TED@BCG Singapore
Harish Manwani: Profit’s not always the point
Harish Manwani: Profit nije uvijek jedina svrha
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Ne biste očekivali da operativni direktor jedne od najvećih globalnih kompanija gleda dalje od svoje bilance i profita. Ali Harish Manwani, COO Unilevera, stvara strastvenu argumentaciju koja nam govori kako bazirati poslovne odluke na vrednotama, svrsi i održivosti nije samo zdravo razumski, već predstavlja jedini način na koji se može odgovorno poslovati u 21. stoljeću.
Harish Manwani - COO, Unilever
Harish Manwani joined Unilever as a management trainee in 1976; he is now the company's chief operating officer. Full bio
Harish Manwani joined Unilever as a management trainee in 1976; he is now the company's chief operating officer. Full bio
Double-click the English transcript below to play the video.
00:12
The entire model of capitalism
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Cijeli model kapitalizma
00:15
and the economic model that you and I
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i ekonomski model u kojem smo vi i ja
00:18
did business in,
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poslovali,
00:19
and, in fact, continue to do business in,
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i, u stvari, u kojem još uvijek poslujemo,
00:21
was built around what probably Milton Friedman
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izgrađen je oko onoga što je vjerojatno Milton Friedman
00:25
put more succinctly.
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rekao prilično sažeto.
(Isključivi posao gospodarstva jest da stvara profit.)
(Isključivi posao gospodarstva jest da stvara profit.)
00:26
And Adam Smith, of course,
the father of modern economics
the father of modern economics
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I Adam Smith, naravno, otac moderne ekonomije
00:29
actually said many, many years ago,
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koji je u stvari izjavio, prije jako puno godina,
00:31
the invisible hand,
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nevidljiva ruka,
00:33
which is, "If you continue to operate
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koja znači, "Ako nastavimo djelovati
00:35
in your own self-interest
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imajući na umu samo vlastiti interes
00:37
you will do the best good for society."
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onda činimo najbolje za društvo"
00:39
Now, capitalism has done a lot of good things
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Ipak, kapitalizam je napravio mnogo dobrih stvari
00:44
and I've talked about a lot of good
things that have happened,
things that have happened,
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i ja sam govorio o mnogo
stvari koje su se dogodile,
stvari koje su se dogodile,
00:47
but equally, it has not been able to meet up
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ali jednako tako, ne može riješiti
00:50
with some of the challenges that we've seen
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neke izazove koje smo vidjeli
00:52
in society.
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u društvu.
00:54
The model that at least I was brought up in
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Model unutar kojeg sam ja odgojen
00:56
and a lot of us doing
business were brought up in
business were brought up in
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i unutar kojeg je većina nas koji poslujemo,
odgojena,
odgojena,
00:58
was one which talked about
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je bio onaj koji je govorio
01:00
what I call the three G's of growth:
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o nećem što ja nazivam 3G rasta:
01:03
growth that is consistent,
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rast (growth) koji je konzistentan,
01:04
quarter on quarter;
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kvartal na kvartal;
01:06
growth that is competitive,
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rast koji je konkurentan,
01:07
better than the other person;
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bolji nego kod drugih;
01:08
and growth that is profitable,
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i rast koji je profitabilan,
01:10
so you continue to make
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tako da kontinuirano možete
01:12
more and more shareholder value.
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stvarati sve veću vrijednost za dioničare.
01:14
And I'm afraid this is not going to be good enough
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I bojim se kako ovo neće biti dovoljno dobro
01:17
and we have to move from this 3G model
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i da se moramo odmaknuti od 3G modela
01:20
to a model of what I call
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prema modelu koji ja nazivam
01:22
the fourth G:
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četvrti G:
01:24
the G of growth that is responsible.
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G rasta koji je odgovoran.
01:28
And it is this that has to become
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I upravo to mora postati
01:31
a very important part
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jako važnim djelom
01:33
of creating value.
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stvaranja vrijednosti.
01:35
Of not just creating economic value
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I to ne samo stvaranja ekonomske vrijednosti
01:38
but creating social value.
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već i društvene vrijednosti.
01:40
And companies that will thrive are those
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I kompanije koje će prosperirati
će biti one
će biti one
01:43
that will actually embrace the fourth G.
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koje će prigrliti četvrti G.
01:47
And the model of 4G is quite simple:
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A model 4G je prilično jednostavan:
01:50
Companies cannot afford
to be just innocent bystanders
to be just innocent bystanders
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kompanije si ne mogu dozvoliti poziciju
nedužnih promatrača
nedužnih promatrača
01:53
in what's happening around in society.
