Sanja Petek Muječić
Episode · #279
KULTURA KOMUNICIRANJA Sanja Petek Mujačić
Guest Sanja Petek MuječićHosted by Boris ŽivkovićMay 3, 2026
Sanja Petek Muječić
About this episode
What you'll hear in this conversation
The past year redefined what it means to lead and communicate within an organization. As President of Houseke & Partner for Croatia, Sanja Petek Muječić has guided companies through this fundamental shift, seeing firsthand how the demands on leadership have changed. She argues that the era of simply setting strategy is over; leaders are now expected to embody company values, inspire by example, and communicate with empathy. This conversation explores how organizations are adapting to constant unpredictability, what remote work means for team culture, and why the strength of internal bonds now matters more than ever.
Insights from the conversation
What to take from this episode
01
When the crisis hit, Houseke & Partner found their biggest challenge was not internal process changes, but adapting to the new problems clients faced. Periods of disruption shift the nature of client needs, pushing consultants to develop new skills and find opportunities in unforeseen areas.
02
The biggest lesson from the past year, Sanja says, was the sheer unpredictability of events — something previously theoretical for many businesses. This forced companies to turn inward and discover their core strengths, revealing that internal cohesion, trust, and team connection are more vital than any number of contingency plans.
03
For Houseke & Partner, digitalization didn't primarily change their internal operations; it changed the kind of problems clients brought to them. The focus shifted to organizational culture and development, as companies realized how digital changes affect internal dynamics, cooperation, and how employees accept new ways of working.
04
How companies adapted to rapid change depended heavily on their starting point; those already undergoing transformation found the transition easier. Others were forced to change "overnight," demonstrating that proactive, continuous organizational development acts as a shock absorber when sudden shifts occur.
05
Leaders remain visionaries and strategists, but their role has fundamentally changed from prior years. They are now expected to motivate and inspire by example, demonstrating company values through empathetic, authentic communication, rather than simply directing from above.
06
Remote work "makes it harder" to develop organizational culture, Sanja says, because the dislocation complicates sensing and seeing how people behave and interact. Without shared physical rituals and daily interactions, it becomes more difficult to transmit team spirit, onboard new employees, and manage desired cultural patterns effectively.
07
Employees are truly engaged, Sanja explains, when they understand the company's purpose and the context of their specific role. This engagement is further solidified when they have opportunities for continuous personal and professional growth, coupled with a degree of autonomy in their work.
08
Younger generations, Sanja notes, have been "raised to question authority" from an early age. This foundational difference means they expect a higher degree of transparency, involvement, and justification from employers, shifting the traditional dynamics of organizational communication.