{"id":151147,"date":"2026-02-16T20:34:22","date_gmt":"2026-02-16T18:34:22","guid":{"rendered":"https:\/\/ldaily.ua\/?post_type=interviews&p=151147"},"modified":"2026-02-16T21:03:04","modified_gmt":"2026-02-16T19:03:04","slug":"avtorytet-ne-peredayetsya-u-spadok-jogo-treba-shhodnya-zaroblyaty-rishennyamy","status":"publish","type":"interviews","link":"https:\/\/ldaily.ua\/en\/interviews\/avtorytet-ne-peredayetsya-u-spadok-jogo-treba-shhodnya-zaroblyaty-rishennyamy\/","title":{"rendered":"Authority Isn\u2019t Inherited \u2014 It Must Be Earned Every Day Through Decisions"},"content":{"rendered":"

This interview with\u00a0Oleksandr Dzhurynskyi<\/strong>, CEO and co-owner of the\u00a0VIDI Group<\/strong>, focuses on the key dynamics shaping Ukraine\u2019s automotive market in wartime, the company\u2019s strategic response, and the broader social responsibility of business.<\/p>\n

The discussion covers VIDI\u2019s<\/strong> 2025 sales results, how the company\u2019s business model has evolved under wartime and economic pressure, and its focus on digital transformation, omnichannel customer experience, and adapting to shifting consumer expectations.<\/p>\n

Oleksandr<\/strong> also shares his approach to team leadership and strategic planning through the \u201c2\u20135\u201310 years\u201d framework, along with his outlook for market development in 2026. Particular attention is paid to VIDI\u2019s<\/strong> social initiatives: support for the Armed Forces of Ukraine, partnerships with foundations and civil society organizations, assistance for mobilized employees, and charitable projects benefiting children and medical institutions.<\/p>\n

This interview is not only about cars and business, but also about responsibility, adaptability, and the role a company can play in sustaining society through crisis.<\/p>\n

LeadershipDaily: You lead one of Ukraine\u2019s largest automotive groups. How has your personal understanding of the CEO role changed over the past few years?<\/strong><\/p>\n

O. Dzhurynskyi: <\/strong>Indeed, based on our 2025 sales results, VIDI became the No. 1 automotive retailer in Ukraine \u2014 and our lead is significant.<\/p>\n

The CEO role has turned out to be far more complex and unpredictable than I once imagined. The biggest shift in my thinking has been moving from controlling processes to managing the team\u2019s time and energy. The real challenge for a CEO today is not allowing routine to \u201cconsume\u201d you. If your entire day is spent resolving urgent issues, you lose control over the business\u2019s long-term direction.<\/p>\n

A CEO does not \u2014 and cannot \u2014 be an expert in everything. But the CEO must be the architect of an environment in which every dealership director feels ownership-level responsibility.<\/p>\n

LeadershipDaily:\u00a0How has the war transformed VIDI\u2019s business model\u2014what did you have to change immediately, and what strategically? How has the war changed your company\u2019s operations?<\/strong><\/p>\n

O. Dzhurynskyi: <\/strong>We immediately shifted into a \u201cprotect the team\u201d mode. Strategy today is not about perfect schedules or trying to predict the future. It\u2019s about being prepared for multiple scenarios. When risk becomes part of the plan, fear of the unknown fades.<\/p>\n

We don\u2019t know when peace will come, but we must know exactly what kind of company we intend to be when it does. I admit that isn\u2019t easy\u2014and right now we are working through this path together as a team.<\/p>\n

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At VIDI, we follow the\u00a02\u20135\u201310\u00a0framework. It\u2019s based on McKinsey\u2019s three planning horizons, adapted to life in Ukraine:<\/p>\n

2 years \u2014 act.\u00a0What we do here and now: budgets, day-to-day operations, and energy-related challenges. This is our foundation, and it must remain strong under any circumstances.<\/p>\n

5 years \u2014 see.\u00a0What will the business look like after the war ends? Which new markets will we enter? Without that picture, you can emerge from a crisis with no clear direction.<\/p>\n

10 years \u2014 understand.\u00a0Where is the world heading\u2014electric mobility and hydrogen technologies? A shift from car ownership to mobility-as-a-service? We need to sense global change today so we don\u2019t end up left behind tomorrow.<\/p>\n

We made a strategic bet on\u00a0omnichannel engagement and digitalization\u00a0so we can be close to the customer\u00a024\/7. The war has taught us that a business model must be flexible: when the new-car market stagnates, we strengthen our service operations and our used-car business.<\/p>\n

