Award-winning VILNIUS TECH researcher develops new way to reduce diesel emissions

Robertas Dargis is a co-owner and chairman of the board of EIKA Group, one of the largest real estate development and management groups in Lithuania. In his professional path, he relies on engineering thinking, business experience, and active public engagement. The VILNIUS TECH alumnus (formerly Vilnius Civil Engineering Institute) openly speaks today about the importance of his studies in shaping his worldview, principles of leadership, and the transformation of Lithuanian business over several decades - from a centralized system to a dynamic, constantly changing market economy. [caption id="attachment_121994" align="alignnone" width="2560"] Robertas Dargis (ELTA)[/caption] According to him, it was during his university years that a fundamental shift in thinking began - from a closed, single-truth model to a broader perspective that encourages critical thinking, independence, and the ability to see the world in a complex way. At the same time, values instilled in the family had a strong influence - responsibility, respect for work, discipline, and the understanding that long-term results are achieved through consistency, not quick decisions. These experiences later became the foundation for both professional decisions and his understanding of leadership, where the most important thing is not perfect decisions, but the ability to make them and move forward. “A key role at the university was played by its lecturers - broad-minded people who did not limit themselves to engineering knowledge and spoke about what was happening in the world and how society was changing. The study environment encouraged not mechanical repetition of knowledge, but the ability to think, collect, and systematize information. This sharply contrasted with the school model, where knowledge reproduction, not understanding, was usually rewarded,” recalls the VILNIUS TECH alumnus. He also notes that after finishing school, moving from the smaller town of Mažeikiai to Vilnius was not only a geographical change, but also an important stage of personal growth. Studies at VILNIUS TECH provided more freedom as well as responsibility: one had to independently seek knowledge, attend seminars, communicate, and learn autonomously. Speaking about his professional path, he shares that his engineering education became an important foundation for thinking. It taught him to structure problems, break them into parts, evaluate them, and solve them consistently. According to him, such an analytical approach is universal and applicable beyond managing an organization and affects everyday life. “At the time when my professional journey began, the concept of business in Lithuania was still forming. There were no private companies or individual initiatives. The entire system functioned in a centralized way, and work took place in a state-regulated environment. Only after independence was restored did the real period of business formation and learning begin. This transformation was not easy - everything had to be learned from scratch: what share capital is, how the market works, what risks and business models are. Mistakes were inevitable, but it was precisely by making and correcting them that experience and understanding were formed,” notes the co-owner of EIKA Group. An important experience for him was also working with people. Although his engineering education provided a strong technical foundation, in practice he initially lacked psychological and social skills. As a young specialist taking on managerial roles, he had to quickly learn how to work with a team, motivate it, and make decisions in real conditions. “The essence of leadership is the ability to make decisions. A leader, in my view, cannot avoid responsibility, even if decisions are not perfect. Often one has to choose between bad and worse options, but the most important thing is to make a decision and move forward,” says R. Dargis. The VILNIUS TECH alumnus also emphasizes that flexibility and quick response are equally important - the ability to adjust decisions when circumstances change. Excessive attachment to one option can hinder progress. “Throughout my professional journey, I have been guided by the understanding that public activity and social connections are inseparable from professional growth. Participation in various activities, working with people and communities helped form social capital, which later became an important part of my business and leadership,” says R. Dargis. In recent years, according to him, one of the most important changes has been digital transformation and the development of artificial intelligence. This is fundamentally changing business processes, consumer behavior, and organizational structures, making adaptation a constant necessity. “Today universities should educate not only specialists, but also broadly thinking individuals who can understand the principles of how the world works and changes, think creatively, and solve complex situations. For students seeking their path, I advise taking an interest in the world, but not forgetting that creating value for society is an important part of personal growth. The ability to be useful to others often becomes the foundation of professional success as well,” advises the VILNIUS TECH alumnus. Finally, reflecting on his path, he emphasizes one of the most important lessons - continuous forward movement. “Even if decisions are wrong, the most important thing is not to stop. Mistakes and failures are part of the process, and the ability to learn from them and move forward determines the final outcome,” says R. Dargis.

