Today, rapid, constant, and disruptive changes are the norm, and what succeeded in the past is no longer a guide what will succeed in the future. Twenty-first-century managers simply don’t (and can’t) have all the right answers. To cope with this new reality, companies are moving away from traditional command-and-control practices and toward something different: a model in which managers give support and guidance rather than instructions, and employees learn how to adapt to constantly changing environments in ways that unleash fresh energy, innovation, and commitment. The role of the manager, in short, is becoming that of a coach. This is a dramatic and fundamental shift.

To get managers really thinking about the nature of coaching, and specifically how to do it better in the context of a learning organization, researchers provide the 2x2 matrix as a simple but useful tool. One axis shows the information, advice, or expertise that a coach puts in to the relationship with the person being coached; the other shows the motivational energy that a coach pulls out by unlocking that person’s own insights and solutions. Therefore, the 2x2 matrix emphasizes the different styles of coaching.

Our ability to transform a company into a genuine learning organization depends on making coaching an organizational capacity that fits integrally within that company’s culture. To do so, researchers suggest a cultural transformation that involves the following steps:

· Articulate the “why.”Managers and professionals are busy people. If you want them to embrace coaching as not just a personal skill but also a source of cultural strength, you’ll have to make clear why it’s valuable for the business and their own success.

· Model the behavior. If you want the people you work with to embrace coaching, you first need to embrace it yourself. Modeling is powerful because it shows that a leader walks the talk and it builds momentum.

· Build capability throughout the organization. If you want to get the transformation all the way through the organization, your biggest challenge is to reboot your people managers.

· Remove the barriers. As part of the shift to a learning culture, employees have to abandon precision questioning in favour of a more coaching-oriented approach that involves asking questions such as “What are you trying to do?” “What’s working?” “What’s not working?” and “How can we help?”. However, old habits die hard. Only after organizations are able to remove significant barriers to change, employees start to understand that a change is well under way.

What are the benefits of a leader as a coach? In your opinion, is coaching as a discipline or profession gaining in importance and recognition? Did you ever wanted to have a coach to help you with your professional and personal growth?

Ibarra, H. & Scoular, A. (2019). The Leader as Coach. Harvard Business Review, 97(6), 110-119.

*Slovenian Research Agency, Program P5-0364 – The Impact of Corporate Governance, Organizational Learning, and Knowledge Management on Modern Organization, School of Economics and Business, University of Ljubljana.

Andreja Cavnik je svojo karierno pot pričela v Londonu v svetu nepremičnin, kjer je delala za eno najmočnejših nepremičninskih agencij v UK. Leta 2016 je odprla svoje podjetje, leta 2017 pa se je pridružila ekipi Tony Robbinsa, ki velja za #1 life in business strategista na svetu in se s tem podala v svet Fortune 500 podjetij.

Več kot 6 let je preživela v Londonu, 1 leto v Kaliforniji, ZDA, sedaj pa 4 leta na Novi Zelandiji. Ima izjemne izkušnje dela s korporacijami, ki se ukvarjajo z inoviranjem kulture, iskanjem novih poslovnih modelov, transformiranjem mindseta, postavljanja shadow in talent programov. Delala je z velikani kot so Apple, Vodafone, Citigroup, Microsoft ter drugimi Fortune 500 organizacijami. Njena posebnost pa je delo 1 na 1 z različnimi C-level managerji, s katerimi ustvarja in kreira nove razsežnosti. V svoji karieri je imela že preko 350 strank iz več kot 32 držav.

V prihajajoči številki HR&M revije je napisala tudi odličen članek z naslovom: “Talenti so naša prihodnosti.”

Naj quote: ''Be the tide that raises all boats.'' - John F. Kennedy  = ''Bodi kakor plima, ki s sabo dvigne vse ladje.''

