Željko Ciganović: The Power of People – Aleva, a Company Where Experience Is Valued and Team Spirit Is Nurtured

Željko Ciganović: The Power of People – Aleva, a Company Where Experience Is Valued and Team Spirit Is Nurtured

Rare are the companies whose strength lies in longevity, continuity, and people. Even rarer are those where employees stay for decades, and the organization continues to grow and improve. Aleva, based in Novi Kneževac, is one such company – and one of the key people who lives and implements this philosophy is its director, Željko Ciganović.

Family Values in Modern Business

Aleva’s story begins in 1947, with the industrial processing of paprika. Over the decades, its portfolio expanded to include spice mixes, dehydrated soups, and powdered dessert products. Aleva has undergone many transformations, but the constant has always been its ability to successfully adapt – precisely because it is built on trust, stability, and intergenerational cooperation.

Employees in Novi Kneževac see the Aleva factory as their second home. Since it’s a small town, it’s common for entire families to work at the company – often across multiple generations. There are even cases where the mother retired and the daughter continued in the same role.

We Go Through Change Together – Because Stability Is the Key to Success

At a time when the job market is defined by high turnover, rapid reorganizations, and rotating management, Željko Ciganović represents a different type of leader – one who understands that the success of a company doesn’t lie in how fast people are replaced, but in how ideas are exchanged and how teams work together. Change is inevitable, and what matters most is knowing that you can rely on your colleagues.

If you want a company that lasts, you must invest in people and transfer knowledge. A well-established system provides security to both the individual and the team – and that’s the foundation of continuity.

Aleva is a great example of a multigenerational approach, where experience and stability are just as valued as innovation and energy.

A Multigenerational Team – An Organizational Advantage, Not a Challenge

At Aleva, most employees are between 41 and 60 years old. In many corporations, this would be seen as a signal to “refresh” the workforce. However, Ciganović explains why this is actually an advantage:

“When you have a team made up of different generations, you don’t get a slower system – you get a wiser one. Older team members bring decades of experience, strategic thinking, and deep market understanding, while younger colleagues offer fresh perspectives, digital skills, and a constant drive for new solutions. This is not a compromise – it’s a perfect combination. When you combine the energy of the young with the wisdom of the experienced, you get a team that always sees the bigger picture – and that is the true strength of how we work,” Ciganović explains.

At Aleva, we live and breathe diversity and inclusion, because differences between people are used constructively. That balance is the key to sustainability.

A Contrast to Modern Corporations

In many modern corporations, rapid turnover has become an end in itself. People shift from one role to another, organizational structures and titles change, and managers are brought in from unrelated industries – all under constant pressure for results, while forgetting that adapting to a new system takes time. The result? High stress, overtime, errors – and those mistakes are costly, both for individuals and for the company.

“When you don’t retain people, you lose more than just a résumé – you lose informal knowledge, networks, process understanding, and shared values. That kind of loss can’t be replaced by any technical innovation,” Ciganović emphasizes.

That’s why Aleva focuses on retaining employees. The current average tenure is over 10 years, and many join the company through personal recommendations from family and friends already in the system. This doesn’t create a closed circle – on the contrary, it fosters an environment where loyalty and a culture of trust are the foundation.

An Organization Where People Want to Stay

Despite its traditional values, Aleva adapts to modern challenges: daily management meetings, fast communication, and inclusive decision-making make it an organization with an agile spirit.

Željko insists on transparency and open communication. Reports on results are published monthly for everyone to see. Everyone knows how the business is performing, where the challenges are, and what the goals are. Field conditions are monitored daily, and thanks to a well-coordinated team, solutions are actively sought and implemented quickly.

There is no strict hierarchy at Aleva, nor a “middle management wall” separating decision-makers from workers. Every employee has the opportunity to speak with the director and suggest important improvements – not just department managers. That’s motivating, because people feel respected.

The system is built on meritocracy: ideas, contributions, and loyalty are rewarded. Important work anniversaries are celebrated, bonuses are awarded for process improvements, and special team awards are given – all of which create a culture where employees don’t work just for a paycheck, but feel personally connected to the company’s success.

Aleva fosters a work culture rooted in responsibility and mutual respect. “People here work with full awareness of their contribution. There’s no need for punishment. We all know the saying – if you work, you’ll make mistakes. So when mistakes happen, we focus on the cause and the learning, not on blaming,” the director points out.

What’s expected of everyone is to be fair and responsible, to make an effort – because everything else can be learned over time; to have a positive attitude, to be well prepared, and to always give a little more than what’s asked – that’s the recipe for a long and successful professional relationship.

Purposeful Hiring – Character Over Résumé

One of Aleva’s specific traits is how it hires people. There are no endless tests or trendy software-based screenings. Instead, carefully led interviews assess character, motivation, and compatibility with the company’s culture.

“We don’t hire résumés – we hire people. Through interviews, we evaluate their integrity, goals, and fit within our culture. As Warren Buffett said, when looking to hire someone, you should look for three traits: integrity, intelligence, and energy. And if they don’t have the first, the other two will ruin you.”

A Future Built From Within

Under Mr. Ciganović’s leadership, Aleva continues to grow – but without losing its authenticity. New product lines, modernization of facilities, and export expansion are all part of the strategy – but at a pace that doesn’t overwhelm the employees, following what he calls the “Vojvodina style.” Changes are implemented carefully, with input from staff and gradual integration of innovation.

“Our goal isn’t to be the biggest – but to be the best at what we do. And for our people, when they leave the factory, to proudly say: ‘I work at Aleva,’” Ciganović concludes.