TEDxCambridge
Linda Hill: How to manage for collective creativity
Linda Hill: Cara mengelola kreativitas bersama
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What's the secret to unlocking the creativity hidden inside your daily work, and giving every great idea a chance? Harvard professor Linda Hill, co-author of "Collective Genius," has studied some of the world's most creative companies to come up with a set of tools and tactics to keep great ideas flowing -- from everyone in the company, not just the designated "creatives."
Linda Hill - Management professor
Linda Hill studies collective genius -- the way great companies, and great leaders, empower creativity from many. Full bio
Linda Hill studies collective genius -- the way great companies, and great leaders, empower creativity from many. Full bio
Double-click the English transcript below to play the video.
00:12
I have a confession to make.
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Perkenalkan,
00:13
I'm a business professor
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saya adalah seorang guru besar bisnis
00:15
whose ambition has been
to help people learn to lead.
to help people learn to lead.
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yang berambisi melahirkan pemimpin.
00:17
But recently, I've discovered
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Namun, saya sadar
00:19
that what many of us
think of as great leadership
think of as great leadership
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bahwa kepemimpinan yang baik
00:22
does not work when it comes
to leading innovation.
to leading innovation.
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belum tentu melahirkan inovasi.
00:25
I'm an ethnographer.
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Sebagai seorang etnografer,
00:26
I use the methods of anthropology
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saya menggunakan antropologi
00:28
to understand the questions
in which I'm interested.
in which I'm interested.
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untuk mengerti tiap pertanyaan menarik.
00:31
So along with three co-conspirators,
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Bersama tiga teman,
00:33
I spent nearly a decade observing
up close and personal
up close and personal
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saya menghabiskan hampir
satu dekade mengamati
satu dekade mengamati
00:37
exceptional leaders of innovation.
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para pembawa inovasi hebat dari dekat.
00:39
We studied 16 men and women,
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Kami mengamati 16 pria dan wanita,
00:41
located in seven countries
across the globe,
across the globe,
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yang berasal dari tujuh negara,
00:44
working in 12 different industries.
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dalam 12 industri yang berbeda.
Selama ratusan jam, di lapangan
00:46
In total, we spent hundreds
of hours on the ground,
of hours on the ground,
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00:49
on-site, watching these leaders in action.
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mencermati aksi para pemimpin ini.
00:53
We ended up with pages and pages
and pages of field notes
and pages of field notes
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Berbekal berlembar-lembar catatan,
00:56
that we analyzed and looked
for patterns in what our leaders did.
for patterns in what our leaders did.
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kami menganalisis dan mencari pola
tindakan para pemimpin
tindakan para pemimpin
00:59
The bottom line?
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Hasilnya?
Jika kita ingin membuat organisasi yang
berinovasi terus menerus
berinovasi terus menerus
01:01
If we want to build organizations
that can innovate time and again,
that can innovate time and again,
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01:05
we must unlearn our conventional
notions of leadership.
notions of leadership.
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kita harus buang ide kuno kita
tentang kepemimpinan.
tentang kepemimpinan.
01:08
Leading innovation is not
about creating a vision,
about creating a vision,
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Berinovasi tidak sekedar membuat visi,
01:11
and inspiring others to execute it.
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dan membuat orang lain mengerjakannya.
01:14
But what do we mean by innovation?
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Jadi, apa itu inovasi?
01:16
An innovation is anything
that is both new and useful.
that is both new and useful.
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Inovasi berarti hal yang baru dan berguna.
01:20
It can be a product or service.
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Bisa sebuah produk atau jasa;
01:21
It can be a process
or a way of organizing.
or a way of organizing.
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sebuah proses atau cara berorganisasi;
01:24
It can be incremental,
or it can be breakthrough.
or it can be breakthrough.
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sebuah evolusi ataupun terobosan.
01:27
We have a pretty inclusive definition.
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Kami punya simpulan yang cukup bulat.
01:29
How many of you recognize this man?
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Berapa banyak dari Anda yang
mengenal pria ini?
mengenal pria ini?
01:31
Put your hands up.
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Silakan angkat tangan.
01:34
Keep your hands up,
if you know who this is.
if you know who this is.
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Tetap angkat tangan Anda,
jika Anda kenal pria ini.
jika Anda kenal pria ini.
01:42
How about these familiar faces?
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Bagaimana dengan mereka?
01:44
(Laughter)
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(Tawa)
01:46
From your show of hands,
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Dari tangan Anda,
01:47
it looks like many of you
have seen a Pixar movie,
have seen a Pixar movie,
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sepertinya...
banyak yang sudah menonton film Pixar,
banyak yang sudah menonton film Pixar,
01:50
but very few of you recognized Ed Catmull,
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tapi sedikit yang mengenal Ed Catmull,
01:53
the founder and CEO of Pixar --
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pendiri dan CEO Pixar --
01:55
one of the companies
I had the privilege of studying.
I had the privilege of studying.
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perusahaan yang kebetulan saya kaji.
01:58
My first visit to Pixar was in 2005,
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Saya mengunjungi Pixar
pertama kali pada 2005,
pertama kali pada 2005,
02:01
when they were working on "Ratatouille,"
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saat "Ratatouille" sedang digarap,
film provokatif yang menceritakan
mimpi seekor tikus menjadi juru masak.
mimpi seekor tikus menjadi juru masak.
