Primary services



Leadership is a dynamic force that, by its choices and decisions, drives the enterprise toward its goals and vision. A leader will continually be sensing the environment outside and inside the firm acting on the feedback to adjust the course of the company accordingly.

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

See our relevant articles in the “Articles & Ideas” section.




The 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 provides 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 entry scale, which time, which entry vehicle.

See our relevant articles in the “Articles & Ideas” section.




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 be 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 “Articles & Ideas” section.

Our way of thinking in other areas of leadership/management


Performance Management

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 solely as 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 demolish departmental silos and feudal mentalities.
See our relevant articles in the “Articles & Ideas” section.

operational audits1

Management and Operational Audits

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 in the areas:
·         Leadership’s alignment with your strategic statements of vision, mission, and objectives
·         Management’s decision-making, the delegation of authority and influence
·         Organizational structure – how consistent is it with 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 Indicators, KRIs, and Key Performance Indicators, KPIs

See our relevant articles in the “Articles & Ideas” section.


Organizational Design

Organizational Design

Organizational design is an arduous 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 type of organizational leadership, the quality/skills of the company people and the technological and other resources that will be available for use. It involves:

A structure that defines the reporting relationship and the responsibility levels within the organization
Systems, Processes and Methods that describe how things will be done
Decision Making Distribution; that is, whether it will be centralized, higher up, or decentralized, lower down
The Delegation of Authority that must always be accompanied by Accountability and preceded by appropriate Training

Other important guidance issues:

  • Lean systems: They clean the company from the complexity that crept into its systems for years of serving past needs. By incorporating new technology and other modern tools, they simplify structures and systems.
  • Financial health: It keeps the organization viable and provides the resources for funding projects necessary to implement strategy and continuous improvement schemes.
  • Vertical as well as horizontal organizational cohesion: Cultural links
  • Learning and transparent culture: Sharing knowledge across the organization

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

The purpose of the organization may determine to a great extent the nature of its organizational design. Innovative organizations, for instance, go for very lean structures with enhanced freedom of their members but pay great attention to their hiring process. Contrary, bureaucratic organizations adopt tall structures with a lot of emphasis on the systems and procedures.



The Systems Approach to Management

The Systems Approach to Management
Mckinsey’s 7S and the Viable System Model

Mckinsey to show the interconnection of the major organizational issues produced the 7s model for Organizations, by which the interconnection of the organizational components was graphically shown. So for example, Structure was interconnected with Systems, Staff, Style of leadership etc.

The model brings to prominence 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 elements of the model 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)

NB: The outside environment though not shown as a part of the organization, it, nevertheless, 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 more particularly to the development team.

See our relevant articles in the “Articles & Ideas” section.


Managing Change

Managing Change

Change is constant and happens to all without exception.

Kotter’s 8 steps change process is widely accepted as the standard on how to handle change and is presented in the diagram above.
Don’t wait until your shareholders anxiously pressure you to turn the company around?
Before you find yourself against the wall, take an early bold step to mend things and embark on the necessary changes in a timely and planned process.

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 “Articles & Ideas” section.


Business Internationalization

Business Internationalization

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 using tools like PORTER, CAGE, SCENARIOS, SWOT and Research (direct and indirect).

Competition is global, and no more can it be ignored. International businesses, nowadays, can come to your home market and take away from your company significant market share badly affecting your company’s viability.

You have a choice either to stand by and passively watch your fall or to become proactive and seek to go abroad and open up new markets for your products or services.

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

See our relevant articles in the “Articles & Ideas” section.

Customer service

Customer Service and Customer Experience

Customer Service and
Customer Experience

A company exists because it has customers. It offers employment to people because it must produce things for its customers. Without customers, there is no business.

What is so easily said that the Customer is King should not be left to lip service only, but the company’s products, policies and people should demonstrate it in all customer transactions during the daily operations.

Customer experience, of course, is a wider concept, to which customer service is a big part. Customer experience additionally 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.

Many firms will use technology to help them enhance their customer service and experience. Customer Relationship Management applications, nowadays, are widely employed in businesses with a varying degree of sophistication according to the particular needs of a company.

See our relevant articles in the “Articles & Ideas” section

training coaching1

Training and Coaching

Training and

Training will be targeted to address actual needs, and it will not stay in the training room. We will guide staff to transfer the newly learned skills to their workplace, and we will secure hierarchical consensus for any 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 raise awareness by setting appropriate questions.

Behaviour training and coaching: Indicative topics

  • Leadership and Management; Authenticity, consistency, trust-building and delegation
  • Emotional Intelligence; Learning to see and accept the others’ behaviour toward you as a reflection of your own behaviour toward them
  • Action-oriented; Getting things done, thinking without action is of little value
  • Being strategic; the hierarchy of things
  • Leading in a position of authority; Influencing others without the stick
  • Learning agility; A msut in a world of change
  • Giving and receiving feedback; it is both an art and a science
  • Conducting an effective meeting; Everyone must be heard and encouraged to contribute

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

See our relevant articles in the “Articles & Ideas” section.

Our Services and How we work

The areas of our services

Primary areas:

  • Leadership
  • Strategy
  • Culture

Other areas in which we can offer valuable services:

  • Management as a Systems Approach
  • Operations Management & Strategy
  • Performance Management
  • Productivity and Scaling up
  • Organisational Design including Systems and Methods
  • Change Management
  • Business Internationalization
  • Customer Service and Customer Experience
  • Training and Coaching
What distinguishes our specialized work

We have done some great work in Leadership, Strategy, Culture, but we have proven records of significant work in the wider spectrum of management something that gives us valuable insights to see and handle the interconnection of things in an organization before zooming in on the particular issues of concern.

What we will deliver
  • Customized solutions that address client needs
  • Sound and practical recommendations presented in the form of an action plan, with analysed actions, completion target dates, and defined roles and responsibilities.
  • Training and Coaching according to the client’s needs
Our Methodology
  • We work with you to identify the issues that concern you as well as to help your objectives clear to align with your business purpose (Assessment)
  • We then rank the needs to be addressed (Gap Analysis)
  • Together with you, we plan for solutions and other measures to achieve both long-term goals and quick results and early gains (Ranking)
  • We adopt a results-oriented approach (Action Plan)
  • Provide training, coaching, and evaluation to upgrade people’s capabilities
Our approach

We will:

  • Involve our top people at all stages of the project
  • Work alongside the client’s executives so as to combine our client’s experiences with our management expertise
  • Fit our advisory services to the client’s skill level and needs
  • Remain open and flexible for the customer to contact us
  • Offer an attractive price package
  • Provide performance guarantee if and when the client asks for it

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

Request a free trial of
Problem Solving or Coaching


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.