Zoran Bošković, founder and CEO of Sistemiv and co-founder and CEO of Planeta Sport: If the human is not at the center of the digital transformation, it will not succeed

In an era where markets are rapidly evolving and consumers expect instant and seamlessly coordinated services, an organization`s ability to combine speed, accuracy and stability has become crucial. Zoran Bošković, founder and CEO of Sistemiv and co-founder and CEO of Planeta Sport, explains in an interview for eKapija how large systems can maintain business continuity even in years full of uncertainty, when every operational detail matters. His experience shows that today`s leadership means more than making decisions - it is about a clear vision, organized processes and empowering teams to function independently, but in harmony.

- The year behind us has once again shown how important stability and clarity are in business. When you run a large retail system, with many stores, people and processes, uncertainty is felt not only at the level of strategy, but daily in the operational. It is in such circumstances that it becomes clear how important well-organized processes, good communication and teams, that know how to react without improvisation, are.

- Retail in the region is undergoing serious transformation. Customers expect speed, accuracy and a consistent experience, regardless of the sales channel. It requires much more than a good product or a strong offer.

It requires connected processes, real-time data, and organizations that can quickly adapt. Those who invest in operational efficiency and clearly defined workflows will have an edge. Digitization is no longer something that distinguishes companies, but a basic requirement to remain competitive. Customers today are very quick to recognize organizations that have internal discipline and those that rely on instant coping. That is why in the coming period the winners will be systems that manage to combine speed, accuracy and operational stability.

- Sistemiv was created from a very practical experience of working in large systems. For years I have observed how processes exist but are not clearly defined, documented or linked. People know how something is done, but that knowledge often remains in the heads of individuals and does not exist as part of the system.

Changes were often IT-dependent and took too long, while the business waited. The idea was to create a platform that allows processes to be clearly modeled, linked and changed in real time, without losing control. This is where the No-code and Low-code approach naturally follows, which allows business teams to actively participate in process management, without the need for programming.

This is how sSuite was born, as a solution for orchestrating business processes, based on the BPMN 2.0 standard, with a focus on the people who use those processes on a daily basis. We wanted processes to stop being an abstract or exclusively IT topic, but a tool that business really understands and uses. Sistemiv was born from the need to simplify complex systems, but without losing standards and reliability.

- More and more companies are realizing that traditional work models, where every change requires a long IT cycle, are no longer sustainable. The market changes rapidly, and business must react in real time.

We see organizations becoming more willing to take more responsibility for their own processes. In practice, this means that business teams want to be able to adjust their own workflow, rules and priorities, while IT retains control over standards and system stability. Such a balance brings speed, but also safety, which is perhaps the most important combination today. Flexibility is no longer a luxury, but a fundamental organizational capability. Companies that do not develop this in time very quickly enter the mode of constant reaction to problems.

- In practice, this means that digitizing a bad or unclear process only accelerates problems. If you don`t know how the process is supposed to work, no technology will solve it.

Real transformation starts with understanding workflow, responsibilities and goals. Only when the process is clear and measurable, the technology makes sense. Otherwise, we end up with a series of isolated automations that do not deliver systemic value. In such cases, the problems are just moved from one place to another. That`s why at Sistemivo we constantly emphasize orchestration, that is, understanding and connecting the process from beginning to end.

When companies accept this, they make changes more easily and achieve stable results. The importance of visibility and measurement is also often overlooked. Without a clear insight into how processes work, there is neither quality optimization nor good decision-making. Companies that introduce measurement and transparency early learn from their mistakes and make decisions based on data, not assumptions.

- If the human is not in the center, transformation will not succeed. Technology should simplify work, not complicate it.

When people understand processes and have the ability to influence them, change is accepted naturally. If not, resistance is inevitable. That`s why I believe in tools that are intuitive and tailored to end users, not just technical teams. People are the ones who give meaning to technology. When technology adapts to people and not the other way around, changes become sustainable.

- Young people bring new energy and a willingness to question established ways of working. They often don`t take things for granted, which is a huge advantage in a rapidly changing environment.

Our role as leaders is to provide them with an environment where they can learn, make mistakes and grow. When experience and a fresh perspective come together, teams are created that can push boundaries. In such an environment young people mature more quickly as professionals and future leaders. It is an investment that returns multiple times, both to the company and to the organizational culture.

- The main lesson is that stability comes from clarity. Companies that have organized processes, clear responsibilities and trust in teams can more easily go through uncertain periods.

In the following period, I expect an even greater focus on efficiency, orchestration and people. Those who recognize this in time will not only respond to change, but will have the capacity to initiate it themselves. In the years to come, it will not only be good ideas that will make the difference, but the ability to consistently implement them through a clear and stable system.