60 seconds with milena milicevic: “innovation often requires that we ‘break free’ from what made us successful in the first place.”

There’s a Peter Drucker quote Milena Milicevic likes to come back to: “I never predict. I just look out the window and see what’s visible – but not yet seen.”

Which, as it turns out, is a pretty good way into a conversation about innovation.

I know Milena through the Global Peter Drucker Forum (GPDF) community, and I’ve had the privilege of spending time with her twice in Vienna (2018 and 2019) and staying in touch with her for almost a decade now. Milena won the Drucker Challenge in 2016, then did something I love: she stayed deeply involved with it. She volunteered to help, became part of the Forum team, and today works on building its ecosystem of corporate, academic, and student participants.

This year’s GPDF theme focuses on innovation. What I like about Milena’s thinking is that she doesn’t treat innovation as shiny-new-thing territory. She thinks about the harder part: what do you have to let go of to make room for what’s next?

I’m honored for you to meet Milena in this 60 second Q&A. 

— meg

toth shop (ts): In 10 words or less, tell us what you do and what you're thinking about these days.

Milena Milicevic (MM): I am a business consultant focused on innovation and digitalization projects. I am also a non-profit founder and a citizen of the world. These days I am thinking about the joy of community building, using leverage, and the growth of consciousness. 

ts: Tell us a little bit about your experience with the Drucker Forum and the Drucker Challenge. What’s the Peter Drucker quote or work that you will always carry the flag for? 

MM: I won the Drucker Challenge in 2016 as the 2nd placed author in the Manager / Entrepreneur category. After my experience in the 2016 Drucker Forum, I was truly inspired.

Then, I expressed the initiative to join the Challenge team and help with the tasks that were required. Over the years, I have been also invited to be part of the Forum team. These days I am in charge of ecosystem partnerships with a focus on bringing more corporate, academic and student participants. 

And here is one of my favourite Peter Drucker quotes, “I never predict. I just look out the window and see what's visible — but not yet seen.”

ts: Peter Drucker argued that established organizations must innovate to survive. Why is meaningful innovation often hardest for organizations that have been successful the longest?

MM: Very often innovation requires that we ‘‘break free’’ from what made us successful in the first place. This applies to both individuals and organisations. 

Luckily, if persons and entire teams have accountability for their actions, it becomes easier to build something new. Persevering with what worked so far may be incredibly tempting, but also dangerous for future growth. 

The best advice would be: stay humble, open to feedback, and resilient.  

ts: How can an organization protect what it does well without allowing its past success to become a barrier to its future?

MM: Build within your standard operating procedures the opportunities for regular checking of your innovative actions and regular KPIs. As Drucker said, ‘‘What gets measured, gets managed.’’

Then, nurture the organisational culture where people can thrive on effective communication, emotional intelligence, resilience, and polite disagreement (if needed).

Finally, do not rest on the laurels of your previous successes. Always prepare something novel that will raise your bar in comparison to previous successes.   

ts: How can storytelling help an established organization honor its legacy without becoming trapped by it?

MM: Let the stories about your legacy be told by those who are not just immediately in your company. You should certainly involve your employees and other stakeholders. 

Yet, you can enable your community to share how they relate with your company. These people can be from different ages and generations - they can be from all walks of life. 

The future is created by stepping on the foundations for it. Therefore, Involve the upcoming generation of managers, activists, journalists, educators, entrepreneurs and decision-makers. 

ts: Every person we interview answers this same question last. Mile 18 is generally considered to be one of the hardest miles in a marathon. You're hitting a wall. You're forced to dig deep. What's Mile 18 in your line of work—or at a point in your career—and what do you tell yourself when you find yourself in the middle of a Mile 18?

MM: Thank you for this analogy! I did run a half-marathon in my beloved city of Belgrade in 2015. 

And there was that point when you certainly feel that you cannot continue running. Yet somehow you persevere, rest briefly, pick up your courage, strengthen up and continue thriving. Once you pass the finish line, you are incredibly delighted about your accomplishment, ‘‘Thank Lord I did not give up at that point earlier.’’

Since I originate from an emerging economy and I collaborate with many nations and several markets, my Mile 18 is connected to testing the maturity of certain ideas. I try not to be hard on myself and to keep believing that particular services or projects need time to bloom. 

I remind myself of the journey I went through so far. Also, I tell myself to rest enough; to be grateful.

For me, it matters to make an impact for businesses and non-profits that are ethical, growth-oriented and that create win-win deals.