02:03
that provocative movie about
a rat becoming a master chef.
a rat becoming a master chef.
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02:06
Computer-generated movies
are really mainstream today,
are really mainstream today,
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Dewasa ini,
film bergrafik komputer lazim ditemui,
film bergrafik komputer lazim ditemui,
02:10
but it took Ed and his
colleagues nearly 20 years
colleagues nearly 20 years
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butuh 20 tahun bagi Ed dan koleganya
02:13
to create the first
full-length C.G. movie.
full-length C.G. movie.
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untuk membuat
film bergrafik komputer pertama.
film bergrafik komputer pertama.
02:16
In the 20 years hence,
they've produced 14 movies.
they've produced 14 movies.
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20 tahun setelahnya,
14 film berhasil diproduksi.
14 film berhasil diproduksi.
02:20
I was recently at Pixar,
and I'm here to tell you
and I'm here to tell you
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Kembalinya dari Pixar,
saya ingin menyampaikan
saya ingin menyampaikan
02:23
that number 15 is sure to be a winner.
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Ke-15 film tersebut adalah
kesuksesan Pixar.
kesuksesan Pixar.
02:26
When many of us think
about innovation, though,
about innovation, though,
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Saat berpikir tentang inovasi,
02:28
we think about an Einstein
having an 'Aha!' moment.
having an 'Aha!' moment.
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kita membayangkan Einstein
dengan momen 'Aha!'-nya.
dengan momen 'Aha!'-nya.
02:31
But we all know that's a myth.
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Tapi kita tahu bahwa itu hanyalah mitos.
02:34
Innovation is not about solo genius,
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Inovasi bukan tentang kecerdasan
perorangan,
perorangan,
02:37
it's about collective genius.
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melainkan kecerdasan kelompok.
02:40
Let's think for a minute about
what it takes to make a Pixar movie:
what it takes to make a Pixar movie:
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Sejenak pikirkanlah
bagaimana film Pixar diproduksi:
bagaimana film Pixar diproduksi:
02:44
No solo genius, no flash of inspiration
produces one of those movies.
produces one of those movies.
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Mustahil film mereka diproduksi oleh
satu orang secara instan.
satu orang secara instan.
02:49
On the contrary, it takes about
250 people four to five years,
250 people four to five years,
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Kenyataannya,
butuh 250 orang dan 4-5 tahun
butuh 250 orang dan 4-5 tahun
02:54
to make one of those movies.
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untuk memproduksi satu film.
02:55
To help us understand the process,
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Untuk memahami proses tersebut,
02:58
an individual in the studio
drew a version of this picture.
drew a version of this picture.
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seseorang di Pixar membuat grafik ini,
03:01
He did so reluctantly,
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dengan malas-malasan,
03:03
because it suggested that the process
was a neat series of steps
was a neat series of steps
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Karena grafik ini menyiratkan
rangkaian proses,
rangkaian proses,
03:07
done by discrete groups.
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yang harus dikerjakan berkelompok
secara seksama.
secara seksama.
03:10
Even with all those arrows,
he thought it failed to really tell you
he thought it failed to really tell you
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Meski dengan anak panah tersebut,
gambar ini belum mampu bercerita
gambar ini belum mampu bercerita
03:13
just how iterative, interrelated
and, frankly, messy their process was.
and, frankly, messy their process was.
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betapa banyak dan rumit prosesnya.
03:18
Throughout the making of a movie
at Pixar, the story evolves.
at Pixar, the story evolves.
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Sepanjang produksi, ada perubahan cerita.
03:24
So think about it.
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Bayangkan.
03:26
Some shots go through quickly.
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Ada adegan yang diambil dengan cepat.
03:29
They don't all go through in order.
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Tanpa aturan.
03:31
It depends on how vexing
the challenges are
the challenges are
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Tergantung seberapa rumit
tantangannya yang dihadapi,
tantangannya yang dihadapi,
03:34
that they come up with when they
are working on a particular scene.
are working on a particular scene.
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sebuah ide bisa muncul secara mendadak.
03:38
So if you think about that scene in "Up"
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Jika Anda ingat film "Up",
03:40
where the boy hands the piece
of chocolate to the bird,
of chocolate to the bird,
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ada adegan Russell
memberi coklat kepada burung,
memberi coklat kepada burung,
03:44
that 10 seconds took one animator
almost six months to perfect.
almost six months to perfect.
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butuh 6 bulan bagi animator
untuk menyempurnakan adegan 10 detik tsb.
untuk menyempurnakan adegan 10 detik tsb.
03:50
The other thing about a Pixar movie
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Hal menarik lainnya dari film Pixar,
03:52
is that no part of the movie
is considered finished
is considered finished
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tidak ada bagian yang dianggap selesai
03:54
until the entire movie wraps.
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sampai produksi diselesaikan.
03:56
Partway through one production,
an animator drew a character
an animator drew a character
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Misalnya, saat animator membuat tokoh
04:00
with an arched eyebrow that
suggested a mischievous side.
suggested a mischievous side.
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dengan alis melengkung agar tampak jahat.
04:04
When the director saw that
drawing, he thought it was great.
drawing, he thought it was great.
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Sutradara mungkin suka
saat melihatnya, dia pikir itu hebat.
saat melihatnya, dia pikir itu hebat.
04:07
It was beautiful, but he said,
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Hingga kemudian,
04:09
"You've got to lose it;
it doesn't fit the character."
it doesn't fit the character."
