UPDATE: Montenegro is at a critical juncture, facing significant challenges that hinder sustainable progress, according to prominent management expert Darko Tipurić. The nation’s vast potential in natural resources, energy, and tourism remains untapped due to entrenched institutional weaknesses that prioritize short-term political interests over public good.
Tipurić, director of the MBA program at the University of Zagreb, emphasizes that without a shift towards professional governance and depoliticized institutions, Montenegro risks squandering its opportunities for growth. “The potential alone does not guarantee development,” he warns, highlighting the urgent need for strategic thinking and accountability within governmental operations.
The expert asserts that Montenegro possesses rich developmental assets, including clean energy and a robust tourism sector, which could support a sustainable economic model. However, he cautions that these resources are vulnerable to exploitation by political agendas and short-sighted policies. “The central issue remains the weakness of institutions and the ongoing politicization of the public sector,” Tipurić states.
Despite these challenges, there is a real chance for transformation if Montenegro can establish continuity in developmental policies and harness international cooperation effectively. “This opportunity requires more than mere declarations; it demands long-term discipline and a commitment to placing public interest above political ambition,” he adds.
Tipurić identifies the need for reforms to start where resistance is strongest—specifically in the depoliticization of management and the establishment of genuine accountability in regulatory bodies. He urges the liberation of regulatory institutions from political pressures and the implementation of clear professional ethics standards to ensure integrity and public responsibility.
As Montenegro navigates its path toward potential EU membership, Tipurić stresses that developing a cohesive management strategy for state and private enterprises across the Western Balkans is misguided. “The idea that the Western Balkans should adopt a ‘common strategy’ is fundamentally flawed. Each nation has distinct motives and levels of development,” he explains.
He continues to assert that Montenegro must concentrate on strengthening internal institutional capacities and transparency, moving away from political instability and social divisiveness. “Prudent and strategic management is essential at all levels to achieve the millennium goal of joining the European Union,” he concludes.
Tipurić also critiques the state of corporate governance in the region, noting that while laws may exist, their application often fails due to a lack of understanding and commitment to their purpose. “The paradox is that the region nominally belongs to the European institutional space while relying on informal networks and political influences,” he remarks.
He highlights the prevalence of “morocracy,” a system where loyalty and compliance overshadow knowledge and responsibility, further complicating the governance landscape. “Montenegro exemplifies a society that has not successfully integrated good corporate governance practices within its institutional framework,” he concludes.
With the stakes higher than ever, the call for an immediate cultural shift in governance is clear. Montenegro stands at a pivotal moment, and how it responds will define its future trajectory—both politically and economically. Will the nation seize this critical opportunity? Time will tell as the public and stakeholders await decisive actions.
