Drago Smuk
Episode · #734
MISLIŠTE Drago Cmuk
Guest Drago SmukHosted by Sandro KraljevićMay 3, 2026
Drago Smuk
About this episode
What you'll hear in this conversation
Drago Smuk, a partner at Forvis Mazars Digital, begins by noting how “serious” his work in digital transformation sounds. Yet, he argues that the greatest seriousness in any endeavor comes from a childlike immersion in play — a state of complete presence and absorption. For Smuk, this unorthodoxy is central to his approach: after years of seeing complex digital projects stall at major companies like Rimac and Končar, he realized the technology was rarely the bottleneck. Instead, he found that "ninety percent of organizational change is about people." You will walk away rethinking where true business seriousness lies, and why the human element is not a 'soft skill' but the hardest problem to solve.
Insights from the conversation
What to take from this episode
01
Drago Smuk initially focused on software and processes for major digital transformation projects, but after watching them stall at companies like Rimac and Končar, he concluded that "ninety percent of organizational change is about people." The lesson is that no amount of technical perfection can overcome human resistance; the human element is the primary constraint.
02
When asked about the 'seriousness' of his work, Smuk argues that true seriousness is achieved when a person is "immersed in play like a child." This means that deep engagement and a state of flow, essential for complex problem-solving, often arise from a relaxed, almost playful approach, not rigid formality.
03
Smuk insists that clients use the word 'problem' rather than 'challenge' for their difficulties. He believes that sugarcoating an issue prevents an honest assessment; if a problem isn't acknowledged as significant, then the opportunity it presents won't be perceived as significant either.
04
People often resist change not because they dislike change itself, but because they dislike being changed. Smuk explains that individuals build a self-image and narrative from a young age, and any proposed change that threatens this established identity will be met with strong opposition.
05
Smuk observes managers in their forties still pursuing "childhood dreams" like expensive cars, rather than developing a unique adult identity. This suggests that unaddressed questions of self-awareness and core values from youth can drive adult professional ambitions, leading to superficial pursuits instead of genuine growth.
06
A younger, digitally-savvy employee can be perceived as a direct threat by an older manager, leading to resistance to new tools and processes. The issue isn't a lack of technical understanding but an ego threat, as the manager struggles to redefine their value in a rapidly changing digital landscape.
07
Smuk uses a radio slogan to describe digital transformation: "it hits you whether you want it or not." The point is that digital adoption, especially with technologies like AI, is not a discretionary investment but a competitive imperative. If your company doesn't embrace it, a competitor will.
08
Funding and digital tools are readily available for transformation initiatives, but Smuk states that the real question is always, "Do you know what you want? Who are you? Who are your colleagues? What is your story?" Strategic clarity and a compelling internal narrative are more critical prerequisites than resources or technology.
09
Smuk sought a psychotherapist as a business partner for his firm, recognizing that managing human dynamics – from leadership alignment to addressing difficult employees – is central to successful transformation. The 'soft skills' of understanding human behavior are often the most critical tools for solving 'hard problems' in organizational change.