Naj knjiga: Jih imam veliko, klasika je od Brene Brown - Power of Vulnerability, trenutno berem The Compound Effect by Darren Hardy,

Naj serija: še vedno Friends in pa How I met your mother. The Crown in pa The queen's Gambit bi bili pa bolj moderni,

Hobiji: Vsekakor fitness, funkcionalna vadba, tek, yoga, zumba oz ples, hribi; na Novi Zelandiji pa Scuba diving, surfanje in pa vsekakor kampiranje in odkrivanje vseh čudes tega prelepega otoka,

Najljubša hrana: Ko sem v tujini, bi moj odgovor na to bil vedno ''mamina polnjena paprika in pire krompir'' :) Ko sem pa v Sloveniji si pa tu in tam zelo rada privoščim kaksno jed s tartufi,

Najljubši podjetnik: Tony Robbins in pa Sara Blakely,

Naj App: trenunto mi je zelo vsec Calm, na splošno pa Audiable in pa Podcasts,

Trije nauki: bi jih najbrž najlepše na kratko povzela kar po nemškem filozofu Immanuel Kantu. V življenju se je vredno boriti za vsaj 3 stvari:

1. Imeti nekaj za početi (bodisi delo, kariera, hobi, nekaj kar nas navdihuje z občutkom koristnosti in kjer lahko izrazamo svojo kreativnost),

2. Imeti nekoga za ljubiti in

3. Imeti nekaj, kar nam vliva upanje za v nov dan.

*Slovenian Research Agency, Program P5-0364 – The Impact of Corporate Governance, Organizational Learning, University of Ljubljana, School of Economics and Business, Slovenia.

Challenges for Women in the Workplace

Scholars of gender inequality in the workplace are asked by companies to investigate why they are having trouble retaining women and promoting them to senior ranks. Ask people why women remain so dramatically underrepresented, and you will hear from the vast majority a lament—an unfortunate but inevitable “truth”: High-level jobs require extremely long hours, women’s devotion to family makes it impossible for them to put in those hours, and their careers suffer as a result. This explanation is called the work/family narrative.

In a 2012 survey of more than 6,500 Harvard Business School alumni from many different industries, 73% of men and 85% of women invoked it to explain women’s stalled advancement. Believing this explanation doesn’t mean it’s true, however, and researchers managed to put it seriously into question. Women were held back because, unlike men, they were encouraged to take accommodations, such as going part-time and shifting to internally facing roles, which derailed their careers. Taking this into account, there is an inevitable conclusion: for the firm to address its gender problem, it would have to address its long-hours problem.

The power of push factors:

• Work/family accommodations: Going part-time or shifting to internally facing roles provides an enticing off-ramp from the path of overwork, but those moves stigmatize women and derail their careers.

• The pressure to give up what they saw as their relational style in favour of the hard-charging “masculine” style: One female partner told researchers how an early mentor warned that relying on her well-honed relationship-building skills would communicate to prospective clients that “you don’t have a lot going on between your ears.”

• Poor reputation of female partners with children, whose mothering was roundly condemned: It can happen that successful women are described as bad mothers—“horrible” women who were not “positive role models of working moms.” For junior women facing decisions about being good mothers and having successful careers, such condemnation implies that professional commitment exacts a terrible cost.

Conclusion: Findings align with a growing consensus among gender scholars: What holds women back at work is not some unique challenge of balancing the demands of work and family but rather a general problem of overwork that prevails in contemporary corporate culture. Women and men alike suffer as a result. But women pay higher professional costs.

What would you suggest for organizations to include more women in high / senior positions? Do you believe that a gender balance is important for the successful functioning of an organization?

Ely, R. J. & Padavic, I. (2020). What’s Really Holding Women Back? Harvard Business Review, 98(2), 58-67.

*Slovenian Research Agency, Program P5-0364 – The Impact of Corporate Governance, Organizational Learning, University of Ljubljana, School of Economics and Business, Slovenia.

