nicosia in first place in the EAC mystery shopping survey for 2011.                                                                                    

Ενδεικτικά Σχόλια συμμετεχόντων και ιδιοκτητών σεμιναρίων

Ακαδημία Δημόσιας Διοίκησης - μονοήμερο σεμινάριο Μάιος 2016 - Ο εκπαιδευτής είναι πολύ αποτελεσματικός και γνωρίζει καλά το αντικείμενο. Φαίνεται ότι κατέχει το θέμα και εμπειρικά - Εξαιρετικά χρήσιμη πληροφόρηση. Σίγουρα χρειαζόμαστε περισσότερο χρόνο. Με εντυπωσιάζει η γνώση και η εμπειρία του κ. Σάρδου.

Οργανισμός Νεολαίας Κύπρου – εργαστήρια με κατ’ ιδίαν συναντήσεις – Ιούνιος-Ιούλιος 2016 - Το περιεχόμενο των εργαστηρίων κρίθηκε ως εξαιρετικό από όλους τους συμμετέχοντες ενώ η προσωπικότητα, η μεθοδικότητα και η μεταδοτικότητα του εκπαιδευτή κ. Σάρδου αξιολογήθηκε ως άριστη από το σύνολο των συμμετεχόντων.

Δήμος Αραδίππου – Απρίλιος 2017 - Ο εκπαιδευτής του σεμιναρίου κος Πανίκος Σάρδος, μετά από διερεύνηση των αναγκών του Δήμου, παρουσίασε στους συμμετέχοντες καινοτόμες προσεγγίσεις για την εφαρμογή και υλοποίηση συγκεκριμένων εργαλείων αξιολόγησης και πρακτικές άμεσα εφαρμόσιμες στην Υπηρεσία μας. Πέραν τούτου και στο πλαίσιο αυτό, ο κος Σάρδος επέδειξε ζήλο, μεθοδικότητα και τεχνογνωσία του αντικειμένου του, καθώς και τρόπου εφαρμογής της γνώσης και των δεξιοτήτων που αποκτήθηκαν κατά τη διάρκεια του σεμιναρίου.