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i gledati što se događa u društvu.
01:56
They have to begin to play their role
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One moraju započeti igrati svoju ulogu
01:59
in terms of serving the communities
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u smislu služenja zajednici
02:01
which actually sustain them.
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koja ih u stvari održava.
02:03
And we have to move to a model
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I moramo se okrenuti inkluzivnom modelu
02:05
of an and/and model which is
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i/i modelu koji nam govori o tome
02:07
how do we make money and do good?
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kako možemo stvarati novac i raditi dobro?
02:11
How do we make sure
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Kako možemo osigurati
02:13
that we have a great business
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da imamo dobar poslovni model
02:14
but we also have a great environment around us?
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ali ujedno imamo i sjajno okruženje oko nas?
02:17
And that model
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I taj model
02:18
is all about doing well and doing good.
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se svodi na to da nam je dobro jer činimo dobro.
02:21
But the question is easier said than done.
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Ali to pitanje je jednostavnije postaviti nego napraviti.
02:24
But how do we actually get that done?
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Ali kako u stvari možemo učiniti da se to dogodi?
02:26
And I do believe
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A ja vjerujem
02:27
that the answer to that is going to be leadership.
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kako je odgovor na to - vodstvo.
02:30
It is going to be to redefine
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Ono će morati redefinirati
02:32
the new business models
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novi poslovni model
02:33
which understand
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koji razumije
02:35
that the only license to operate
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kako se dozvola za djelovanje jedino
02:37
is to combine these things.
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može dobiti ako obuhvaća sve ovo.
02:39
And for that you need businesses
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A za to trebate poduzeća
02:41
that can actually define their role
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koja uistinu definiraju svoju ulogu
02:44
in society
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u društvu
02:46
in terms of a much larger purpose
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u smislu dugoročnije svrhe
02:47
than the products and brands that they sell.
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od puke prodaje svojih proizvoda i robnih marki.
02:50
And companies that actually define a true north,
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I kompanije koje uistinu determiniraju pravi sjever,
02:53
things that are nonnegotiable
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stvari oko kojih se ne pregovara
02:55
whether times are good, bad, ugly --
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bez obzira jesu li vremena loša, ružna --
02:58
doesn't matter.
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nije važno.
02:59
There are things that you stand for.
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Postoje stvari za koje se zalažete.
03:01
Values and purpose are going to be the two
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Vrednote i svrha će biti dva
03:06
drivers of software
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pokretaća programa
03:08
that are going to create
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koji će kreirati
03:09
the companies of tomorrow.
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kompanije sutrašnjice.
03:12
And I'm going to now shift
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A sada ću prijeći
03:13
to talking a little bit about my own experiences.
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i govoriti vam malo o svom iskustvu.
03:17
I joined Unilever in 1976
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Pridružio sam se Unileveru 1976.
03:20
as a management trainee in India.
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kao trener menadžmenta u Indiji.
03:23
And on my first day of work
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I prvog radnog dana
03:25
I walked in and my boss tells me,
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ušao sam u šefovu sobu koji mi je rekao,
03:28
"Do you know why you're here?"
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"Znaš li zašto si ovdje?"
03:30
I said, "I'm here to sell a lot of soap."
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Odgovorio sam, "Ovdje sam da prodam puno sapuna."
03:33
And he said,
"No, you're here to change lives."
"No, you're here to change lives."
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A on je rekao,
"Ne ovdje si da promjeniš živote."
"Ne ovdje si da promjeniš živote."
03:36
You're here to change lives.
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Ovdje si da promjeniš živote.
03:38
You know, I thought it was rather facetious.
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Znate, mislio sam kako je to prilično duhovito.
03:40
We are a company that sells soap and soup.
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Mi smo kompanija koja prodaje sapune i juhe.
03:43
What are we doing about changing lives?
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Kako mi to mijenjamo živote?
03:46
And it's then I realized
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I onda sam shvatio
03:50
that simple acts
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kako jednostavan čin
03:52
like selling a bar of soap
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poput prodaje sapuna
03:55
can save more lives
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može spasiti više života
03:56
than pharmaceutical companies.
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od farmaceutskih kompanija.