Dr. Jerca Legan Cvikl je doktorirala iz filozofije in teorije vizualne kulture in je antropologinja vsakdanjega življenja. Skoraj tri desetletja je ustvarjala in občasno živela ter veliko potovala po svetu. Je direktorica in strokovnjakinja za strateško komuniciranje v podjetju STATUS, kjer svetuje posameznikom in skupinam v javnem in zasebnem sektorju doma in v tujini. Nazadnje pa je zagrabila za nov izziv kot del trajnostnega slovenskega turizma na Blejskem jezeru STATUS Apartmaji.

V javnosti je poznana kot strokovna komentatorka, nekdanja raziskovalna novinarka in odgovorna urednica v tiskanih in elektronskih medijih, kot univerzitetna predavateljica in upravljalka dogodkov, poleg znanstvenih raziskav na področju humanistike nudi medijsko produkcijo in analize. Je tudi avtorica več sto strokovnih člankov in petih samostojnih knjig – dveh znanstvenih monografij o različnih medijskih pojavih Razgaljena: žensko branje v Sloveniji in Razgaljeni: medijski fenomen elit, specializiranih zakonskih priročnikov Poročila se bova in Za pr(a)vi korak, večjezične pravljice za otroke Drevo/Tree/Baum/L'Arbre, ki je bila v Parizu postavljena na oder, in pripravlja že naslednje knjige; na mnogih publicističnih projektih je tudi soavtorsko sodelovala. Leta 2003 je posnela tudi dokumentarec o Janu Plestenjaku, ki je bil predvajan na Kanalu A. V letu 2006 pa je vodila in komentirala enega izmed prvih resničnostih oddaj pri nas, Bar.

Dr. Jerca Legan Cvikl je prejela veliko uglednih mednarodnih nagrad in priznanj, kot so Ambasadorka znanja, Iconic Women creating a better world for all in Exceptional Women of Excellence. Leta 2009 je bila tudi nominirana za Femme Fatale. Že več kot 20 let je angažirana človekoljubka in ustanoviteljica mednarodne ženske organizacije Femmes Sans Frontières Foundation, kjer deluje kot snovalka, vodja projektov in mednarodna mentorica. Njen moto pa je: “Spreminjaj svet, kot bi želel v njem živeti.”

Naj quote: “Bodi sprememba, ki jo želiš videti v svetu«: M. Gandhi

Naj knjiga: Elif Shafak “The Forty Rules of Love” in David Foenkinos “Delikatno”

Naj serija: Borgen in Deklina zgodba

Hobiji: potovanja, ples in petje, pisanje, športno udejstvovanje – tek, potapljanje, pohodništvo

Najljubša hrana: pikatni zelenjavni nudli po azijsko z rakci in solata na 101 način

Najljubši podjetnik: Steve Jobs in Mary Barra

Naj app: Pages za ustvarjanje

Trije nauki:

1. (po)stanite zvesti sebi in ohranite kritično distanco

2. ne zapravljajte časa in energije za neumnosti, saj je življenje kot krogla, ki se nikoli ne vrne

3. stremite k ravnovesju v vsem, kar počnete

*Slovenian Research Agency, Program P5-0364 – The Impact of Corporate Governance, Organizational Learning, University of Ljubljana, School of Economics and Business, Slovenia.

It will be quite some time before we understand the full impact of the Covid-19 pandemic. But the history of such shocks tells us two things. First, even in severe economic downturns and recessions, some companies are able to gain advantage. Second, crises produce not just a plethora of temporary changes (mainly short-term shifts in demand) but also some lasting ones.

Any analysis of growth opportunities must go well beyond a simple categorization of what you already know. You need to challenge your ideas about what’s happening in your traditional business domains by taking a fresh, careful look at the data. This requires that you actively seek out anomalies and surprises.

• Dive deep into data: Anomalies usually emerge from data that is both granular (revealing patterns hidden by topline averages) and high-frequency (allowing emerging patterns to be identified rapidly).