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"Hapus. Itu tidak cocok dengan
penokohannya."
penokohannya."
04:12
Two weeks later, the director
came back and said,
came back and said,
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2 minggu kemudian,
sutradara kembali & berkata,
sutradara kembali & berkata,
04:14
"Let's put in those few seconds of film."
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"Pasang alisnya untuk beberapa detik."
04:16
Because that animator
was allowed to share
was allowed to share
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Karena opini animator dihargai
04:19
what we referred to
as his slice of genius,
as his slice of genius,
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sebagai bagian dari keahliannya,
04:22
he was able to help that director
reconceive the character
reconceive the character
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ia membantu sutradara
untuk menghidupkan tokoh
untuk menghidupkan tokoh
04:26
in a subtle but important way
that really improved the story.
that really improved the story.
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secara halus namun penting
bagi penyempurnaan cerita.
bagi penyempurnaan cerita.
04:30
What we know is, at the heart
of innovation is a paradox.
of innovation is a paradox.
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Kita tahu bahwa inti dari inovasi
terdapat paradoks.
terdapat paradoks.
04:35
You have to unleash the talents
and passions of many people
and passions of many people
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Anda harus menggali
bakat dan minat banyak orang
bakat dan minat banyak orang
04:39
and you have to harness them
into a work that is actually useful.
into a work that is actually useful.
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dan mengasahnya agar bermanfaat.
04:43
Innovation is a journey.
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Inovasi adalah sebuah perjalanan.
04:46
It's a type of collaborative
problem solving,
problem solving,
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Bentuk dari
upaya pemecahan masalah bersama,
upaya pemecahan masalah bersama,
04:48
usually among people
who have different expertise
who have different expertise
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sekelompok orang dengan ragam keahlian
04:51
and different points of view.
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dan pandangan.
04:53
Innovations rarely get created full-blown.
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Jarang ada inovasi yang langsung sempurna.
04:56
As many of you know,
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Seperti Anda ketahui,
04:58
they're the result,
usually, of trial and error.
usually, of trial and error.
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inovasi adalah buah dari eksperimen.
05:01
Lots of false starts,
missteps and mistakes.
missteps and mistakes.
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Diawali dengan awal yang keliru,
salah langkah, dan kealpaan.
salah langkah, dan kealpaan.
05:05
Innovative work can be
very exhilarating,
very exhilarating,
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Inovasi bisa sangat menggairahkan,
05:08
but it also can be
really downright scary.
really downright scary.
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tapi juga amat menakutkan.
05:13
So when we look at why it is
that Pixar is able to do what it does,
that Pixar is able to do what it does,
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Bagaimana Pixar melakukannya?
05:19
we have to ask ourselves,
what's going on here?
what's going on here?
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tanyakan pada diri sendiri,
apa yang terjadi?
apa yang terjadi?
05:23
For sure, history
and certainly Hollywood,
and certainly Hollywood,
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Sejarah dan Hollywood tentu saja
05:26
is full of star-studded teams
that have failed.
that have failed.
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dipenuhi tim bertabur bintang
yang pernah gagal.
yang pernah gagal.
05:29
Most of those failures are attributed
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Kegagalan yang sering dihubungkan dengan
05:31
to too many stars or too many
cooks, if you will, in the kitchen.
cooks, if you will, in the kitchen.
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terlalu banyak pemain yang terlibat.
05:36
So why is it that Pixar,
with all of its cooks,
with all of its cooks,
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Tapi kenapa Pixar dengan timnya yang besar
05:40
is able to be so successful
time and time again?
time and time again?
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dapat sukses lagi dan lagi?
05:45
When we studied
an Islamic Bank in Dubai,
an Islamic Bank in Dubai,
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Saat kami mengkaji
sebuah bank Islam di Dubai,
sebuah bank Islam di Dubai,
05:48
or a luxury brand in Korea,
or a social enterprise in Africa,
or a social enterprise in Africa,
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merek mewah di Korea,
atau organisasi sosial di Afrika,
atau organisasi sosial di Afrika,
05:53
we found that innovative organizations
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kami menyimpulkan organisasi inovatif
05:55
are communities that
have three capabilities:
have three capabilities:
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adalah kelompok yang cakap dalam tiga hal:
05:57
creative abrasion, creative
agility and creative resolution.
agility and creative resolution.
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Kreatif dalam masa abrasi, bergerak,
dan membuat putusan.
dan membuat putusan.
06:02
Creative abrasion is about being able
to create a marketplace of ideas
to create a marketplace of ideas
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Kreatif dalam masa abrasi berarti
kemampuan mengumpulkan gagasan
kemampuan mengumpulkan gagasan
06:07
through debate and discourse.
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melalui perdebatan dan diskusi.
06:10
In innovative organizations,
they amplify differences,
they amplify differences,
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Organisasi inovatif menghargai perbedaan,
06:13
they don't minimize them.
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bukan menghilangkannya.
06:14
Creative abrasion is not
about brainstorming,
about brainstorming,
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Proses ini tidak sama dengan tukar pikiran
06:17
where people suspend their judgment.
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di mana penilaian ditiadakan.
06:19
No, they know how to have very
heated but constructive arguments
heated but constructive arguments
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Meski tahu cara memotivasi diri,
mereka tidak tahu berargumen dengan benar
mereka tidak tahu berargumen dengan benar
06:23
to create a portfolio of alternatives.
