Zlatko Dubljanin

For more than two decades, Zlatko Dubljanin, CEO of EIM, has been working at the intersection of technology, automation, and business transformation. His company specializes in solutions for document management, business process automation, digital signatures, and increasingly artificial intelligence — technologies designed to make organizations faster, more efficient, and fully digital.

Working primarily with major financial institutions, insurance companies, telecommunications providers, logistics companies, and public administrations across the region, Zlatko has spent over 25 years helping organizations adopt new technologies that streamline operations.

“In our daily work, we often say that only one thing is certain: nothing is certain. Everything flows, and everything changes.”

Over time, technologies evolve, systems transform, and teams change. Compared to twenty years ago, he observes far greater integration between technologies and teams, while the implementation cycle for solutions has become dramatically shorter.

“As soon as we implement one solution, the next day we are already expected to bring clients new technologies.”

Expanding Perspectives Through the MBA Experience

When Zlatko joined the MBA program at COTRUGLI Business School, he already had significant executive experience. His initial goal was relatively straightforward: deepen his understanding of economics and financial flows to complement his strong technical and organizational background.

“I came to the MBA as a CEO with broad professional experience, expecting to strengthen my knowledge in the economic segment of business.”

What changed most, however, was something he had not anticipated – a significant expansion of his perspectives, even in areas where he previously considered himself an expert.

The program helped me understand financial flows and strategic planning in a way that directly influences how I manage the company today. At the same time, it reshaped how I approach leadership, organization, and long-term planning.

Networking was another unexpected benefit. Zlatko initially believed this would not be particularly valuable, since he meets new people daily in his professional life. Yet the program introduced him to a community of peers with comparable levels of experience and strategic thinking.

“Having people who think on the same level, whether they agree with you or challenge your views, is extremely valuable.”

Many of those relationships evolved into long-term professional collaborations and friendships.

“When I finished the MBA, I truly became what my title says I am. I organize people better, understand strategy better, and plan much more effectively.”

Building Teams That Lead Without Micromanagement

Today, as his company continues to grow, in clients, products, services, and employees, Zlatko sees his primary leadership challenge in building teams capable of operating independently. The goal is to create professionals who can lead projects without constant oversight.

“My focus is forming teams that can take full ownership of projects, without the need for micromanagement from other leaders or me.”

Rather than assigning young employees only routine tasks, his approach is to develop them into leaders within their natural areas of expertise, whether development, implementation, integration, project management, or sales.

The idea is simple: empower talented individuals to bring new ideas and innovations that even educate the leadership itself.

“That is the real success — when people bring you new things and teach you something.”

For Zlatko, the ultimate leadership goal is not operational control but trust in the team. He jokingly describes his ideal “retirement” not as leaving the company, but transitioning away from operational tasks toward strategy and having more time to think.

Learning Through Responsibility and Controlled Mistakes

A key part of his leadership philosophy involves giving people responsibility early in their careers.

However, he emphasizes that throwing people “into the fire” must be done responsibly. Employees should be given challenging projects and real ownership, but also the support and structure necessary to succeed. Mistakes are acceptable if they do not endanger the company or client relationships.

“You should allow people to make mistakes, controlled mistakes that can be corrected without damaging the project.”

This approach helps employees grow faster and builds resilience, problem-solving ability, and leadership confidence.

Mentorship Through Real Projects

Mentorship has always played an important role in Zlatko’s career, although not always in the traditional sense.

At the beginning of his career, he was given responsibility almost immediately. “On my first day, I had a presentation in front of 25 people. My director simply said: ‘You can do it.’”

From that moment onward, he was expected to deliver results independently, without micromanagement. That early trust accelerated his development and shaped how he mentors others today.

Within his company, mentorship happens primarily through practice. Because the technologies they develop are complex and often unique, even experienced professionals must go through a learning process.

Young employees are often assigned major projects very early in their careers, sometimes managing large-scale implementations involving dozens of people and lasting more than a year.

“That is real, practical mentorship – learning through responsibility, supported by experienced colleagues.”

Leadership Forged Through Difficult Projects

For Zlatko, the moments that most strongly shape leaders are not smooth successes but difficult projects. Large and challenging projects forced his team to develop strong organizational capabilities. In one case, a major digitalization project required hiring and organizing more than 200 people within a single month, operating across multiple shifts. Other experiences involved projects that stalled despite the efforts of both teams and clients.

“These are the moments when leaders must make difficult decisions quickly to protect the project and the company.”

Such challenges, he believes, shape leadership far more than routine operations.

Lessons for the Younger Self

Looking back, Zlatko believes that leaders should not dwell on missed opportunities.

“Once you make a decision, you move forward. There is no point living in the past.”

At the same time, every decision offers a lesson that can guide future choices. If he could advise his younger self, he would encourage more boldness in certain situations – being more decisive and direct when necessary.

Yet he also recognizes that excessive aggressiveness might have closed doors later in his career.

His core philosophy remains simple: actions always return to you. “What you do will eventually come back to you.”

That is why his company emphasizes positive business relationships, even with competitors. In many cases, they cooperate rather than compete, focusing on creating new market opportunities rather than fighting over existing ones.

He often refers to this as a “blue ocean” approach, building new markets rather than competing in saturated ones.

Technology Leadership and Strategic Vision

Working at the forefront of technological innovation also comes with challenges. Markets in the Adriatic region are often cautious when adopting new technologies. “Everyone prefers to be second or third. Nobody wants to be the first.”

Despite this, Zlatko’s company deliberately pursues technological leadership. Their strategy is to continuously innovate, even if it means replacing their own successful solutions with better ones.

He points to Apple as an example: replacing the highly successful iPod with the iPhone. “It is much better to kill your own business than to let someone else kill it.”

What Defines a Successful Leader

For Zlatko, leadership in today’s world requires both technological awareness and strategic vision. Leaders must understand the technologies transforming their industries, but even more importantly, they must build strong teams capable of executing complex ideas.

“Without a team, ideas and execution simply do not exist.”

A successful leader therefore creates trust, protects the team, invests in innovation, and carefully balances costs, risks, and long-term strategy.

Ultimately, leadership is about planning the future while ensuring that the entire organization moves in the same direction. “Everyone on the boat must row in the same direction.”