• Take multiple perspectives: In the military, a technique for discovering what you don’t know is to use the “eyes of the enemy.” Military leaders ask themselves, What is the enemy paying attention to? and then shift their own attention accordingly to illuminate potential blind spots and alternative perspectives.

To figure out what business model the new normal requires, you need to ask basic questions about how you create and deliver value, who you’ll partner with, and who your customers will be. As an example, let’s look at how retail shopping businesses should be adjusting to the demand shift to digital.

• Can you take your value online? The value that many retailers provide to customers traditionally has come from the quality of their in-store service.

• Which platforms should you work with? The pandemic induced shift to digital shopping has made customers and firms more dependent on big digital platforms, including Google, Amazon, and Apple in the West and Alibaba and Tencent in Asia.

• Can you expand your customer niche? Digitization provides scope for niche businesses to expand their markets, perhaps across borders or into adjacencies not currently well served.

The Covid-19 pandemic has severely disrupted global consumption, forcing (and permitting) people to unlearn old habits and adopt new ones. A study on habit formation suggests that the average time for a new habit to form is 66 days, with a minimum of 21 days.

Which changes are you still expecting to face in the near future? Which trends uncovered by the current pandemic surprised you the most?

Jacobides, M. G. & Reeves, M. (2020). Adapt Your Business to the New Reality. Harvard Business Review, 98(5), 74-81.

*Slovenian Research Agency, Program P5-0364 – The Impact of Corporate Governance, Organizational Learning, University of Ljubljana, School of Economics and Business, Slovenia.

mag. Edita Krajnović, direktorica podjetja Mediade; inovatorka in neprestano v vlogi motivatorja sprememb

Mag. Edita Krajnović je direktorica v podjetju Mediade.Poklicno pot je začela kot asistentka za poslovne finance na Ekonomski fakulteti v Ljubljani, kjer se je uveljavila tudi kot nosilka izvirnih in učinkovitih strokovnih seminarjev za podjetja. Strokovni izziv jo je vodil v poslovno prakso, kjer je najprej kot direktorica trženja in nato kot izvršna direktorica poglabljala področji trženja in managementa.  V  podjetju GV Revije (izdajatelj Gospodarskega vestnika) je vodila prodajno ekipo z ambicijo: postati najboljša ekipa oglasnega trženja v Sloveniji. Ekipa se je dveh letih uvrstila med tri najboljše ekipe v Sloveniji. Za izvirno publikacijo Podjetniki v podjetju, namenjeno razvoju kulture inovativnosti in talentov, je v soavtorstvu leta 2006 prejela bronasto priznanje GZS OZ Ljubljana za inovacijo. Je vodja metodologije Zlata nit: izbor zaposlovalca letain Gazela: izbor najboljših med najhitreje rastočimi podjetji. Avtorica vrste strokovnih člankov na področju vodenja sodeluje tudi v izvršnem uredništvu MQ revije Združenja Manager in vodi delovno skupino za sodobno voditeljstvo. Je soustanoviteljica projekta Inženirke in inženirji bomo, ki srednješolce navdušuje za inženirstvo, tehniko, naravoslovje in inovativnost. V letih 2012 in 2013 je s skupino Formamas postala dvakratna svetovna prvakinja v show dance-u.

Več o Editinih izjemnih projektih si lahko preberete na:

· Inženirke in inženirji bomo https://www.inzenirji-bomo.si/ in tudi Inženirka Leta https://inzenirka-leta.si/

· Gazela https://www.dnevnik.si/gazela/o-projektu

· Zlata nit https://www.dnevnik.si/zlatanit

Naj quote: Nič posebnega nisem naredil, sam na iste stvari sem pogledal drugače kot vsi ostali pred menoj (Einstein).

