Anđa Vujović for Nedeljnik:
Strategy, Growth, and Acquisitions in the IT Sector: How to Make Decisions in an Uncertain Environment

Strategic decisions today are not made in ideal conditions, but under the pressure of time, markets, and responsibility toward the people implementing them. In such an environment, Anđa Vujović, Strategy Director at M&I Systems Group, shapes the company’s strategic directions by balancing continuity and innovation, employee values, and client needs. In this interview for Nedeljnik, she discusses leading growth and acquisitions from within—without the illusion of speed, but with a clear awareness of risk, culture, and the long-term consequences of every decision.

1. Anđa, how has the strategy of M&I Systems Group evolved since its founding, and what is your role in maintaining and improving it?

M&I Systems Group has a clearly defined long-term strategy, which is one of the key factors of its success. This approach stems from the very beginning, when the founder had a clear vision and developed all strategic aspects—foundations that involve maintaining a balance between continuity, innovation, and adaptation. My role is to improve those foundations and align them with new market insights and technological trends while preserving the vision and employee values. In recent years, a new addition to our business is the strategy of inorganic growth through partnerships and acquisitions. This direction was further strengthened by Seyfor becoming the majority owner of M&I Systems Co, creating a strategy that combines organic and inorganic growth.

2. Agile leadership implies fast adaptation and decision-making in an uncertain environment. How do you apply this at M&I?

In an uncertain environment, it is important to react quickly, but not impulsively. The essence is not speed at any cost, but the ability to adapt with a clear understanding of risks. Agility does not come only from decisions and processes, but from people. When teams clearly understand the direction, adaptation comes naturally. It is vital that agility is a team effort rather than an individual one; only then can growth be controlled and sustainable in the long run.

3. Which market and technological trends most influence M&I Systems Group?

Our focus on innovation relies on both the development of employee competencies and the quality of our products. Today, the greatest influence comes from accelerated technological development (especially automation and AI), changing user expectations, and market consolidation. We make a clear distinction between short-term trends and long-term opportunities. I believe we are one of the few companies in the local market that has systematically invested in new generations of intelligent ERP and AI tools for years.

4. The acquisition of NPS was the first joint acquisition after Seyfor joined M&I. What made NPS the right strategic choice?

The acquisition of NPS was a significant experience. It was crucial that it naturally fit into our strategic direction toward horizontal integration. NPS is a financially stable and market-recognized company with long-standing experience in Microsoft ERP solutions, which logically complemented our portfolio. Leading this process internally was a point of professional pride, proving that a Serbian IT company can independently manage and support such complex processes.

5. You once noted that acquisitions bring not just synergy, but people, knowledge, and trust. How are these "intangible" factors nurtured?

What pushed this project toward success was not just strategic logic, but cultural alignment. A key factor was the readiness of the NPS founders to take a step forward with a partner who shares the same core business and vision. Measurable indicators are necessary, but intangible factors like mutual respect and taking responsibility are often decisive.

6. What are the risks in company mergers that are not visible at first glance?

Due diligence covers financial and legal risks, but it cannot fully capture cultural misalignment. You only meet a limited number of people during the process. The real risk lies in companies that have been self-centered for a long time, with unwritten rules and personal relationships that might become inefficient in a larger system. A successful acquisition begins with an honest assessment of people and cultural compatibility.

7. How does it feel to negotiate large amounts as often the only woman in top management? Do you notice changes in the industry?

My focus is on the topic at hand, not my gender. When there are clear arguments and a consistent stance, the responsibility of the decision becomes paramount. However, I cannot deny that over 19 years, I’ve had varied experiences—from being hindered in advancement to having a formal vote but no substantial influence. Today, I understand the value of different approaches that women and men bring. We should be partners, not rivals. I rejoice in every example of a successful woman because I know she carries all her roles bravely.

8. Which values remain your key guide for strategic decisions?

Strategic decisions mean strengthening trust and a shared vision. Integrity is a value I do not compromise on. It is important to me that decisions are made responsibly and implemented transparently, because that is the only way a strategy gains meaning and the trust of those who implement it.