Artificial intelligence (AI) is transforming the job market. Technologies are taking over an increasing number of routine tasks: generating content, analysing data, planning projects, and supporting business decision-making. Yet there are still areas where technology cannot replace people – inspiring teams, managing conflicts, making decisions in uncertain situations, or bringing people together around a common goal. That is why leadership is no longer seen as a quality reserved for managers but has become one of the most essential competencies for the future. This trend is also highlighted in the latest report by the World Economic Forum (WEF), which predicts that around 39% of the skills currently required in the labour market will change by 2030. Among the fastest-growing competencies are not only technological skills but also analytical thinking, resilience, creativity, leadership, and the ability to motivate others. In other words, the more tasks technology takes over, the more valuable uniquely human skills become. These developments are reshaping not only the labour market but also the way future leaders are educated. While management education once focused primarily on theories and specialised knowledge, today's programmes increasingly emphasise the ability to solve complex problems, think strategically, collaborate in teams, and make decisions in constantly changing environments. As a result, universities are seeking new learning models that enable students to develop these competencies not only in the classroom but also by addressing real organisational challenges. „Leadership and management are not competencies that can be mastered simply by reading textbooks. They are developed by tackling real-life situations, working in teams, making decisions, and learning through practical experience. That is why our goal is to ensure that students encounter real organisational challenges while they are still studying,“ says Dr Laima Jesevičiūtė-Ufartienė, Associate Professor at the VILNIUS TECH Faculty of Business Management and Head of the Bachelor's programme in Organisational Strategy and Leadership. From the classroom to real organisational challenges This philosophy forms the foundation of the VILNIUS TECH Bachelor's programme Organisational Strategy and Leadership. Students go beyond classroom learning by analysing real-life business and public sector cases, visiting companies, meeting industry leaders, and developing solutions to genuine organisational challenges. The programme is built around problem-based learning (PBL), allowing students to apply theoretical knowledge in practice from the very beginning of their studies. They develop strategic thinking, organisational analysis, decision-making, teamwork, and change management skills—competencies that are highly valued across both the private and public sectors. „It is important for us that students not only understand management theories but also know how to apply them in real-life situations. Throughout their studies, they continuously work on practical cases, solve organisational problems, and learn to make well-founded decisions,“ explains the programme leader. International Experience Beyond Student Exchange International projects are another key element of the programme, giving students the opportunity to collaborate with peers from other countries while tackling real business challenges. One example is the international MICENE (Meetings, Incentives, Congresses and Events – Next Evolution) project, where students worked in multinational teams, addressed organisational challenges, and explored AI-powered learning tools. One of the participants, student Mark Kazakevič, says the project broadened his understanding of business. „Participating in the MICE project gave me valuable experience that I will definitely be able to use in the future. First, I learned what the MICE industry is, how such events are organised, how many partners are involved, and what responsibilities each of them has. Working in an international team also helped me better understand people from different countries, their cultures, and their approaches to work. I truly enjoyed the project and would recommend everyone to take advantage of opportunities like this. It's an excellent way to gain new knowledge, valuable international experience, and build meaningful connections,“ he says. According to Dr Jesevičiūtė-Ufartienė, experiences like these help students develop not only professional expertise but also intercultural communication, collaboration, and leadership skills that are increasingly valued in the global labour market. Academic projects that become professional experience Student projects are not confined to university coursework. Throughout the programme, students apply research methods and data analysis tools to solve real organisational challenges and present their findings at academic and professional conferences. Already in their second year, students demonstrate their ability to conduct qualitative research and present their results to both academic and business audiences. Barbora Bakutytė, a student in the Organisational Strategy and Leadership programme, recalls participating in the scientific-practical conference Business Issues Through the Eyes of Future Professionals 2026. „Together with my classmates, we presented a paper titled 'Evaluating Employee Motivation in Remote Work'. We wanted to participate because it was a great opportunity to put the knowledge we had gained during our studies into practice, present our work, and learn from other speakers. The entire process—from analysing the topic and writing the paper to presenting it at the conference—was an extremely valuable experience. I am convinced that the knowledge, teamwork skills, and public speaking experience I gained will benefit me not only in my future studies but also in my professional career. The conference was exceptionally well organised, and I am very grateful to have had the opportunity to take part,“ she says. Tomorrow's organisations will need leaders, not just specialists Today's organisations are looking for people who can do more than perform their assigned tasks. They need professionals who understand the broader organisational context, can unite teams, drive change, and think strategically. That is why the programme places strong emphasis not only on management but also on leadership, organisational behaviour, strategic management, project management, business analytics, and decision-making. „Our goal is to educate people who are capable not only of adapting to change but also of driving it. Future leaders will need much more than professional expertise—they will have to inspire people, make decisions in complex situations, and create long-term value for organisations,“ concludes Dr Jesevičiūtė-Ufartienė.