Naj knjiga: Built to Last: Successfull Habits of Visionary Companies (Jim Collins and Jerry I. Porras). In seveda: Palčica (Michel Serre). Pa tudi: Tvegati lastno kožo (Nassim Taleb).

Naj serija: različne detektivske serije.

Hobiji: rekreativni tek, yogalates pri Mojci Randl, knjige, ples, delo z mladimi.

Najljubša hrana: vse izpod kuhalnice hčerke Aleksandre, ki ima neverjeten smisel za kuhanje.

Najljubši podjetnik: (Pre)dolga lista, veliko je ljudi, ki jih spoštujem in občudujem in sem vesela, da lahko z njimi sodelujem in se učim od njih.

Naj app:Sportstracker, WhatsApp

Trije nauki:

· Opazujte (inoviranje).

· Poslušajte (komunikacija).

· Bodite zgled (vodenje).

*Slovenian Research Agency, Program P5-0364 – The Impact of Corporate Governance, Organizational Learning, University of Ljubljana, School of Economics and Business, Slovenia.

Negotiators often mainly react to the other’s side moves. But for complex deals, a proactive approach is needed. Strategic negotiators look beyond their immediate counterpart for stakeholders who can influence the deal. They intentionally control the scope and timing of talks, search for novel sources of leverage, and seek connections across multiple deals. Researchers offer the key strategic principles negotiators should apply to their next complex deal.

What’s your Negotiation Strategy

• Rethink counterparts: People tend to pursue deals with the obvious parties. But we often overlook many others in the ecosystem surrounding the negotiation: our competitors, suppliers and customer – and their competitors, suppliers and customers. We need an approach that encompasses all the parties that can and will help us fulfil our objectives.

• Analyse counterpart’s constituencies: In high-stakes negotiations, we often talk about how much power and leverage the other side has, what the other side will or won’t agree to, and how to influence its behaviour. While viewing counterparts as if they were one monolithic entity is convenient, that attitude regularly leads to analytical and strategic missteps.

• Rethink the deal’s scope: The vast majority of negotiators take the fundamental scope of a deal as a given. They may consider a limited set of choices – for instance, shorter-versus longer-term deals – but by large and their tactics are guided by a comparison between their best alternative to a negotiated agreement and how close to some preferred outcome they think they can get. However, there are often significant opportunities to change the scope of negotiations and achieve much better results.

• Rethink the nature of leverage: Think beyond walkaway alternatives and consider multiple sources of not only coercive leverage but also positive leverage. By positive leverage, we mean things negotiators can uniquely offer to make the other side desire a deal rather than fear the absence of one.

• Look for links across negotiations: Most negotiators focus exclusively on maximizing the value of the deal at hand. A strategic approach requires considering success beyond the current deal and, in particular, how the precedents it sets will create anchors and shape dynamics in future negotiations.

• Consider the impact of timing and sequencing: Pressure tactics can often backfire. Careful consideration of how the other side is likely to respond should guide when to accelerate, slow down, or pause a negotiation.

• Be creative about the process and framing: When approaching a high-stakes deal with a powerful counterpart, many negotiators debate whether to start by issuing their own proposal or by asking the other side to do so. But such binary thinking blinds us to the many ways we might shape the negotiation process to reduce risk and increase the likelihood of a great outcome.

A strategic negotiation approach involves more than choosing a cooperative or competitive posture, and thinking in such binary terms is almost always counterproductive. Assessing connections between one negotiation and others with the same party over time, taking a hard look at whether they’re negotiating about the right things, and focusing on when and how to most effectively engage with the other side will unlock far more value for everyone involved in the negotiation process.

Hughes, J. & Ertel, D. (2020). What’s Your Negotiation Strategy? Harvard Business Review, 98(4), 76-85.

*Slovenian Research Agency, Program P5-0364 – The Impact of Corporate Governance, Organizational Learning, University of Ljubljana, School of Economics and Business, Slovenia.

