Digital transformation starts with mindset, not machinery. Too often companies invest in tools but forget that people need time, training and trust to work in new ways.
In this exclusive interview, we bring together two leading voices on digital transformation in Central and Eastern Europe: Ursula Deschka, CEO of ERGO Baltics and Georg Winter, CEO of GrECo Group. Their combined insights provide valuable guidance for businesses in the digital age and shed light on the strategic agility required to navigate the rapid shifts of digitalisation in this dynamic region.
Expert Perspectives, Vision and Strategic Guidance
What advice would you give to companies in Central and Eastern Europe that are just beginning their digital transformation journey?
Winter: The most important thing is to start with a clear plan. Digital transformation isn’t straightforward – it involves trial, learning, and unexpected challenges. Good communication and a strong vision help get everyone on board.
Deschka: I agree. Digital transformation starts with mindset, not machinery. Too often companies invest in tools but forget that people need time, training and trust to work in new ways. Start small, show results, and let teams see the benefits in their daily work. That’s how you build belief and shift culture. Step by step, momentum grows. With trust and open communication, leaders can guide everyone through successful digital change.
How should clients in risk-sensitive industries approach digitalization without compromising their core risk management frameworks?
Winter: Digital transformation is ultimately about helping organisations achieve their objectives, and risk management is a vital tool in that process. The real risk is not that you fail to meet your goals, but that you fail to recognise the opportunities that arise from managing risks successfully. It’s important not to take a static approach. Instead, organisations should be agile, forward-thinking and willing to test and experiment as they digitise. Being progressive and future-oriented ensures risk management evolves alongside the business.
What are the key cultural or organisational shifts clients need to make to successfully embrace digital transformation?
Deschka: From my experience the real key is how IT and business work together. Digital transformation moves much faster when they act as one team with a shared purpose instead of in separate corners. But that only happens when there is trust. People need to feel safe to experiment, make mistakes and learn. When leaders create that kind of environment, everyone starts to see digital change as an opportunity. Continuous learning follows naturally, and the culture shifts from a project to everyday practice.The tools and expectations keep changing, so the real shift is accepting that learning and adapting never stop.
What regional factors should clients consider when designing digital strategies for Central and Eastern Europe?
Deschka: People in Central and Eastern Europe can be very open to digital innovation, but the region is far from uniform. Regulations and customer expectations differ widely. A strong idea or platform can scale across the region, but it works best when there is room to adapt to local rules, cultural habits and customer needs. Successful companies keep a clear vision but stay flexible – adapting to local habits and needs is key to moving quickly and seeing results.
Winter: Exactly – digital distribution isn’t a one-size-fits-all approach. Each Central and Eastern European market has distinct laws, languages, cultures, and digital maturity, so what works in one country may not work in another It’s essential to tailor strategies locally, trial different solutions to discover what works best, and invest in digital literacy and confidence so people feel comfortable with new technologies.
Deschka: And when leaders prioritise learning and trust, digital transformation becomes part of the culture, not just a project.
Winter: Right, and empowering people to experiment ensures broader buy-in and smoother adoption.
How can businesses leverage the digital maturity of the Baltic states as a testing ground for broader regional innovation?
Deschka: The Baltic States are small, agile and highly digitalised, which makes them a great testing ground for innovation. People have a strong digital mindset and a high level of trust in online services, from digital banking to e-government in Estonia. This openness lets companies try new ideas quickly, learn from customer and employee feedback and adjust solutions in a safe environment before scaling up. Because the markets are smaller, testing often requires less investment and resources, so it is easier to experiment and take calculated risks. The big advantage is speed: once a concept is validated in the Baltics, you can bring it to larger markets with much more confidence.
What common pitfalls do you see clients encounter when rolling out digital initiatives across markets with varying digital readiness?
Winter: There’s enormous ambition when it comes to scaling up and leveraging AI – people have very high expectations. Typically, organisations are focused first on boosting efficiency and productivity, with client and personnel experience following behind. However, speed is the biggest pitfall. There’s a rush to realise productivity gains, but we need to be realistic about how quickly they can actually materialise. The real, tangible improvements are still in development; they’re not arriving overnight, and AI isn’t a silver bullet for every challenge. It’s important for leaders to remember that there’s a considerable amount of fear and uncertainty in workforces going through digital transition. This is often forgotten about in the rush to get ahead.
Building Resilient Organisations for the Digital Age
What practical steps can leaders take to build agile, future-ready organisations in the face of rapid digital change?
Deschka: For me agility always starts with leaders setting a clear course but remaining open to change when customer feedback or new information shows a better way. Teams thrive when they know the goal and feel trusted to decide how to reach it. That freedom makes them quicker, more creative and more motivated. Leaders who demonstrate learning and adaptability inspire the same in their teams. Staying close to customers is just as important because their feedback shows very quickly what creates value and what does not. Organisations that listen and adapt in real time move faster than those waiting for perfect analysis.
Winter: I agree. Preparing teams for AI means more than introducing new tech – it’s about encouraging collaboration and diversity across roles. Productivity won’t rise by simply giving new technology to existing staff; instead, it requires nurturing new hybrid roles that combine creativity and technological know-how. Again, it goes back to teams needing agile, collaborative environments where they can test ideas and share openly.
How can clients foster trust and collaboration in increasingly digital and remote work environments?
Deschka: Trust in a digital and remote environment does not happen automatically, leaders need to build it. For me the starting point is showing up as a person, not just as amanager. People trust you when they feel seen and heard, and that takes openness, transparency and regular communication not only about business goals but also about how people are doing. In remote work it is easy to reduce everything to tasks and deadlines, but real collaboration grows when you create space for human connection online, moments where people can speak honestly and feel part of a team. Leaders set the tone. When they are authentic, consistent and present, trust develops naturally across screens and country borders.