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untuk menampung setiap kemungkinan.
06:26
Individuals in innovative organizations
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Individu dalam organisasi inovatif
06:28
learn how to inquire, they learn how
to actively listen, but guess what?
to actively listen, but guess what?
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selain belajar mencari tahu, mendengarkan,
06:33
They also learn how to
advocate for their point of view.
advocate for their point of view.
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mereka juga belajar
mengemukakan pandangannya.
mengemukakan pandangannya.
06:35
They understand that
innovation rarely happens
innovation rarely happens
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Mereka tahu inovasi jarang terjadi
06:39
unless you have both
diversity and conflict.
diversity and conflict.
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tanpa adanya keragaman dan konflik.
06:43
Creative agility is about being able
to test and refine that portfolio of ideas
to test and refine that portfolio of ideas
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Kreatif bergerak berarti mampu
menguji dan menyempurnakan gagasan
menguji dan menyempurnakan gagasan
06:48
through quick pursuit,
reflection and adjustment.
reflection and adjustment.
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melalui pencarian, refleksi, dan
penyesuaian secara cepat.
penyesuaian secara cepat.
06:52
It's about discovery-driven learning
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Inti proses ini adalah bereksplorasi
06:53
where you act, as opposed to plan,
your way to the future.
your way to the future.
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menuju masa depan dengan bebas.
06:57
It's about design thinking where
you have that interesting combination
you have that interesting combination
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Proses ini tentang desain berfikir
yang juga berarti menggabungkan
yang juga berarti menggabungkan
07:00
of the scientific method
and the artistic process.
and the artistic process.
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metode ilmiah dengan seni.
07:04
It's about running a series of
experiments, and not a series of pilots.
experiments, and not a series of pilots.
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Bereksperimen bukan menjalankan komando.
07:08
Experiments are usually about learning.
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Bereksperimen berarti belajar.
07:10
When you get a negative outcome,
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Saat mendapat masukan negatif,
07:12
you're still really learning something
that you need to know.
that you need to know.
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Anda tetap mempelajari hal baru.
07:15
Pilots are often about being right.
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Menjalankan komando
terbatas pada upaya yang benar.
terbatas pada upaya yang benar.
07:17
When they don't work,
someone or something is to blame.
someone or something is to blame.
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Ketika gagal,
muncul pelemparan kesalahan.
muncul pelemparan kesalahan.
07:22
The final capability
is creative resolution.
is creative resolution.
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Terakhir, kreatif membuat putusan.
07:25
This is about doing decision making
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Proses ini berarti membuat keputusan
07:26
in a way that you can actually combine
even opposing ideas
even opposing ideas
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dengan menggabungkan setiap ide,
bahkan yang berlawanan
bahkan yang berlawanan
07:30
to reconfigure them in new combinations
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demi terciptanya kombinasi baru
07:33
to produce a solution
that is new and useful.
that is new and useful.
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dalam menghasilkan solusi baru
dan efektif.
dan efektif.
07:36
When you look at innovative organizations,
they never go along to get along.
they never go along to get along.
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Organisasi inovatif tidak pernah
menyesuaikan diri untuk diterima.
menyesuaikan diri untuk diterima.
07:40
They don't compromise.
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Mereka tidak berkompromi.
07:42
They don't let one group
or one individual dominate,
or one individual dominate,
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Mereka menolak dominasi
kelompok atau individu.
kelompok atau individu.
07:45
even if it's the boss,
even if it's the expert.
even if it's the expert.
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bahkan kepada atasan atau pakar.
07:50
Instead, they have developed
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Mereka justru mengembangkan
07:51
a rather patient and more inclusive
decision making process
decision making process
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proses pengambilan keputusan
dengan kepala dingin dan menyeluruh.
dengan kepala dingin dan menyeluruh.
07:55
that allows for both/and
solutions to arise
solutions to arise
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Hal ini memungkinkan mereka
mendapat banyak solusi,
mendapat banyak solusi,
07:59
and not simply either/or solutions.
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alih-alih solusi tunggal.
08:01
These three capabilities are why we see
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Ketiga kemampuan ini menjelaskan
08:05
that Pixar is able to do what it does.
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mengapa Pixar bisa berhasil.
08:10
Let me give you another example,
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Contoh lainnya adalah
08:12
and that example is the
infrastructure group of Google.
infrastructure group of Google.
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grup infrastruktur Google.
08:14
The infrastructure group
of Google is the group
of Google is the group
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Kelompok itu bertugas
08:17
that has to keep the website
up and running 24/7.
up and running 24/7.
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menjaga situs mereka terus berjalan
setiap saat.
setiap saat.
08:21
So when Google was about
to introduce Gmail and YouTube,
to introduce Gmail and YouTube,
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Jadi ketika Google memperkenalkan
Gmail dan YouTube,
Gmail dan YouTube,
08:25
they knew that their data storage
system wasn't adequate.
system wasn't adequate.
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mereka sadar
sistem penyimpanan mereka tidak mencukupi.
sistem penyimpanan mereka tidak mencukupi.
08:28
The head of the engineering group
and the infrastructure group at that time
and the infrastructure group at that time
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Orang yg mengepalai para insinyur
dan kelompok pada waktu itu adalah
dan kelompok pada waktu itu adalah
08:32
was a man named Bill Coughran.
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pria bernama Bill Coughran.