LeadershipDaily:\u00a0Which parts of the business have proven the most resilient, and which the most vulnerable?<\/strong><\/p>\n

O. Dzhurynskyi: <\/strong>The most resilient areas have been service and spare parts\u2014people continue to keep their vehicles roadworthy. Our financial services have also remained stable: insurance and leasing. The most vulnerable area has been new-car sales, due to logistics disruptions and weaker demand. But our diversified portfolio allows us to balance these risks.<\/p>\n

LeadershipDaily:\u00a0How has Ukrainian consumer behavior changed in theautomotive market?<\/strong><\/p>\n

O. Dzhurynskyi: <\/strong>Customers have become highly rational, while also expecting empathy. In the past, people came to the showroom for information; today they come for attention. Consumers want speed: online booking, instant loan calculations, and full price transparency. If we don\u2019t save the customer time, we lose the customer.<\/p>\n

For us, the buyer has become a\u00a0Guest, and our job is to make that experience flawless.<\/p>\n

LeadershipDaily:\u00a0How do you assess the current market for new cars in Ukraine?<\/strong><\/p>\n

O. Dzhurynskyi: <\/strong>The market is in a phase of \u201ccautious recovery.\u201d It depends heavily on macroeconomic conditions and the situation on the front line. We see serious competition from unofficial imports, but I\u2019m confident that in the long run, those who provide an official warranty and high-quality service will win.<\/p>\n

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In terms of numbers, the new-car market in 2025 totaled\u00a083,443 vehicles\u00a0(+17%\u00a0compared to 2024). But we all understand that this result was driven primarily by a surge in EV demand ahead of the expiration of VAT incentives.<\/p>\n

LeadershipDaily:\u00a0Do you see demand recovering, and what factors influence customer decisions most today?<\/strong><\/p>\n

O. Dzhurynskyi: <\/strong>Yes, demand is recovering. The key factors are vehicle availability in stock (people want to buy now), the dealer\u2019s reputation, and attractive financial instruments. Today\u2019s customer chooses confidence\u2014the assurance that tomorrow they won\u2019t be left alone with a problem.<\/p>\n

LeadershipDaily:\u00a0In 2024\u20132025, a number of key markets (the U.S., Germany) saw slower growth or even a decline in demand for electric vehicles. What is the situation in Ukraine?<\/strong><\/p>\n

O. Dzhurynskyi: <\/strong>Ukraine\u2019s situation is somewhat paradoxical. For example, in December 2025 alone, electric vehicles accounted for 50.8% of all cars sold (6,500 vehicles).<\/p>\n

Unfortunately, the vast majority of these were\u00a0\u201cgrey\u201d sales\u00a0of Chinese EVs manufactured for China\u2019s domestic market. The surge was driven primarily by an attractive price, rather than consumers\u2019 desire to embrace the \u201cgreen\u201d trend.<\/p>\n

That\u2019s why in the first weeks of\u00a0January 2026, EV sales still represented\u00a0more than 25%\u00a0of total sales, but by the final days of January they had fallen to\u00a0almost zero. The reasons are clear: the end of incentives, blackouts, difficulty finding operational charging stations, and a sharp increase in the cost per\u00a0kWh\u2014all of this dampened interest in EVs as effectively as winter conditions.<\/p>\n

At the same time, we see many customers returning to\u00a0hybrids. A hybrid today is a rational compromise. At VIDI, we offer a wide range of electric models, but we always speak honestly with customers about the state of infrastructure and the practical realities of day-to-day use.<\/p>\n

LeadershipDaily:\u00a0How do you see the Ukrainian automotive market in 3\u20135 years?<\/strong><\/p>\n

O. Dzhurynskyi: <\/strong>I see it as part of the European market. It will be a highly competitive environment, where only large, technology-driven players with impeccable reputations will survive. The share of online sales will grow significantly, and electric vehicles will become a normal part of the urban landscape.<\/p>\n

LeadershipDaily:\u00a0Are major automotive businesses ready to invest in Ukraine\u2019s development today, and under what conditions do such investments make sense?<\/strong><\/p>\n

O. Dzhurynskyi: <\/strong>We are investing even now. It makes sense if you plan to play the long game. The key conditions are clear, predictable rules from the state and belief in victory. We are building new facilities, upgrading our websites, and developing IT because we believe in Ukraine\u2019s potential.<\/p>\n

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For example, in 2025 alone, VIDI delivered:<\/p>\n