PAMETNA HRVATSKA Dijana i Viktor Vetturelli, powered by Janaf

Guest Diana i Viktor VeturelliHosted by Boris ŽivkovićMay 3, 2026

Diana i Viktor Veturelli

About this episode

What you'll hear in this conversation

Navigating organizational change often feels like wrestling with an invisible force — slow, resistant, and rarely aligned. Diana and Viktor Vetturelli, founders of Cohubs, argue this friction isn't inherent to people, but to the *process* itself. Their platform offers a different approach: accelerating transformations by empowering small groups within an organization to independently build shared understanding. The conversation explores how a digital solution can foster genuine internal alignment, shifting the focus from top-down mandates to collective discourse. You'll reconsider how much of your team's resistance to change is simply a reaction to a poorly designed change process, and how much is a natural response to a lack of shared meaning.

Insights from the conversation

What to take from this episode

Cohubs places groups of four to six people into structured online sessions, designed for them to "observe, reflect, and gain new insights" from colleagues without an external facilitator. The most profound shifts in understanding often occur when peers are given the space and framework to guide themselves, rather than being led by an expert.

Viktor Vetturelli emphasizes that people "have the option to decline" participation because you cannot demand someone learn or change. Genuine organizational change isn't about overcoming inherent resistance, but about creating an environment where individuals see and choose their own benefit.

Cohubs operates as a cloud-based solution, integrating with existing video platforms like Teams or Zoom, and simply providing a session link 24 hours in advance. For broad organizational adoption, new tools must fit seamlessly into existing workflows, not demand new software or complicated setups.

The "Transformiraonica" program, run during the pandemic, revealed that participants had their biggest "aha moments" when placed in breakout rooms alone, but guided by specific concepts. While structure is essential, true breakthroughs often happen when individuals are given the autonomy to explore ideas among themselves.

Diana Vetturelli notes that when asked to define terms like "agility" or "innovation," seven executives in the same room will give seven different answers, yet expect employees to align. Expecting employees to embrace change when leadership lacks a shared definition of its core terms is a recipe for confusion and slow adoption.

Diana Vetturelli recalls corporate change initiatives that "lasted about four years" and were met with immense internal friction. If your change efforts are consistently slow and resisted, the underlying process is likely the problem, not the inherent willingness of your people to adapt.

One of Cohubs' key benefits is giving people the chance to "observe what is happening in work and collaboration, reflect, gain new insights, and navigate a complex, dynamic environment more easily." In a rapidly changing world, the most valuable skill a company can cultivate isn't just adapting to a specific change, but training its workforce to continuously observe and make sense of new realities.

Viktor Vetturelli argues that companies should "give people the opportunity to use their brains" rather than relying on command-and-control systems. True organizational progress comes not from top-down directives, but from creating systems that tap into and coordinate the collective intelligence of every individual.

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