Mag. Ladeja Godina Košir je ustanoviteljica in direktorica platforme Circular Change ter predsednica Evropske platforme za krožno gospodarstvo ECESP (nick name: Krožno gospodarstvo na dveh nogah). Leta 2018 je bila finalistka za nagrado The Circulars 2018 v kategoriji Circular Economy Leadership Svetovnega gospodarskega foruma v Davosu., prepoznana kot "regionalni motor krožne tranzicije". Svoj magisterij je zaključila na Fakulteti za Družbene vede. Ladeja je tudi gostujoča profesorica na Doshisha Univerzi na Japonskem in tudi so-voditeljica raziskovalne skupine Circular Economy Systems na Bertalanfy Center for the Study of Systems Science (BCSSS) na Dunaju. Vsako leto sodeluje na več kot 40 različnih dogodkih v Evropi in po svetu.Kot cenjena govornica je nastopila v več kot 30 državah, na konferencah od Japonske pa vse do Savdske Arabije.

Leta 2020 je bila uvrščeni na seznam nove kampanje Evropske komisije #EUwomen4future. Ta vključuje 23 izjemnih žensk z različnih področij, od tega jih 10 prihaja s področja znanosti, raziskav in inovacij. Kampanja, ki jo je predstavila evropska komisarka za inovacije, raziskave,kulturo, izobraževanje in mlade Mariya Gabriel, vključuje izjemne ženske, dejavne na področju raziskav, inovacij, izobraževanja, kulture in športa.

Sodeluje tudi v Upravnem odboru Sekcije žensk v Združenju Manager, kjer si želijo uravnoteženosti na vodilnih položajih – mešani timi dokazano bolje delujejo. Računam na generacijo, ki zdaj vstopa na karierno pot, da bo modrejša, kot smo bile me.

Zase pravi, da je »orkestratorka« procesov, ki vodijo v trajnostno preobrazbo. Sodeluje z vladami, podjetji, mesti, znanstvenimi institucijami, nevladnimi organizacijami.

Naj quote: "There is a crack in everything, that is how the light gets in" Leonard Cohen

Naj knjiga: spreminjajoča se grmada knjig na moji nočni omarici (trenutno Ubuntu - Mungi Ignomane; Dougnught Economics  - Kate Raworth; Ogledala - Vesna Milek; Do less, get more - Shaa Wasmund; Goodbye Things - Fumio Sasaki in ponovno tudi Ljubezen v času kolere - Gabriel García Márquez)

Naj serija/film: Danska serija Oblast / film In the mood for love - Wong Kar-wai

Hobiji Qi Gong, joga, jadranje, različni športi v rekreativnih izvedbah, branje, filmi, potepanja, parfumirane sveče in rezano cvetje

Najljubša hrana: Sushi, divji ulovi iz jadranskega morja in kulinarična razvajanja v izvedbi moje najstarješe hčere

Najljubši podjetnik: Jacinda Ardern - izjemna voditeljica - vodenje države zagotovo zahteva tudi managerske sposobnosti:)

Naj app: Booking.com (trenutno žal bolj v mirovanju)

Zaključna misel: Na svoji svoji življenjski poti se kar naprej brusimo & učimo.

*Slovenian Research Agency, Program P5-0364 – The Impact of Corporate Governance, Organizational Learning, University of Ljubljana, School of Economics and Business, Slovenia.

Coaching for change

• Change is hard. Ask anyone who has tried to switch careers, develop a new skill, improve a relationship, or break a bad habit. And yet for most people change will at some point be necessary - a critical step toward fulfilling their potential and achieving their goals, both at work and at home. They will need support with this process. They’ll need a coach. Researchers developed a framework that can help you to support people with challenges.

• Spot the opportunity: If you pay attention, you’ll start finding “coachable moments” – opportunities to help people with their development – everywhere. Sometimes people are aware they need to shift gears as the challenge is evident, in other cases they experience a wake-up call. Moreover, the research of Avolio suggests that it’s useful for organizations to assess and sometimes even enhance the readiness of employees they’ve chosen for development, otherwise it won’t be as effective.

