TED@BCG London
Knut Haanaes: Two reasons companies fail -- and how to avoid them
Knut Haanaes: Dva razloga propadanja poduzeća -- i kako ih izbjeći
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Je li moguće upravljati tvrtkom i istodobno je iznova inovirati? Za poslovnog stratega Knuta Haanaesa, sposobnost inoviranja nakon ostvarenog uspjeha značajka je istinski velike organizacije. Haanaes sa svima nama dijeli svoje razumijevanje načina kako iznaći ravnotežu između usavršavanja onoga što već znamo i otkrivanja potpuno novih zamisli. I kako izbjeći dvije glavne strateške zamke.
Knut Haanaes - Strategist
Knut Haanaes believes that the secret to creating lasting, impactful companies is to find a balance between doing what you're good at and looking for new challenges to take on. Full bio
Knut Haanaes believes that the secret to creating lasting, impactful companies is to find a balance between doing what you're good at and looking for new challenges to take on. Full bio
Double-click the English transcript below to play the video.
00:13
Here are two reasons companies fail:
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Dva su razloga zbog
kojih tvrtke propadaju:
kojih tvrtke propadaju:
00:17
they only do more of the same,
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ili neprestano rade jedno te isto,
00:20
or they only do what's new.
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ili rade uvijek i iznova nešto novo.
00:23
To me the real, real
solution to quality growth
solution to quality growth
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Smatram da je jedino pravo
rješenje pitanja rasta kvalitete
rješenje pitanja rasta kvalitete
00:28
is figuring out the balance
between two activities:
between two activities:
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naći pravu mjeru između
dviju aktivnosti:
dviju aktivnosti:
00:32
exploration and exploitation.
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Istraživanja i iskorištavanja.
00:35
Both are necessary,
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Obje su nužne,
00:36
but it can be too much of a good thing.
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ali je s objema moguće i pretjerati.
00:41
Consider Facit.
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Razmotrimo Facit.
00:43
I'm actually old enough to remember them.
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Ja sam dovoljno star da ga se i sjećam.
00:45
Facit was a fantastic company.
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Facit je bila izvanredna tvrtka.
00:47
They were born deep in the Swedish forest,
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Osnovana je duboko u švedskim šumama,
00:50
and they made the best
mechanical calculators in the world.
mechanical calculators in the world.
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i izrađivala je najbolje
mehaničke digitrone na svijetu.
mehaničke digitrone na svijetu.
00:54
Everybody used them.
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Svi su ih upotrebljavali.
00:56
And what did Facit do when
the electronic calculator came along?
the electronic calculator came along?
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A što je Facit učinio pošto su se
pojavili elektronski digitroni?
pojavili elektronski digitroni?
01:01
They continued doing exactly the same.
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Nastavili su činiti isto što i dotad.
01:04
In six months, they went
from maximum revenue ...
from maximum revenue ...
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U šest mjeseci, prešli su put
od maksimalnih prihoda...
od maksimalnih prihoda...
01:08
and they were gone.
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... do propasti.
01:10
Gone.
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Propali su.
01:11
To me, the irony about the Facit story
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Priča o Facitu ironična je zato
01:15
is hearing about the Facit engineers,
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što su Facitovi inženjeri
01:19
who had bought cheap, small
electronic calculators in Japan
electronic calculators in Japan
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kupovali jeftine, male
elektronske digitrone u Japanu,
elektronske digitrone u Japanu,
01:24
that they used to double-check
their calculators.
their calculators.
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kojima su provjeravali
učinkovitost svojih digitrona.
učinkovitost svojih digitrona.
01:27
(Laughter)
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(Smijeh)
01:29
Facit did too much exploitation.
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Facit je pretjerao s iskorištavanjem.
01:32
But exploration can go wild, too.
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Ali, pretjerati se može
i s istraživanjem.
i s istraživanjem.
01:34
A few years back,
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Prije nekoliko godina
01:36
I worked closely alongside
a European biotech company.
a European biotech company.