03:57
I don't know how many of you know
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Ne znam koliko vas zna
03:59
that five million children don't reach the age of five
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kako pet milijuna djece
ne doživi petu godinu
ne doživi petu godinu
04:02
because of simple infections that can be prevented
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zbog jednostavnih infekcija koje se mogu spiječiti
04:05
by an act of washing their hands with soap.
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pranjem ruku sapunom.
04:08
We run the largest
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Mi vodimo najveći
04:10
hand-washing program
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program pranja ruku
04:11
in the world.
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na svijetu.
04:12
We are running a program on hygiene and health
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Vodimo higijenski i zdravstveni program
04:14
that now touches half a billion people.
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koji sada utječe na pola milijarde ljudi.
04:16
It's not about selling soap,
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Ne radi se o prodaji sapuna,
04:18
there is a larger purpose out there.
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postoji šira svrha.
04:20
And brands indeed can be
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Robne marke mogu stvarno biti
04:22
at the forefront of social change.
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predvodnice društvenih promjena.
04:24
And the reason for that is,
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A razlog za to je u veličini,
04:26
when two billion people use your brands
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jer kada dvije milijarde ljudi koristi tvoje robne marke
04:28
that's the amplifier.
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to je osnaživač.
04:30
Small actions can make a big difference.
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Male akcije mogu donijeti veliku razliku.
04:33
Take another example,
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Uzmite drugi primjer,
04:35
I was walking around in
one of our villages in India.
one of our villages in India.
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hodao sam oko jednog od naših sela u Indiji.
04:38
Now those of you who have done this
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Oni među vama koji su to napravili
04:40
will realize that this is no walk in the park.
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shvaćaju kako to nije šetnja po parku.
04:45
And we had this lady
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I postojala je ta gospođa
04:47
who was one of our small distributors --
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koja je bila jedna od naših malih distributera --
04:52
beautiful, very, very modest, her home --
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prekrasna, jako, jako skromna, njezin dom --
04:55
and she was out there,
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i ona je bila tamo,
04:58
dressed nicely,
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obučena lijepo,
04:59
her husband in the back, her mother-in-law behind
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njezin muž u pozadini, punica iza
05:01
and her sister-in-law behind her.
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i šogorica iza nje.
05:04
The social order was changing
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Društveni poredak se mijenjao
05:06
because this lady
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jer je ta gospođa
05:07
is part of our Project Shakti
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bila dijelom našeg Shakti projekta
05:09
that is actually teaching women
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koji u stvari podučava žene
05:12
how to do small business
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kako voditi mali poduzetnički pothvat
05:14
and how to carry the message
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i kako nositi poruku
05:15
of nutrition and hygiene.
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zdrave prehrane i higijene.
05:17
We have 60,000 such women
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Sada imamo 60.000 takvih žena
05:20
now in India.
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u Indiji.
05:22
It's not about selling soap,
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Ne radi se o prodaji sapuna,
05:24
it's about making sure
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radi se o tome da smo sigurni
05:25
that in the process of doing so
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kako tijekom tog procesa
05:27
you can change people's lives.
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možete ljudima promijeniti život.
05:30
Small actions, big difference.
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Male akcije, velika razlika.
05:33
Our R&D folks
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Naši ljudi iz istraživanja i razvoja
05:35
are not only working to give us
some fantastic detergents,
some fantastic detergents,
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ne rade isključivo na tome da nam osmisle
sjajne deterdžente,
sjajne deterdžente,
05:38
but they're working to make sure we use less water.
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već rade i na tome da osiguraju da trošimo manje vode.
05:41
A product that we've just launched recently,
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Proizvod koji smo nedavno plasirali na tržište,
05:43
One Rinse product that allows you to save water
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One Rinse proizvod osigurava smanjenu potrošnju vode
05:47
every time you wash your clothes.
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svaki puta kada peremo našu odjeću.
05:49
And if we can convert all our users to using this,
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I kada bismo sve naše korisnike mogli potaknuti
da to koriste,
da to koriste,
05:52
that's 500 billion liters of water.
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uštedjeli bismo 500 milijardi litara vode.
05:54
By the way, that's equivalent to one month of water
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Čisto da znate, to je mjesečni ekvivalent korištenoj vodi
05:56
for a whole huge continent.
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za cijeli naš veliki kontinent.
06:00
So just think about it.
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Samo razmislite o tome.
06:01
There are small actions that
can make a big difference.
can make a big difference.
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Postoji male akcije koje mogu
napraviti veliku razliku.
napraviti veliku razliku.
06:05
And I can go on and on.
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I mogao bih tako nabrajati dalje.
