Dušan, what brought you to collaborate with NEWTON University?
What brought me here was a shared vision of what truly holds value in education. I spent a large part of my professional life in environments where knowing the theory or the right terms wasn't enough. It was necessary to distinguish what carries weight, what comes first, and how to make decisions when reality is far from clear.
That is why I feel a kinship with an environment that doesn’t just want to pass on knowledge to students, but also judgment, discernment, and the ability to decide in situations that are not simple. That is where my collaboration with NEWTON University makes the most sense.
You spent much of your career in an international environment. What did this experience give you for your current role?
It gave me a broader perspective on what actually works at work and what is just 'well-packaged form.' In an international setting, one quickly realizes that it’s not enough to sound smart or rely on a prestigious title or processes.
Sooner or later, the quality of judgment, the decision-making process, and how a person treats others when things stop going as expected will be revealed. I realized that certain things are universal: people need to know where they stand, understand the meaning of their work, and feel that decisions arise from clear priorities and accountability, not just momentary pressure.
The Gap Between Theory and Practice
Today, you focus on connecting the academic world with practice. Where do you see the biggest gap between what is taught and what companies actually need?
In my opinion, the biggest gap is between knowledge and judgment. Students often learn concepts and models, but there is much less focus on how to evaluate a situation when information is missing and priorities clash.
Companies rarely deal with textbook problems. They face ambiguous assignments and the need to reach agreements with people who see things differently. Therefore, it is no longer enough to raise graduates who can describe theory. Companies need people who can distinguish the essential from the merely urgent and maintain quality of judgment even in complex situations.
How are the expectations of students and the younger generation changing regarding education and leadership?
The younger generation expects a stronger connection to reality. They want to understand why they are learning something and how they will use it in practice. Leadership is changing similarly. In the past, formal authority was enough; today, young people watch much more closely whether what a person says matches what they do. They aren't looking for perfection, but for clarity, consistency, and a human touch.
You often talk about decision-making under uncertainty and pressure. Can this even be taught in school?
Yes, it can. But not as a set of rules. Decision-making under uncertainty can be trained very effectively. A school can create situations where students work with incomplete information and time constraints. What matters is not just the conclusion they reach, but how they think and how they determine the order of priorities. That is where judgment begins to form. Good teaching prepares a person for the fact that not every decision is comfortable and an ideal option does not always exist.
The Future of Management and AI
How should management education transform to match today’s reality?
Education should shift from seeking 'right answers' to working with actual complexity. The world does not function linearly. We need to teach how to recognize what is truly happening in a situation. Otherwise, there is a risk that a person will mistake activity for management. Good education should work with simulations and situations where no single ideal solution exists.
What do companies truly expect from management graduates today?
They expect people who can think through dilemmas. They value those who can challenge their first conclusion and offer a perspective that makes sense even in a volatile environment.
This is where AI will become increasingly important. Not as a shortcut to a quick answer, but as a tool that helps reveal blind spots in our reasoning. Alongside this, companies expect human maturity – the ability to take responsibility and stand firm when things don't go according to plan.
You have worked with many large organizations such as ČEZ, Coca-Cola, O2, or Česká spořitelna. Do you see common leadership challenges among them?
Yes. I often see tension between the speed and quality of decision-making. In many companies today, the problem is not a lack of information, but an excess of it. I don’t view leadership merely as a communication skill, but as the ability to create an environment where people have clearer roles and clear priorities. That is where the healthy functioning of an organization begins.
Personal Development and Studying in English
How is the role of a manager evolving across generations?
A manager today must be able to create order in an environment that is faster and full of conflicting expectations. Formal roles are no longer enough. Leadership is decided by everyday practice. A manager must combine a human dimension with a firm internal posture.
What should a modern student take away from management studies to be truly ready for practice?
Mainly the understanding that reality is not as neat as it looks in theory. Students should gain the ability to discern what actually moves the needle. It is equally important to understand that work is not just about skills, but about reliability, the quality of collaboration, and how one carries their share of responsibility.
What personally fulfills you about working with students?
I enjoy the moments when a person stops repeating learned answers and starts truly thinking. Working with students also forces me to constantly refine my own thoughts and formulate them so that they don't lose depth but still make sense.
When you are not working, what do you do to 'unplug'?
Changing my environment and rhythm helps. I love traveling, music (playing guitar and piano), and high-altitude hiking. It returns me to simplicity and the realization that not everything can be managed by force. I am also interested in history and I enjoy writing.
Why should students consider studying management today?
Because management is not just for future executives. It is a way to better understand the world of work, make better decisions, and navigate it with greater orientation and accountability.
And why study in English? What is the added value?
English is already the natural language of business. Studying in English forces one to formulate thoughts more precisely and think in a broader context. You aren't just learning a language; you are entering a global world where you will likely spend your career.
What is the one piece of advice you would give to students who want to succeed in management?
Learn to work with people as soon as possible, not just with tasks. Expertise is important, but it’s not enough. Eventually, it becomes about your ability to listen, name the problem, and move things forward even when there is no easy solution. Management is not just about performance; it is about working with people, pressure, and consequences.
Who is Dušan Sameliak?
Dušan Sameliak is an expert in management, leadership, and organizational development with over 20 years of experience. He currently serves at NEWTON University within the International Studies program, where he focuses on teaching management and bridging the gap between academia and practice.
His professional background is rooted in international experience, including roles at Coca-Cola, where he held commercial and managerial positions and contributed to the creation of sales and marketing strategies as well as team development. He also leads a training and consulting platform focused on the development of managerial and sales teams in the Czech Republic and abroad.
As a consultant and lecturer, he has collaborated with leading companies such as ČEZ, O2, Česká spořitelna, ING, Allianz, mBank, Danone, Heineken, EY, and Raiffeisenbank, focusing on leadership development and management efficiency. He has long been dedicated to how the role of management is transforming in response to increasing complexity and generational shifts.