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blisko sam surađivao s jednom
europskom biotehnološkom tvrtkom.
europskom biotehnološkom tvrtkom.
01:40
Let's call them OncoSearch.
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Nazovimo je OncoSearch.
01:42
The company was brilliant.
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Bila je to izvrsna tvrtka.
01:44
They had applications that promised
to diagnose, even cure,
to diagnose, even cure,
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Svojim su aplikacijama obećavali
dijagnosticirati, čak i liječiti,
dijagnosticirati, čak i liječiti,
01:49
certain forms of blood cancer.
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izvjesne oblike leukemije.
01:52
Every day was about
creating something new.
creating something new.
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Svakog su dana stvarali nešto novo.
01:55
They were extremely innovative,
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Bili su krajnje inovativni,
01:58
and the mantra was,
"When we only get it right,"
"When we only get it right,"
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a mantra im je bila:
"Kad napravimo to kako treba...",
"Kad napravimo to kako treba...",
02:01
or even, "We want it perfect."
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ili čak: "Težimo savršenstvu."
02:04
The sad thing is,
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Nažalost,
02:06
before they became perfect --
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prije no što su postali savršeni,
02:08
even good enough --
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čak i dovoljno dobri --
02:10
they became obsolete.
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pregazilo ih je vrijeme.
02:13
OncoSearch did too much exploration.
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OncoSearch je pretjerao s istraživanjem.
02:17
I first heard about exploration
and exploitation about 15 years ago,
and exploitation about 15 years ago,
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Prvi sam put o istraživanju i o
iskorištavanju čuo prije 15-ak godina,
iskorištavanju čuo prije 15-ak godina,
02:23
when I worked as a visiting
scholar at Stanford University.
scholar at Stanford University.
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kad sam bio gostujući predavač
na Stanfordskom Sveučilištu.
na Stanfordskom Sveučilištu.
02:27
The founder of the idea is Jim March.
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Začetnik ideje je Jim March.
02:30
And to me the power of the idea
is its practicality.
is its practicality.
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Snaga te ideje je u njenoj praktičnosti.
02:35
Exploration.
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Istraživanje.
02:36
Exploration is about
coming up with what's new.
coming up with what's new.
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Istražuje se da bi se
došlo do nečega novog.
došlo do nečega novog.
02:40
It's about search,
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Suština je u traganju,
02:42
it's about discovery,
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u otkrivanju,
02:43
it's about new products,
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u novim proizvodima,
02:45
it's about new innovations.
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u inovacijama.
02:47
It's about changing our frontiers.
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U pomicanju naših granica.
02:51
Our heroes are people
who have done exploration:
who have done exploration:
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Naši su heroji ljudi
koji su se bavili istraživanjem:
koji su se bavili istraživanjem:
02:54
Madame Curie,
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Madame Curie,
02:56
Picasso,
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Picasso,
02:57
Neil Armstrong,
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Neil Armstrong,
02:58
Sir Edmund Hillary, etc.
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Sir Edmund Hillary, i drugi.
03:01
I come from Norway;
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Ja dolazim iz Norveške:
03:03
all our heroes are explorers,
and they deserve to be.
and they deserve to be.
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svi su naši heroji istraživači;
i zaslužuju biti herojima.
i zaslužuju biti herojima.
03:09
We all know that exploration is risky.
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Svi znamo da je rizično istraživati.
03:12
We don't know the answers,
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Ne znamo odgovore;
03:14
we don't know if we're going to find them,
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ne znamo niti hoćemo li ih naći;
03:16
and we know that the risks are high.
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ali znamo da su rizici veliki.
03:18
Exploitation is the opposite.
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Iskorištavanje je upravo oprečno.
03:20
Exploitation is taking
the knowledge we have
the knowledge we have
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Iskorištavati znači koristiti
se znanjima kojima raspolažemo
se znanjima kojima raspolažemo
03:23
and making good, better.
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i činiti dobro boljim.
03:26
Exploitation is about making
our trains run on time.
our trains run on time.
