In today's fast-changing business environment, companies that thrive are those that invest in their people – not only to meet current challenges but to build resilient teams for the future. Coca-Cola HBC B-H has distinguished itself as an organization that develops leadership from within, nurturing talent through structured programs and long-term vision.
These are the questions for Dora Strezova-Nikolova, General Manager of BU Adria at Coca-Cola HBC, about how the company cultivates talent, balances local and global perspectives, and creates opportunities for career growth within a global system.
During your masterclass session, we saw that Coca-Cola HBC had established itself as a company with a strategic approach to employee development. From your perspective, what are the essential elements of a sustainable talent development system?
A sustainable talent development system is built on three pillars: clarity of purpose, continuous learning, and empowerment. At Coca-Cola HBC, we align individual growth with business strategy, ensuring that development is not just a personal journey but a driver of organizational success. We invest in structured learning paths, mentorship, and real-time feedback, while also fostering a culture where people feel safe to take initiative and learn from failure. Sustainability comes from consistency, adaptability, and a deep belief in people’s potential. The consistent commitment to our people development translates in the many successful career journeys and people stories we have in our organisation.
You mentioned that many of your current leaders began their careers as trainees. How are your early career programs designed to help participants not only gain operational knowledge but also develop strategic thinking and leadership capacity?
Our early career programs, such as the International Management Trainee Program, are immersive by design. Participants rotate across functions and markets, gaining a 360-degree view of our operations. But beyond operational exposure, we embed leadership labs, strategic projects, and executive mentoring into the experience. This helps young professionals not only understand the “how” but also the “why” behind decisions, encouraging them to think like future leaders from day one. We also have a more than 10 graduate trainees in many departments that gives an opportunity to young talents to enter in the organization and to learn from their mentors and colleagues and work on real projects and programs.
Internal mobility is a hallmark of Coca-Cola HBC’s talent strategy. What does the process of identifying and selecting employees for international opportunities look like, and what benefits does this mobility offer both the company and the individuals involved?
We use a transparent, data-informed talent review process that identifies individuals with both performance and potential. Mobility discussions are part of regular career conversations, and we encourage cross-market moves as a way to accelerate growth. The benefits are mutual: individuals gain broader perspectives and skills, while the company builds a more agile, culturally fluent leadership pipeline. It’s a win-win for innovation and resilience. We have many examples of successful international careers, and we strongly believe this is an asses to our company.
How do you balance the local specificities of the Bosnian market with corporate standards and international expectations when it comes to developing human capital?
Great, talented people that are more than able to be successful in global corporations can be found in the Bosnian market – we have many examples of that. Let me just use the one of Amela Čengić, our marketing and commercial excellence director for business unit Adria. Simply, we operate with a “glocal” mindset—global frameworks adapted to local realities. In Bosnia, for example, we tailor our leadership development to reflect local market dynamics, cultural nuances, and talent availability, while still aligning with Coca-Cola HBC’s broader leadership model. This ensures relevance without compromising consistency. Our local human resources team plays a key role in translating global strategies into meaningful local action.
In an era where employee loyalty is often seen as outdated, how does Coca-Cola HBC maintain strong engagement and long-term motivation among employees who want to grow their careers within the organization?
We believe that purpose, growth, and recognition are the cornerstones of engagement. Our people want to feel that their work matters, that they are growing, and that their contributions are seen. We offer clear career paths, celebrate achievements, and foster a culture of inclusion and belonging. Our internal surveys show that employees who see a future with us are more likely to stay and thrive. And they truly do have an opportunity to grow their careers since we have great examples of people from the Adria markets working in different positions and different markets across the organization. We are committed to drive evolution if our work and organization listening to the feedback from our employees and improve constantly.
How do your leaders recognize and nurture hidden potential within the company – those individuals who may not be the most vocal but demonstrate consistency, initiative, and responsibility?
We train our leaders to look beyond visibility and focus on behaviors and impact. Tools like 360-degree feedback, talent calibration sessions, and leadership assessments help us spot individuals who may not be the loudest in the room but consistently deliver, take initiative, and embody our values. Once identified, we provide them with stretch assignments, mentoring, and exposure to help them grow into their full potential.