08:35
Bill and his leadership team,
who he referred to as his brain trust,
who he referred to as his brain trust,
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Bill bersama tim eksekutifnya,
yang ia sebut Brain Trust
yang ia sebut Brain Trust
08:39
had to figure out what to do
about this situation.
about this situation.
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bertugas mencari solusi atas masalah itu.
08:43
They thought about it for a while.
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Setelah beberapa lama.
08:44
Instead of creating a group
to tackle this task,
to tackle this task,
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Bukannya membentuk sebuah grup khusus,
08:48
they decided to allow groups
to emerge spontaneously
to emerge spontaneously
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mereka justru memfasilitasi
kemunculan grup secara spontan
kemunculan grup secara spontan
08:52
around different alternatives.
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dengan segala kemungkinannya.
08:54
Two groups coalesced.
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Dua grup bersatu.
08:57
One became known as Big Table,
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Satu menjadi Big Table,
09:00
the other became known
as Build It From Scratch.
as Build It From Scratch.
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dan lainnya Build It From Scratch.
09:03
Big Table proposed that they
build on the current system.
build on the current system.
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Big Table mengusulkan
untuk memanfaat sistem yang ada.
untuk memanfaat sistem yang ada.
09:06
Build It From Scratch proposed
that it was time for a whole new system.
that it was time for a whole new system.
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Build It From Scratch mengusulkan
pembuatan sistem baru.
pembuatan sistem baru.
09:10
Separately, these two teams
were allowed to work full-time
were allowed to work full-time
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Secara terpisah, kedua tim diperbolehkan
bekerja penuh waktu
bekerja penuh waktu
09:14
on their particular approach.
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dengan pendekatan masing-masing.
09:16
In engineering reviews,
Bill described his role as,
Bill described his role as,
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Dalam sebuah artikel,
Bill menjelaskan perannya,
Bill menjelaskan perannya,
09:19
"Injecting honesty into
the process by driving debate."
the process by driving debate."
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"Menanamkan kejujuran dalam
sengitnya perdebatan."
sengitnya perdebatan."
09:24
Early on, the teams were encouraged
to build prototypes so that they could
to build prototypes so that they could
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Sebelumnya, timnya diminta
membuat model dengan tujuan
membuat model dengan tujuan
09:28
"bump them up against reality
and discover for themselves
and discover for themselves
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"untuk menyadarkan dan membiarkan mereka
menemukan sendiri
menemukan sendiri
09:32
the strengths and weaknesses
of their particular approach."
of their particular approach."
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kekuatan dan kelemahan dari
pendekatan yang mereka pakai."
pendekatan yang mereka pakai."
09:35
When Build It From Scratch shared
their prototype with the group
their prototype with the group
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Saat Build It From Scratch menunjukkan
prototipenya
prototipenya
09:38
whose beepers would have
to go off in the middle of the night
to go off in the middle of the night
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dengan alarm yang
akan mati di tengah malam
akan mati di tengah malam
09:41
if something went wrong
with the website,
with the website,
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jika terjadi sesuatu pada situs mereka,
09:43
they heard loud and clear about the
limitations of their particular design.
limitations of their particular design.
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mereka sadar desain mereka terbatas.
09:48
As the need for a solution
became more urgent
became more urgent
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Dan ketika solusi semakin dibutuhkan,
09:51
and as the data, or the
evidence, began to come in,
evidence, began to come in,
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data dan bukti mulai berdatangan,
09:54
it became pretty clear
that the Big Table solution
that the Big Table solution
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semakin jelas bahwa
solusi yg ditawarkan Big Table
solusi yg ditawarkan Big Table
09:57
was the right one for the moment.
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adalah yang paling tepat untuk saat itu.
10:00
So they selected that one.
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Maka diputuskanlah.
10:02
But to make sure that
they did not lose the learning
they did not lose the learning
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Untuk memastikan mereka belajar
10:04
of the Build it From Scratch team,
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dari tim Build It From Scratch,
10:06
Bill asked two members of that team
to join a new team that was emerging
to join a new team that was emerging
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Bill meminta 2 anggotanya untuk
bergabung pada tim baru
bergabung pada tim baru
10:10
to work on the next-generation system.
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yang akan menangani
sistem generasi masa depan.
sistem generasi masa depan.
10:13
This whole process took nearly two years,
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Proses ini menghabiskan waktu 2 tahun,
10:17
but I was told that they were
all working at breakneck speed.
all working at breakneck speed.
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dan ingat bahwa mereka bekerja
dengan ritme luar biasa cepat.
dengan ritme luar biasa cepat.
10:21
Early in that process, one of the
engineers had gone to Bill and said,
engineers had gone to Bill and said,
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Di tahap awal, salah seorang insinyur
menghampiri Bill dan berkata,
menghampiri Bill dan berkata,
10:24
"We're all too busy
for this inefficient system
for this inefficient system
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"Kita terlalu sibuk untuk
sistem yang tidak efisien
sistem yang tidak efisien
10:27
of running parallel experiments."
197
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2481
akibat 2 eksperimen ini."
10:30
But as the process unfolded,
he began to understand
he began to understand
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Seiring proses berlanjut,
ia pun paham
ia pun paham
10:33
the wisdom of allowing talented
people to play out their passions.
people to play out their passions.
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kebaikan dari memaksimalkan
potensi para orang bertalenta.
potensi para orang bertalenta.