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Iskorištavamo kad postižemo
da nam vlakovi stižu na vrijeme;
da nam vlakovi stižu na vrijeme;
03:29
It's about making good products
faster and cheaper.
faster and cheaper.
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kad dobre proizvode
činimo bržima i jeftinijima.
činimo bržima i jeftinijima.
03:34
Exploitation is not risky --
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Iskorištavanje nije rizično --
03:37
in the short term.
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gledamo li kratkoročno.
03:39
But if we only exploit,
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Međutim, ako samo
iskorištavamo,
iskorištavamo,
03:41
it's very risky in the long term.
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to je dugoročno vrlo rizično.
03:44
And I think we all have memories
of the famous pop groups
of the famous pop groups
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Vjerujem da se svi sjećamo
poznatih pop-grupa
poznatih pop-grupa
03:48
who keep singing the same songs
again and again,
again and again,
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koje neprestano izvode
jedne te iste pjesme,
jedne te iste pjesme,
03:51
until they become obsolete
or even pathetic.
or even pathetic.
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sve dok ne postanu
staromodne ili patetične.
staromodne ili patetične.
03:56
That's the risk of exploitation.
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U tome je rizik iskorištavanja.
04:00
So if we take a long-term
perspective, we explore.
perspective, we explore.
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Dakle, gledamo li
dugoročno, istraživat ćemo.
dugoročno, istraživat ćemo.
04:05
If we take a short-term
perspective, we exploit.
perspective, we exploit.
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Gledamo li kratkoročno, iskorištavat ćemo.
04:09
Small children, they explore all day.
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Mala djeca, ona svakoga dana istražuju.
04:12
All day it's about exploration.
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Po čitave dane.
04:15
As we grow older,
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Kako odrastamo,
04:16
we explore less because we have
more knowledge to exploit on.
more knowledge to exploit on.
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istražujemo manje jer sve više
znanja možemo iskorištavati.
znanja možemo iskorištavati.
04:21
The same goes for companies.
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Isto vrijedi i za tvrtke.
04:24
Companies become,
by nature, less innovative
by nature, less innovative
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Po svojoj prirodi, tvrtke
postaju sve manje inovativne
postaju sve manje inovativne
04:28
as they become more competent.
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kako postaju kompetentnije.
04:31
And this is, of course,
a big worry to CEOs.
a big worry to CEOs.
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To je vrlo zabrinjavajuće
za njihove vodeće direktore.
za njihove vodeće direktore.
04:35
And I hear very often questions
phrased in different ways.
phrased in different ways.
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Vrlo često čujem pitanja
04:39
For example,
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poput, primjerice:
04:41
"How can I both effectively run
and reinvent my company?"
and reinvent my company?"
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"Kako da istodobno i vodim
i transformiram svoju tvrtku?"
i transformiram svoju tvrtku?"
04:46
Or, "How can I make sure
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Ili: "Kako da osiguram
04:48
that our company changes
before we become obsolete
before we become obsolete
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da se naša tvrtka promijeni
prije no što nas vrijeme pregazi
prije no što nas vrijeme pregazi
04:52
or are hit by a crisis?"
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ili nas pogodi kriza?"
04:55
So, doing one well is difficult.
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Dakle, činiti dobro jedno
od ovoga, teško je.
od ovoga, teško je.
04:58
Doing both well as the same time is art --
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Činiti oboje dobro,
istodobno umjetnost je.
istodobno umjetnost je.
05:01
pushing both exploration and exploitation.
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I istraživati i iskorištavati.
05:05
So one thing we've found
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Otkrili smo da je svega
05:06
is only about two percent of companies
are able to effectively explore
are able to effectively explore
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oko 2% tvrtki kadro učinkovito istraživati
05:13
and exploit at the same time, in parallel.
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i iskorištavati, istodobno.
05:17
But when they do,
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Onima koji uspijevaju
05:19
the payoffs are huge.
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to se silno isplati.
05:22
So we have lots of great examples.
