RITAM POSLA Ratka Jurković

Guest Ratka JurkovićHosted by Lidija KiseljakMay 3, 2026

Ratka Jurković

About this episode

What you'll hear in this conversation

The conversation begins with the premise that crises are an economic inevitability, not an anomaly—a concept Ratka Jurković has seen play out repeatedly across her career. She argues that what truly separates resilient organizations from those that falter isn't just strategic agility, but two fundamental factors often overlooked in calm times: strong cash reserves and an even stronger organizational culture. Jurković, the director of Swan Consulting, draws on decades of experience advising businesses through upheaval. She reveals how leadership is tested when the market turns, exposing the lasting impact of choices made under pressure. This discussion offers a clear perspective on how to build enduring structures and lead with integrity, even when the ground feels unstable.

Insights from the conversation

What to take from this episode

Jurković frames economic downturns not as unforeseen events, but as a return to the biblical analogy of "seven fat and seven lean cows," a foundational principle of economics. Crises are not anomalies to be avoided, but predictable phases in an economic cycle; a historical mindset is crucial for preparing for the inevitable.

In the latest wave of disruptions, Jurković observed two critical buffers for companies: their cash position and the strength of their organizational culture. When external forces are overwhelming, financial liquidity and the invisible bonds of culture become an organization's most potent defenses, not just strategic planning.

The example of a company that laid off staff only to rehire them six months later reveals a common short-sighted response to crisis. Treating employees as disposable costs, rather than core assets, destroys trust and makes future re-engagement difficult, incurring long-term costs that far outweigh short-term savings.

Jurković states that in the recent crises, the most crucial factor was "how much of a human you were" as a leader. True leadership in times of adversity is not just about making tough decisions, but about demonstrating humanity; people remember how they were treated long after the crisis passes.

Much of an organization's culture is "invisible" and often taken for granted, shaping daily operations without explicit rules. Culture is the enduring, often unstated, fabric that holds an organization together, continuing to influence behavior and resilience even when its founders or key leaders are no longer present.

The core of organizational culture is directly tied to "the value system of the people who founded the companies or who are very significant leaders." A leader's fundamental beliefs about business and human nature — whether competitive or collaborative — inevitably become the default operating principles of their organization.

Jurković describes a sales culture where a "Machiavellian" salesperson who hits targets through questionable means receives a bonus, despite customer complaints. The actual culture of an organization is not defined by its stated values, but by the behaviors it implicitly or explicitly rewards; people will emulate what they see leads to success.

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