10:37
He admitted, "If you had forced us
to all be on one team,
to all be on one team,
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Ia mengaku, "Jika Anda memaksa kami
untuk menjadi satu tim,
untuk menjadi satu tim,
10:41
we might have focused on proving
who was right, and winning,
who was right, and winning,
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kami mungkin hanya berfokus pada
siapa yang benar, dan menang,
siapa yang benar, dan menang,
10:44
and not on learning and discovering
what was the best answer for Google."
what was the best answer for Google."
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bukan pada pembelajaran dan penemuan
yang menjadi solusi terbaik bagi Google."
yang menjadi solusi terbaik bagi Google."
10:50
Why is it that Pixar and Google
are able to innovate time and again?
are able to innovate time and again?
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Mengapa Pixar dan Google
dapat terus berinovasi?
dapat terus berinovasi?
10:53
It's because they've mastered
the capabilities required for that.
the capabilities required for that.
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Ini karena
mereka menguasai ketiga kemampuan tadi.
mereka menguasai ketiga kemampuan tadi.
10:57
They know how to do
collaborative problem solving,
collaborative problem solving,
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Mereka tahu
cara memecahkan masalah bersama-sama,
cara memecahkan masalah bersama-sama,
10:59
they know how to do
discovery-driven learning
discovery-driven learning
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cara belajar dengan bereksplorasi,
11:01
and they know how to do
integrated decision making.
integrated decision making.
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dan cara membuat keputusan terpadu.
11:04
Some of you may be sitting there
and saying to yourselves right now,
and saying to yourselves right now,
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Anda yang duduk di sana
mungkin sedang bergumam,
mungkin sedang bergumam,
"Kami tidak tahu bagaimana
mempraktikannya pada organisasi kami.
mempraktikannya pada organisasi kami.
11:07
"We don't know how to do
those things in my organization.
those things in my organization.
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11:10
So why do they know how to
do those things at Pixar,
do those things at Pixar,
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2601
Jadi, bagaimana Pixar bisa melakukannya,
11:13
and why do they know how to
do those things at Google?"
do those things at Google?"
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Juga Google?"
11:16
When many of the people
that worked for Bill told us,
that worked for Bill told us,
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Ketika para bawahan Bill bercerita,
11:19
in their opinion, that Bill was one
of the finest leaders in Silicon Valley,
of the finest leaders in Silicon Valley,
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bagi mereka, Bill adalah salah satu
pemimpin terbaik di Silicon Valley,
pemimpin terbaik di Silicon Valley,
11:25
we completely agreed;
the man is a genius.
the man is a genius.
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kami sepenuhnya setuju;
ia memang jenius.
ia memang jenius.
11:29
Leadership is the secret sauce.
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Memimpin membutuhkan teknik rahasia.
11:32
But it's a different kind of leadership,
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Tapi ini adalah
bentuk lain dari kepemimpinan,
bentuk lain dari kepemimpinan,
11:34
not the kind many of us think about
when we think about great leadership.
when we think about great leadership.
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bukan seperti yang kebanyakan
kita pikirkan.
kita pikirkan.
11:40
One of the leaders I met with
early on said to me,
early on said to me,
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Salah satu pemimpin yang pernah saya temui
berkata,
berkata,
11:42
"Linda, I don't read books on leadership.
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"Linda, saya gak butuh buku kepemimpinan.
11:46
All they do is make me feel bad."
(Laughter)
(Laughter)
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Membacanya bikin saya merasa tidak enak."
(Tawa)
(Tawa)
11:49
"In the first chapter they say
I'm supposed to create a vision.
I'm supposed to create a vision.
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"Bab 1 meminta saya utk merancang visi.
11:52
But if I'm trying to do something
that's truly new, I have no answers.
that's truly new, I have no answers.
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Sekalipun mengikutinya,
saya tidak punya jawabannya.
saya tidak punya jawabannya.
11:56
I don't know what
direction we're going in
direction we're going in
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Saya tidak tahu arah yang dituju.
11:58
and I'm not even sure I know
how to figure out how to get there."
how to figure out how to get there."
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3659
dan bahkan tidak yakin
bisa sampai di sana."
bisa sampai di sana."
12:01
For sure, there are times
when visionary leadership
when visionary leadership
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Yang pasti, ada waktunya
kepemimpinan visioner
kepemimpinan visioner
12:04
is exactly what is needed.
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dibutuhkan oleh kita.
12:06
But if we want to build organizations
that can innovate time and again,
that can innovate time and again,
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3399
Tapi jika kita ingin organisasi
dapat terus berinovasi,
dapat terus berinovasi,
12:09
we must recast our understanding
of what leadership is about.
of what leadership is about.
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kita harus merombak pemahaman kita
tentang kepemimpinan.
tentang kepemimpinan.
12:14
Leading innovation is about
creating the space
creating the space
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Melakukan inovasi berarti membangun ruang
12:17
where people are willing
and able to do the hard work
and able to do the hard work
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bagi tim untuk mau dan mampu bekerja keras
12:20
of innovative problem solving.
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demi menciptakan masalah secara inovatif.
12:23
At this point, some of you
may be wondering,
may be wondering,
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Sampai di sini, beberapa dari Anda
mungkin berpikir,
mungkin berpikir,
12:27
"What does that leadership
really look like?"
really look like?"
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"Sebenarnya apa itu kepemimpinan?"