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Pregršt je sjajnih primjera:
05:24
We have Nestlé creating Nespresso,
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Nestle koji je stvorio Nespresso;
05:27
we have Lego going into animated films,
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Lego koji se upustio u animirane filmove;
05:30
Toyota creating the hybrids,
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Toyota i njihovi hibridni automobili;
05:32
Unilever pushing into sustainability --
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Unilever i održivost --
05:35
there are lots of examples,
and the benefits are huge.
and the benefits are huge.
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mnoštvo je primjera i koristi su velike.
05:39
Why is balancing so difficult?
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Zašto je ravnoteža toliko zahtjevna?
05:42
I think it's difficult
because there are so many traps
because there are so many traps
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Mislim da je zahtjevna zbog brojnih zamki
05:45
that keep us where we are.
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koje nas koče.
05:47
So I'll talk about two,
but there are many.
but there are many.
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Iako ih je mnogo, govorit ću o dvjema.
05:51
So let's talk about
the perpetual search trap.
the perpetual search trap.
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"Zamka vječitog traganja", primjerice.
05:54
We discover something,
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Otkrijemo nešto,
05:56
but we don't have the patience
or the persistence
or the persistence
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ali onda nismo strpljivi niti ustrajni
05:59
to get at it and make it work.
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da se tome posvetimo i to razradimo.
06:01
So instead of staying with it,
we create something new.
we create something new.
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Dakle, umjesto da stanemo,
mi idemo dalje i stvaramo novo.
mi idemo dalje i stvaramo novo.
06:04
But the same goes for that,
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Isto činimo i s tim novim,
06:06
then we're in the vicious circle
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i to je začaran krug
06:07
of actually coming up with ideas
but being frustrated.
but being frustrated.
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stalne proizvodnje ideja,
ali istodobno i frustracija.
ali istodobno i frustracija.
06:12
OncoSearch was a good example.
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OncoSearch je bio dobar primjer.
06:14
A famous example is, of course, Xerox.
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Čuven primjer je, naravno, Xerox.
06:18
But we don't only see this in companies.
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Ali ne susrećemo to samo u tvrtkama.
06:20
We see this in the public sector as well.
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Vidljivo je to i u javnom sektoru.
06:23
We all know that any kind
of effective reform of education,
of effective reform of education,
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Znamo da bilo kakva
učinkovita reforma obrazovanja,
učinkovita reforma obrazovanja,
06:29
research, health care, even defense,
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znanosti, zdravstva, čak i obrane,
06:31
takes 10, 15, maybe 20 years to work.
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iziskuje 10, 15, pa možda i 20 godina rada.
06:35
But still, we change much more often.
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Svejedno, puno češće
provodimo razne reforme.
provodimo razne reforme.
06:39
We really don't give them the chance.
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Zapravo, ne dajemo im nikakve šanse.
06:42
Another trap is the success trap.
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Druga zamka je "zamka uspjeha".
06:46
Facit fell into the success trap.
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Facit je upao u nju.
06:50
They literally held
the future in their hands,
the future in their hands,
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Oni su, doslovno, držali
budućnost u svojim rukama,
budućnost u svojim rukama,
06:53
but they couldn't see it.
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ali nisu toga bili svjesni.
06:54
They were simply so good
at making what they loved doing,
at making what they loved doing,
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Bili su toliko dobri u
onome što su voljeli raditi
onome što su voljeli raditi
06:58
that they wouldn't change.
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da se nisu željeli mijenjati.
07:01
We are like that, too.
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I mi smo takvi.
07:02
When we know something well,
it's difficult to change.
it's difficult to change.
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Kad smo u nečemu dobri,
teško nam se mijenjati.
teško nam se mijenjati.
07:06
Bill Gates has said:
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Bill Gates je rekao:
07:09
"Success is a lousy teacher.
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"Uspjeh je loš učitelj.
07:12
It seduces us into thinking
we cannot fail."
we cannot fail."
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Zavodi nas da pomišljamo
kako ne možemo pogriješiti."
kako ne možemo pogriješiti."
07:16
That's the challenge with success.
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U tome je izazovnost uspjeha.
07:19
So I think there are some lessons,
and I think they apply to us.
and I think they apply to us.