What role does scenario planning and risk foresight play in helping businesses stay ahead of digital disruption?
Winter: Risk thought leadership is vital for companies facing digital disruption. Scenario planning enables us to anticipate and address risks early, especially those arising from AI and digital transitions. With the risk landscape constantly shifting, organisations must be proactive rather than reactive.
Insurance is only one element of a broader strategy. GrECo’s approach is to identify new risks, develop innovative solutions, and integrate fresh insights into our practices, moving towards holistic risk management. By embedding technology and prioritising clients at every level, we enable them to continuously adapt to new challenges. This method is particularly important in today’s volatile and complex environment. Businesses need agile, resilient partners who can help them stay ahead of digital disruption and turn risks into opportunities.
Driving Progress Through Technology and Innovation
Which emerging technologies should clients prioritise to stay competitive in the next 3-5 years?
Winter: In today’s market, companies should prioritise technologies that deliver measurable business outcomes rapidly, such as generative AI and cloud modernisation. These not only streamline operations and reduce costs, even for firms with limited IT resources, but also lay the groundwork for long-term success. It’s best to focus on targeted, high-impact projects rather than attempting broad transformations. Equally, investing in solid digital infrastructure and security is crucial, especially considering our region’s specific challenges. Modular, proven solutions allow organisations to move quickly and manage risk effectively as things change.
Deschka: I completely agree – AI and data analytics are already vital, especially for risk prediction and fraud detection, where accuracy enhances trust. Cybersecurity is another non-negotiable area, as a single breach can seriously damage years of work, particularly in financial services. Additionally, digital engagement tools that enhance everyday processes for customers and employees will only become more important. But I’d add: don’t rush after every new trend. The real test for adopting any technology should be whether it genuinely improves life for customers and employees. If it does, it’s a worthwhile investment; if not, it’s likely just a distraction.
Winter: Absolutely. The goal is to combine quick wins with long-term capability, always keeping the real needs of customers and employees at the centre of every technology decision.
What advice would you give clients looking to protect intangible assets – like data, reputation, and IP – in a digital-first world?
Winter: As I said before, insurance alone isn’t enough to manage digital risks today. We need to take a broader, results-driven approach – combining technology, regulatory measures, and organisational strategies like personnel training and raising risk awareness. Building risk literacy within teams is crucial in a digital-first world, especially when facing threats such as data breaches or phishing attacks.
Unlike traditional risks, cyber exposures can be difficult to assess and insure, often resulting in significant financial losses. Insurers require state-of-the-art protection measures, but even then, full coverage might not be possible. That’s why understanding and managing retained risk – exposures you know exist but can’t insure – is so important. Strategic resilience means being prepared to absorb and manage these risks within your organisation’s balance sheet.
How can clients benefit from cross-industry collaboration or partnerships in accelerating their digital transformation?
Winter: To really accelerate digital transformation, I think it’s crucial to break out of our industry silos. If we look at how AI and other technologies are being used in different sectors, we can pick up valuable lessons and spot opportunities for mutual benefit. Cross-industry collaboration helps us adapt best practices and stay resilient as things change rapidly.
Deschka: I completely agree. No company can manage digital transformation alone – it’s just too complex, and everything moves so fast. I have seen solutions from retail or fintech spark completely new ideas in insurance that we would never have developed if we stayed inside our own sector. Partnerships mean we’re not reinventing the wheel every time and can scale up more quickly.
Winter: Exactly. By sharing insights and working with partners across the supply chain, we can find technologies that really make a difference, not just for us but for everyone involved. It’s about being stronger and more adaptable together.
Deschka: And ultimately, that collaboration doesn’t just save time. It makes us more creative and better prepared for whatever comes next.
What role do startups and tech ecosystems play in helping traditional businesses innovate faster?
Deschka: Startups play a big role in helping traditional businesses innovate faster. They bring speed, creativity and a fresh way of looking at problems because they are not held back by legacy systems or old habits. On the other hand, established companies bring trust, scale and the ability to operate in a regulated environment. When these two worlds work together their strengths complement each other. Startups can test and refine ideas quickly, while larger organisations provide the reach and stability to scale those ideas and make them sustainable. In the Baltics the tech ecosystem is very open to collaboration, which makes partnerships even easier. The most exciting innovations happen when both sides respect what the other offers and work together to deliver real change for customers and employees much faster than either could achieve alone. That mix of agility, trust and collaboration is what keeps businesses ahead in a fast-moving digital world.
How can clients integrate digital risk advisory services into their broader transformation strategies?
Winter: Integrating digital risk advisory services into broader transformation strategies hinges on using data-driven insights to anticipate and mitigate potential threats. Advanced loss and risk prediction technologies are becoming increasingly vital, as they enable us to interpret data in new ways and spot vulnerabilities before they escalate. Harnessing these technologies helps organisations gain a clearer understanding of their exposures and supports more informed decision-making throughout the transformation process.
About Ursula Clara Deschka
CEO of ERGO Baltics, Ursula has over 20 years of insurance leadership across Europe. Known for her strategic vision and commitment to sustainability, she leads ERGO’s operations in the Baltics with a focus on innovation, inclusion, and workplace culture.
HORIZON Risk Thought >> Fast Forward
The complexity of today´s risk environment is changing at an accelerating pace, making risk management even more challenging. We have created HORIZON, firstly as a print publication and now as a page for sharing the latest insights about ongoing transformations. Our risk specialists will continue to provide their expertise and knowledge to shine a light on the challenges of the future.
Georg Winter
CEO GrECo Group
T +43 664 962 39 06
Ursula Clara Deschka
CEO
ERGO Baltics