12:29
At Pixar, they understand
that innovation takes a village.
that innovation takes a village.
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Pixar percaya
inovasi membutuhkan banyak orang.
inovasi membutuhkan banyak orang.
12:34
The leaders focus on building
a sense of community
a sense of community
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Para pemimpinnya berfokus untuk
menciptakan rasa memiliki
menciptakan rasa memiliki
12:37
and building those three capabilities.
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dan mengembangkan ketiga kemampuan itu.
12:40
How do they define leadership?
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Apa arti kepemimpinan bagi mereka?
12:42
They say leadership
is about creating a world
is about creating a world
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Kepemimpinan berarti menciptakan dunia
12:44
to which people want to belong.
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yang diinginkan oleh setiap orang.
12:46
What kind of world do people
want to belong in at Pixar?
want to belong in at Pixar?
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Dunia seperti apa yang diinginkan Pixar?
12:49
A world where you're
living at the frontier.
living at the frontier.
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Dunia di mana
Anda mendiami batas akhir.
Anda mendiami batas akhir.
12:51
What do they focus their time on?
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2319
Pada apa mereka berfokus?
12:53
Not on creating a vision.
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1471
Bukan menciptakan visi.
12:55
Instead they spend
their time thinking about,
their time thinking about,
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Melainkan,
12:57
"How do we design a studio that has
the sensibility of a public square
the sensibility of a public square
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"Bagaimana mendesain studio
menjadi ruang publik
menjadi ruang publik
13:02
so that people will interact?
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sebagai wadah berinteraksi?
13:04
Let's put in a policy that anyone,
no matter what their level or role,
no matter what their level or role,
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Dengan adanya kebijakan
yang mendorong siapa pun
yang mendorong siapa pun
13:08
is allowed to give notes to the director
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untuk menyampaikan opini mereka
13:09
about how they feel
about a particular film.
about a particular film.
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kepada sutradara tentang filmnya.
13:12
What can we do to make sure
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Apa yg dapat kita lakukan untuk memastikan
13:14
that all the disruptors, all the
minority voices in this organization,
minority voices in this organization,
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bahwa setiap disrupsi dan suara minoritas
13:18
speak up and are heard?
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dapat didengar dalam organisasi?
13:20
And, finally, let's bestow credit
in a very generous way."
in a very generous way."
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3621
Dan murah hati dalam memberi penghargaan."
13:24
I don't know if you've ever looked
at the credits of a Pixar movie,
at the credits of a Pixar movie,
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Jika Anda pernah memperhatikan
daftar tim produksi pada film Pixar,
daftar tim produksi pada film Pixar,
13:27
but the babies born during
a production are listed there.
a production are listed there.
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bahwa bayi yang lahir selama produksi pun
turut dicantumkan.
turut dicantumkan.
13:30
(Laughter)
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(Tawa)
13:31
How did Bill think about
what his role was?
what his role was?
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Bagaimana Bill sendiri
melihat perannya?
melihat perannya?
13:34
Bill said, "I lead
a volunteer organization.
a volunteer organization.
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3481
Bill berkata, "Saya memimpin
para sukarelawan.
para sukarelawan.
13:38
Talented people don't want
to follow me anywhere.
to follow me anywhere.
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3760
Orang berbakat tidak pernah patuh pada
apa pun perintahku.
apa pun perintahku.
13:42
They want to cocreate
with me the future.
with me the future.
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Mereka hanya ingin menciptakan
masa depan denganku.
masa depan denganku.
13:45
My job is to nurture the bottom-up
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Pekerjaanku adalah mendidik
bawahan naik ke atas
bawahan naik ke atas
13:48
and not let it degenerate into chaos."
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3360
dan tidak membiarkannya terjatuh
dalam kekalutan."
dalam kekalutan."
13:51
How did he see his role?
263
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1321
Bagaimana ia melihat perannya?
13:52
"I'm a role model,
I'm a human glue,
I'm a human glue,
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2799
"Saya adalah panutan, perekat,
13:55
I'm a connector,
I'm an aggregator of viewpoints.
I'm an aggregator of viewpoints.
265
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2640
penghubung, penengah.
13:58
I'm never a dictator of viewpoints."
266
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2240
Bukan pemaksa kehendak."
14:00
Advice about how you exercise the role?
267
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Punya saran cara
memainkan peran Anda?
memainkan peran Anda?
14:02
Hire people who argue with you.
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2500
Pekerjakan orang yang berlawanan
dengan Anda.
dengan Anda.
14:05
And, guess what?
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Dan tebak?
14:06
Sometimes it's best to be
deliberately fuzzy and vague.
deliberately fuzzy and vague.
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3631
Kadang lebih baik bersikap
tak jelas dan samar.
tak jelas dan samar.
14:11
Some of you may
be wondering now,
be wondering now,
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Kalian mungkin berpikir,
14:12
what are these people thinking?
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Apa yang mereka pikirkan?
14:14
They're thinking,
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1010
Sebenarnya mereka sedang berpikir.
14:15
"I'm not the visionary,
I'm the social architect.
I'm the social architect.
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2990
"Saya bukan visioner,
tapi arsitek sosial.
tapi arsitek sosial.
14:18
I'm creating the space where
people are willing and able
people are willing and able
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Saya membangun ruang di mana
orang mau dan mampu
orang mau dan mampu
14:22
to share and combine
their talents and passions."
their talents and passions."