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Mislim da imamo iz čega učiti.
07:23
And they apply to our companies.
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Kao i tvrtke.
07:25
The first lesson is:
get ahead of the crisis.
get ahead of the crisis.
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Prva je pouka: preduhitrite krizu.
07:29
And any company that's able to innovate
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Svaka tvrtka koja je u stanju inovirati
07:32
is actually able to also buy
an insurance in the future.
an insurance in the future.
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sposobna je osigurati vlastitu budućnost.
07:36
Netflix -- they could so easily
have been content
have been content
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Netflix -- lako su se mogli zadovoljiti
07:39
with earlier generations of distribution,
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svojim dotadašnjim pristupima distribuciji,
07:42
but they always -- and I think
they will always --
they will always --
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ali su se uvijek, i mislim
da uvijek i hoće,
da uvijek i hoće,
07:45
keep pushing for the next battle.
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pripremali za sljedeću bitku.
07:47
I see other companies that say,
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Druge tvrtke govore:
07:49
"I'll win the next innovation cycle,
whatever it takes."
whatever it takes."
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"U sljedećem inovacijskom ciklusu
pobijedit ćemo, pošto-poto."
pobijedit ćemo, pošto-poto."
07:55
Second one: think in multiple time scales.
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Druga pouka: Mislite dugoročnije.
07:58
I'll share a chart with you,
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Prikazat ću vam jedan grafikon,
08:00
and I think it's a wonderful one.
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jedan čudesan grafikon.
08:02
Any company we look at,
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Pogledamo li bilo koju tvrtku
08:04
taking a one-year perspective
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u jednogodišnjoj perspektivi
08:06
and looking at the valuation
of the company,
of the company,
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i njihovu tržišnu vrijednost, vidjet ćemo
08:08
innovation typically accounts
for only about 30 percent.
for only about 30 percent.
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da inovacije obično čine
oko 30% vrijednosti.
oko 30% vrijednosti.
08:12
So when we think one year,
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Razmišljamo li godinu dana unaprijed,
08:13
innovation isn't really that important.
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inovacije nisu toliko važne.
08:16
Move ahead, take a 10-year perspective
on the same company --
on the same company --
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Korak dalje, sagledamo li istu
tvrtku u 10-godišnjem razdoblju,
tvrtku u 10-godišnjem razdoblju,
08:20
suddenly, innovation and ability
to renew account for 70 percent.
to renew account for 70 percent.
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iznenada, inovacije i sposobnost
obnavljanja čine 70% vrijednosti.
obnavljanja čine 70% vrijednosti.
08:26
But companies can't choose.
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Tvrtke, međutim, ne mogu birati.
08:27
They need to fund the journey
and lead the long term.
and lead the long term.
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Treba im novac za ulaganja
i za dugoročno upravljanje.
i za dugoročno upravljanje.
08:32
Third:
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Treća pouka:
08:34
invite talent.
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Prihvatite izazov.
08:35
I don't think it's possible for any of us
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Vjerujem da nitko od nas ne može sam
08:38
to be able to balance exploration
and exploitation by ourselves.
and exploitation by ourselves.
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istodobno i istraživati i iskorištavati.
08:43
I think it's a team sport.
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Vjerujem da je to timski sport.
08:44
I think we need to allow challenging.
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Vjerujem da se moramo međusobno izazivati.
08:48
I think the mark of a great company
is being open to be challenged,
is being open to be challenged,
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Vjerujem da je otvorenost
izazovima obilježje sjajne tvrtke,
izazovima obilježje sjajne tvrtke,
08:53
and the mark of a good corporate board
is to constructively challenge.
is to constructively challenge.
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a konstruktivno izazivanje značajka
dobrog korporativnog odbora.
dobrog korporativnog odbora.
08:58
I think that's also what
good parenting is about.
good parenting is about.
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Vjerujem da je u tome bit
i dobrog roditeljstva.
i dobrog roditeljstva.
09:02
Last one: be skeptical of success.
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Posljednja pouka: Budite
sumnjičavi prema uspjehu.
sumnjičavi prema uspjehu.
