How an MBA Opened the Doors to Strategic Leadership
“An MBA can be an incredibly powerful tool for growth.”
When Miroslav Ljubičić reflects on the days he enrolled in the COTRUGLI MBA, he jokingly admits he doesn’t know how he managed to handle everything at the time. “Back then, I had two newborn children, a job that required constant travel, and an MBA that demanded a huge commitment. Today, I wonder how I balanced it all, but the truth is, when you really want something, you find a way,” he says with a smile.
From Operational to Strategic
When he started the MBA, Miroslav was a Regional Marketing Manager for Eastern Europe. “It was my first serious managerial role. I didn’t have direct reports but led through influence. I had to implement strategies through salespeople who reported to their country managers. It was leadership without authority.”
But changes soon followed. Just a few months after completing the program, he became a Country Manager in Croatia and later a Regional Director for the entire Balkans. Suddenly, he was responsible for P&L, recruitment, people development, and implementing European strategies.
“My role shifted from operational to strategic. For the first time, I had direct leadership responsibilities and was involved in strategy. Later, I became part of the European management team, where we created and executed the 2020 strategy, followed by the 2025 strategy, and today we’re already working on the 2030 strategy. Over the past fifteen years, I’ve gone from being an implementer to someone who defines the company’s direction,”Miroslav explains.
How Did the MBA Help?
When asked how much the MBA influenced his career, he answers without hesitation: “There are two key reasons. The first is visibility. People in the company recognized that I was investing in my development. This opened the door to more challenging tasks. The second reason is the broader perspective I gained. I started seeing the bigger picture, not just through the lens of sales.”
One of the first tasks he was given, thanks to the MBA, was developing a people management policy for the entire company. “I was 30 years old, running workshops for country managers who were above me in the hierarchy. I taught them how to conduct performance reviews, development conversations, and structure people management. It was an incredible experience.”
He also fondly remembers some of the MBA modules. “Finance was my favourite. Professor Gupta was fantastic. And I remember the amazing group of people. Even though I was one of the younger participants, my peers became role models for me.”
Balancing Personal and Professional Life
Those years were intense: a new job, an MBA, and a young family. “Honestly, I have no idea how my wife and I managed it all. But when you have a clear goal and motivation, priorities fall into place. And I never saw it as a sacrifice. I wanted the MBA, and it was important to me.”
Leadership Through the Years
Miroslav emphasizes that his view of leadership has evolved with experience and different roles. “Leading a small sales team and leading a company with a thousand people are two very different things. But some values are universal: approachability, honesty, giving genuine feedback, and leading by example. You have to treat people as people.”
He particularly remembers a former boss who became a role model. “He had an incredible ability to make everyone in his presence feel seen and valued. He had no ego, constantly sought feedback, and worked on himself. That taught me how important it is to listen to people.”
Today, Miroslav takes on a mentoring role himself. “I’m passionate about developing people. I’ve led talent pool programs that functioned like mini-MBAs. We brought together people from different countries and backgrounds to learn from each other. Even now, I’m focused on developing new generations of talent within the company.”
Advice for Future Leaders
To those stepping into their first leadership role, he advises: “First, become a good manager. Learn how to set goals, give feedback, and handle difficult conversations. Without that, there’s no leadership. Second, work on personal development. Get to know yourself, seek feedback from others, and develop your listening and communication skills. And third, over time, develop a strategic perspective because a leader needs to think at least five years ahead.”
And what would he say to someone considering an MBA? “Ask yourself three times: why, why, why. If you can’t answer, maybe it’s not the right time. But if you can, an MBA can be an incredibly powerful tool for growth.”