• Set the groundwork: Numerous studies have shown that people tend to achieve more, in a more sustainable way, when they’re in a positive state both psychologically and physically. Therefore, it is important to coach with compassion. Another important aspect is to guide the person you’re coaching toward an accurate assessment of his or her real self, which consists of two components: what people know about themselves, and their understanding of how others experience and think of them. Next is the learning agenda, where the idea is to leave people feeling energized and empowered to improve.

• See things through: Change efforts of any kind require time and energy. Even the best-laid plans sometimes fail or take a while to pan out. Typically, it takes from 18 to 254 days to form a new habit. Skill building, relationship management, and career change require even greater commitments, with many stops and starts.

• If you’re a manager, your most important job is to help those around you reach their greatest potential and when you coach with compassion, it becomes contagious.

Boyatzis, R., Smith, M. & Van Oosten, E. (2019). Coaching for Change. Harvard Business Review, 97(5), 151-155.

Prof. dr. Matej Černe, izredni profesor za področje managementa na Ekonomski fakulteti Univerze v Ljubljani

Prof. dr. Matej Černe je izredni profesor za področje managementa na Ekonomski fakulteti Univerze v Ljubljani. V raziskovalnem in pedagoškem delu se osredotoča na inovativnost, ustvarjalnost, organizacijsko vedenje ter vodenje in oblikovanje dela v digitalni dobi. Za svoje raziskovanje je prejel številne nagrade (nagrade za najboljšega recenzenta konference Academy of Management Annual Meeting, raziskovalna nagrada združenja CEEMAN, EDAMBA nagrada za eno izmed top10 doktorskih disertacij v Evropi, nagrada za najboljše objavljene članke na EF, Svečana listina Univerze v Ljubljani mladim visokošolskim učiteljem in sodelavcem) in objavljal v najboljših revijah s področja managementa (kot na primer Academy of Management Journal, Leadership Quarterly, Journal of Organizational Behavior ali Human Resource Management). Deluje tudi kot član uredniških odborov v revijah Leadership Quarterly, Human Resource Management Review ter Human Resource Management Journal ter glavni in odgovorni urednik revije Dynamic Relationships Management Journal.

Par zanimivosti o profesorju dr. Černetu. Bil je prvi v Sloveniji, ki je diplomiral po bolonjski reformi.  V srednji šoli si je za cilj zadal prebrati vse knjige v novomeški knjižnici (obupal je šele nekje pri pravu/javni upravi). Obiskal je že 46 držav sveta in njegov cilje je vsaj 100. Večkrat je že hodil po žerjavici.

Naj quote: "Better well done than well said" (Ben Franklin) oz. "Do or do not, there is no try" (Yoda)

Naj knjiga: karkoli od Jamesa Pattersona, za ravnotežje in sprostitev

Naj serija: Seinfeld

Hobiji: košarka, branje

Najljubša hrana: ajdovo-krompirjevi žganci

Najljubši podjetnik: ne vem če bi lahko res koga ekstra izpostavil kot celoto, fascinirajo me nekatere lastnosti - Muskova kapaciteta razmišljanja in delovnaja, vizija Tonyja Hsieha, strast Marka Cubana, trma Evana Spiegla

Naj app: Snapchat

Trije nauki:

1) Ne se bati ciljati visoko;

2) Treba je trdo delat, ker se stvari ne doseže same od sebe;

3) Svoj čas in energijo namenite samo stvarem, ki so (hkrati vse troje) vrhunske, vas osebno zanimajo in vključujejo sodelovanje s pravimi ljudmi (naučite se reči ne).

*Slovenian Research Agency, Program P5-0364 – The Impact of Corporate Governance, Organizational Learning, University of Ljubljana, School of Economics and Business, Slovenia.