09:06
Maybe it's useful to think back
at the old triumph marches in Rome,
at the old triumph marches in Rome,
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Možda se vrijedi prisjetiti starih
trijumfalnih marševa u Rimu,
trijumfalnih marševa u Rimu,
09:12
when the generals, after a big victory,
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kad su generali, nakon velikih pobjeda,
09:16
were given their celebration.
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bivali slavljeni i veličani.
09:18
Riding into Rome on the carriage,
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Dok su zapregom ulazili u Rim,
09:21
they always had a companion
whispering in their ear,
whispering in their ear,
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generali su uza sebe uvijek
imali pratitelja koji bi im šaptao:
imali pratitelja koji bi im šaptao:
09:25
"Remember, you're only human."
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"Upamti, ti si samo čovjek."
09:29
So I hope I made the point:
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Nadam se da sam bio jasan:
09:32
balancing exploration and exploitation
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kombiniranje istraživanja i iskorištavanja
09:35
has a huge payoff.
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jako se isplati.
09:37
But it's difficult,
and we need to be conscious.
and we need to be conscious.
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Ali, teško je i moramo biti pažljivi.
09:40
I want to just point out two questions
that I think are useful.
that I think are useful.
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Želio bih istaknuti još dva,
mislim, korisna pitanja.
mislim, korisna pitanja.
09:45
First question is,
looking at your own company:
looking at your own company:
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Gledate li svoju tvrtku, prvo je pitanje:
09:49
In which areas do you see
that the company is at the risk
that the company is at the risk
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U kojim područjima
vidite rizik da bi tvrtka
vidite rizik da bi tvrtka
09:53
of falling into success traps,
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mogla upasti u zamku uspjeha,
09:56
of just going on autopilot?
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ili funkcionirati "na autopilotu"?
09:59
And what can you do to challenge?
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I što možete učiniti
da biste izazvali reakciju?
da biste izazvali reakciju?
10:03
Second question is:
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Drugo pitanje je:
10:06
When did I explore something new last,
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Kad sam posljednji put nešto istraživao
10:09
and what kind of effect did it have on me?
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i kako je to na mene utjecalo?
10:12
Is that something I should do more of?
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Je li to nešto što bih
češće trebao činiti?
češće trebao činiti?
10:15
In my case, yes.
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U mome slučaju, jest.
10:18
So let me leave you with this.
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Na kraju, reći ću vam sljedeće:
10:20
Whether you're an explorer by nature
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Ako ste po prirodi istraživač,
10:23
or whether you tend to exploit
what you already know,
what you already know,
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ili ste skloni iskorištavati
ono što već znate,
ono što već znate,
10:27
don't forget: the beauty
is in the balance.
is in the balance.
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nemojte zaboraviti da
je ljepota u ravnoteži.
je ljepota u ravnoteži.
10:33
Thank you.
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Hvala vam.
10:34
(Applause)
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(Pljesak)
ABOUT THE SPEAKER
Knut Haanaes - StrategistKnut Haanaes believes that the secret to creating lasting, impactful companies is to find a balance between doing what you're good at and looking for new challenges to take on.
Why you should listen
What strategy traps repeatedly entice well-meaning companies? Sweet words that lure with a sense of promise and growth, but ultimately fail to deliver again and again? How do we balance exploration and exploitation without falling fully into either ditch?
Knut Haanaes is Dean of the Global Leadership Institute at the World Economic Forum and professor of strategy and international management at IMD, formerly senior partner and global leader of BCG's strategy practice. Through his work with clients, Haanaes has accumulated extensive experience in a number of industries on issues of strategy. He holds a Master's Degree in Economics from the Norwegian School of Economics, a PhD in Strategy from the Copenhagen Business School and has been a visiting scholar at Scancor, Stanford University.
In 2015, together with Martin Reeves and Janmejaya Sinha from BCG, Haanaes published the book Your Strategy Needs a Strategy. The book has been translated into a number of languages.
Knut Haanaes | Speaker | TED.com