In the video, three alumni of both TIBA and the LJUBLJANA MBA share how the transition from internal leadership development to MBA-level study contributed to their growth, confidence, and leadership capabilities.

1. How does Zavarovalnica Triglav ensure that its talent development agenda directly supports its long‑term corporate strategy?  What governance structures and metrics do you use to keep leadership development and business objectives aligned?

At Triglav Group, talent development is embedded directly into our business strategy rather than operating as a standalone HR initiative. We systematically align leadership development with our long-term priorities – such as digital transformation, future workforce capabilities, and organizational culture evolution – by integrating programs like TIBA into core processes including workforce planning, succession management, and performance systems.

TIBA (Triglav International Business Academy) serves as a strategic internal talent accelerator, designed to identify, develop, and connect high-potential employees across the Group through real business challenges and cross-functional collaboration. Through its strong focus on strategic thinking, innovation, and leadership skills, TIBA directly supports the development of future leaders while reinforcing alignment with Triglav’s strategic priorities and organizational culture.

Governance of programs like TIBA and other development activities is ensured through a structured model linking Group leadership, HR, and business units. We use a combination of strategic dashboards, succession pipeline tracking, and program-level feedback loops to continuously monitor alignment and impact. This ensures that leadership development consistently reflects evolving business needs and contributes to long-term competitiveness.

2. In your experience, what are the most effective ways to measure the return on investment of leadership‑development programs (like TIBA)? Which indicators (e.g., succession pipeline readiness, innovation outcomes, retention rates) matter most to your management team?

We approach ROI in leadership development through a strategic rather than purely financial lens, focusing on outcomes that directly strengthen the organization’s future leadership capacity. The most meaningful indicators for our management team are succession pipeline readiness, the speed at which high potentials transition into leadership roles, and their ability to contribute to strategic initiatives.

In addition, we closely monitor retention of key talents and their engagement levels, as these reflect both the effectiveness and sustainability of development efforts. Programs like TIBA are also evaluated through their tangible contribution to solving real business challenges. Taken together, these indicators provide a holistic and reliable view of return on investment.

From our perspective, the real value becomes visible when we see participants thinking and acting more broadly across the organization, not just within their own function.

3. Who is actively involved in identifying and mentoring high‑potential employees beyond the HR department? How do senior executives, business‑unit leaders, and line managers each share responsibility for selecting and developing these talents?

Talent identification and development at Triglav are based on a shared ownership model that extends well beyond HR. While HR provides the structure, tools, and programme design, including defined policies for identifying key, high-potential, and young high-potential employees, business leaders play a central role in identifying high-potential employees and shaping their development paths.

Senior executives actively contribute by defining leadership expectations, mentoring programmes, and engaging directly with participants – often through exposure to strategic discussions and project evaluations. Business unit leaders co-own talent decisions in line with business priorities, while line managers are responsible for ongoing development through coaching, feedback, and enabling the practical application of learning.

Talent identification is supported by structured processes such as assessment centres and is further reinforced through development programmes and mentoring. This distributed model ensures that talent development is deeply embedded in day-to-day business and closely aligned with strategic needs.

4. How do the modules in TIBA strengthen core management capabilities, such as strategic decision‑making, communication, people management, and leading change, and prepare leaders to navigate cross‑functional challenges?

TIBA is designed as an experiential, business-driven programme that develops core leadership capabilities through a combination of strategic content, practical application, and cross-functional collaboration.

Participants strengthen strategic decision-making by engaging with topics such as innovation, sustainability, and digital transformation, while working on real business challenges that require structured problem-solving and judgment in complex environments.  Communication and influence are developed through intensive teamwork and in direct interaction with senior management, where ideas need to be clearly articulated and defended.

The program also places strong emphasis on people management and cross-cultural collaboration, as participants work in diverse, international teams, often stepping outside their usual roles and perspectives. This not only builds collaboration skills but also increases self-awareness and adaptability.

Finally, by working on real organizational challenges and simulations, TIBA builds the mindset and capabilities required to lead change and operate effectively across functions.

This holistic approach ensures that leaders are not only effective within their own areas, but are also able to navigate complexity, connect different perspectives and contribute at the level of the wider organization.

5. How do you decide when to complement in‑house programs with external education, such as the Ljubljana MBA? What benefits have you observed when managers combine the TIBA experience with MBA‑level study, and how does this shape succession planning?

We see TIBA as our core internal leadership pipeline, building strong business understanding, cultural alignment, and practical experience within the Group. More importantly, TIBA is something we genuinely feel proud of – it creates a strong sense of belonging, connection, and shared purpose across our people, which is difficult to replicate in any external setting. External programmes such as the Ljubljana MBA are used selectively, typically for individuals transitioning into senior or strategic roles, where broader perspectives, academic depth, and cross-industry exposure become critical.

From our perspective, the combination of TIBA and MBA creates a powerful profile: leaders who understand Triglav deeply while bringing fresh, external insights. In practice, we observe faster readiness for complex roles, stronger innovation capacity, and greater strategic confidence.

This layered approach also strengthens our succession planning: TIBA builds a broad talent base, while MBA-level development acts as an accelerator for key leadership positions, enabling a more differentiated and future-ready leadership pipeline.

Explore the LJUBLJANA MBA

The LJUBLJANA MBA is designed for experienced professionals who want to strengthen their leadership, broaden their business perspective, and prepare for the next stage of their career.

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