06:06
Our food chain, our brilliant products --
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Naš lanac hrane, naši sjajni proizvodi --
06:09
and I'm sorry I'm giving you
a word from the sponsors --
a word from the sponsors --
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žao mi je što sada zvučim
kao sponzor --
kao sponzor --
06:11
Knorr, Hellman's and all those wonderful products.
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Knorr, Hellman's i svi ti prekrasni proizvodi.
06:15
We are committed to making sure that
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Predani smo tome da osiguramo da
06:17
all our agricultural raw materials
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sve naše poljoprivredne sirovine
06:19
are sourced from sustainable sources,
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dolaze iz obnovljivih izvora,
06:21
100-percent sustainable sources.
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100 posto obnovljivih izvora.
06:24
We were the first
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Mi smo prvi
06:25
to say we are going to buy all of our palm oil
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koji su izjavili da ćemo kupiti svo palmino ulje
06:27
from sustainable sources.
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iz održivih izvora.
06:29
I don't know how many of you know that palm oil,
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Ne znam koliko vas zna kako je palmino ulje,
06:33
and not buying it from sustainable sources,
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koje kupujete a ne dolazi iz obnoljivih izvora,
06:36
can create deforestation that is responsible
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odgovorno za deforestaciju i
06:38
for 20 percent of the greenhouse gasses in the world.
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posljedično 20 posto stakleničkih plinova u svijetu.
06:41
We were the first to embrace that,
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Bili smo prvi koji su to shvatili,
06:43
and it's all because we market soap and soup.
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i sve to se dogodilo jer prodajemo sapun i juhe.
06:48
And the point I'm making here
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Ono što želim reči jest
06:50
is that companies like yours, companies like mine
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da kompanije poput vaših, kompanije poput moje
06:53
have to define a purpose
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trebaju definirati svrhu
06:56
which embraces responsibility
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koja će prigrliti odgovornost
06:58
and understands that we have to play our part
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i razumijeti da svatko od nas treba odigrati svoju ulogu
07:00
in the communities in which we operate.
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u zajednici unutar koje djelujemo.
07:03
We introduced something called
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Mi predstavlja nešto što zovemo
07:05
The Unilever Sustainable Living Plan, which said,
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Unileverov plan održivog življenja, koji kaže,
07:08
"Our purpose is to make
sustainable living commonplace,
sustainable living commonplace,
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"Naša svrha je stvoriti
održivo mjesto za življenje
održivo mjesto za življenje
07:11
and we are gong to change the lives
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i mi ćemo promijeniti živote
07:13
of one billion people over 2020."
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milijarde ljudi do 2020."
07:15
Now the question here is,
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Dakle ovdje se postavlja pitanje,
07:17
where do we go from here?
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gdje ćemo odavde?
07:19
And the answer to that is very simple:
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A odgovor je prilično jednostavan:
07:21
We're not going to change the world alone.
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nećemo promijeniti svijet sami.
07:23
There are plenty of you and plenty of us
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Postoji jako puno vas i jako puno nas
07:25
who understand this.
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koji to razumijemo.
07:27
The question is,
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Pitanje je,
07:28
we need partnerships, we need coalitions
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potrebe za partnerstvom, potrebe za savezima
07:31
and importantly, we need that leadership
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i važno, potrebe za vodstvom
07:33
that will allow us to take this from here
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koje će nam omogućiti da to preuzmemo odavde
07:36
and to be the change
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i da budemo promjena
07:37
that we want to see around us.
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koju želimo vidjeti oko nas.
07:39
Thank you very much.
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Hvala vam puno.
07:40
(Applause)
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(Pljesak)
ABOUT THE SPEAKER
Harish Manwani - COO, UnileverHarish Manwani joined Unilever as a management trainee in 1976; he is now the company's chief operating officer.
Why you should listen
Harish Manwani is a Unilever man through and through. Having joined the company in 1976, he imagined that his time would be taken up with selling soap and soup. Not so, his then-boss told him. "You're here to change lives." It sounded far-fetched, but as the years went on and as he moved through the ranks of the corporation, Manwani began to understand his mentor's wisdom. Those words remain close to his heart even in his current role as the company's chief operating officer.
Now based in Singapore, Manwani graduated from Mumbai University and has a master's degree in management studies; he also attended the advanced management program at the Harvard Business School. He is the non-executive chairman of Hindustan Lever and a member of the executive board of the Indian School of Business.
Harish Manwani | Speaker | TED.com