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untuk berbagi dan menggabungkan
bakat dan semangat mereka."
bakat dan semangat mereka."
14:25
If some of you are worrying now
that you don't work at a Pixar,
that you don't work at a Pixar,
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Jika Anda risau
karena tidak pernah bekerja untuk Pixar,
karena tidak pernah bekerja untuk Pixar,
14:28
or you don't work at a Google,
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atau Google,
14:30
I want to tell you there's still hope.
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Anda masih punya harapan.
14:33
We've studied many organizations
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Kami mengkaji banyak organisasi
14:35
that were really not
organizations you'd think of
organizations you'd think of
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yang dianggap tidak lazim
14:37
as ones where a lot of innovation happens.
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menelurkan inovasi.
14:40
We studied a general counsel
in a pharmaceutical company
in a pharmaceutical company
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Kami mengkaji penasihat hukum
perusahaan farmasi
perusahaan farmasi
14:43
who had to figure out how
to get the outside lawyers,
to get the outside lawyers,
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yang sedang mencari pengacara,
14:46
19 competitors,
to collaborate and innovate.
to collaborate and innovate.
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19 pesaing berkolaborasi & berinovasi.
14:48
We studied the head of marketing
at a German automaker
at a German automaker
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Kami mengkaji direktur pemasaran
produsen mobil Jerman
produsen mobil Jerman
14:52
where, fundamentally, they believed
that it was the design engineers,
that it was the design engineers,
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di mana mereka beranggapan
bahwa insinyur desain
bahwa insinyur desain
14:55
not the marketeers,
who were allowed to be innovative.
who were allowed to be innovative.
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bukan praktisi pemasaran
yang dapat berinovasi.
yang dapat berinovasi.
14:59
We also studied Vineet Nayar
at HCL Technologies,
at HCL Technologies,
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Kami juga mengkaji Vineet Nayar
dari HCL Technologies,
dari HCL Technologies,
15:03
an Indian outsourcing company.
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perusahaan penyedia tenaga kerja
asal India.
asal India.
15:05
When we met Vineet,
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Ketika kami bertemu Vineet,
15:06
his company was about, in his
words, to become irrelevant.
words, to become irrelevant.
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ia menganggap perusahaannya
menyimpang.
menyimpang.
15:10
We watched as he turned that company
into a global dynamo of I.T. innovation.
into a global dynamo of I.T. innovation.
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Kami mengamati kala HCL berubah
menjadi penggerak inovasi TI skala global.
menjadi penggerak inovasi TI skala global.
15:16
At HCL technologies,
like at many companies,
like at many companies,
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Di HCL, seperti perusahaan pada umumnya,
15:19
the leaders had learned to see
their role as setting direction
their role as setting direction
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para pemimpin memahami perannya
sebagai pemberi arahan
sebagai pemberi arahan
15:23
and making sure that
no one deviated from it.
no one deviated from it.
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dan memastikan tidak ada penyimpangan.
15:27
What he did is tell them
it was time for them
it was time for them
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Vineet memberitahu mereka
waktunya bagi para pemimpin
waktunya bagi para pemimpin
15:31
to think about rethinking
what they were supposed to do.
what they were supposed to do.
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untuk mempertimbangkan kembali
apa yang semestinya mereka lakukan.
apa yang semestinya mereka lakukan.
15:34
Because what was happening
is that everybody was looking up
is that everybody was looking up
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Karena yang terjadi adalah
semua orang melihat ke atas
semua orang melihat ke atas
15:37
and you weren't seeing
the kind of bottom-up innovation
the kind of bottom-up innovation
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tanpa menyadari kebutuhan akan
inovasi hirarkis
inovasi hirarkis
15:40
we saw at Pixar or Google.
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sebagaimana terjadi pada Pixar dan Google.
15:43
So they began to work on that.
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Sejak itu mereka mengupayakannya.
15:44
They stopped giving answers, they
stopped trying to provide solutions.
stopped trying to provide solutions.
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Mereka tak lagi menyediakan
jawaban atau solusi.
jawaban atau solusi.
15:48
Instead, what they did
is they began to see
is they began to see
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Melainkan mulai mengamati
15:51
the people at the bottom of the
pyramid, the young sparks,
pyramid, the young sparks,
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orang-orang yg berada di posisi terbawah,
para pencetus muda,
para pencetus muda,
15:55
the people who were
closest to the customers,
closest to the customers,
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orang-orang yang dekat dengan
para pelanggan,
para pelanggan,
15:58
as the source of innovation.
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sebagai sumber inovasi.
16:00
They began to transfer
the organization's growth
the organization's growth
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Mereka mulai mengalihkan
pertumbuhan organisasi
pertumbuhan organisasi
16:03
to that level.
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pada tahap tersebut.
16:07
In Vineet's language, this was
about inverting the pyramid
about inverting the pyramid
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Menurut Vineet, ini disebut
membalikkan piramida
membalikkan piramida
16:10
so that you could unleash
the power of the many
the power of the many
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untuk menghimpun banyak kekuatan
16:13
by loosening the stranglehold of the few,
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dengan melepaskan
sedikit penguasaan jabatan,
sedikit penguasaan jabatan,
16:16
and increase the quality
and the speed of innovation
and the speed of innovation
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sambil meningkatkan mutu
dan kecepatan berinovasi
dan kecepatan berinovasi
16:19
that was happening every day.
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sebagaimana terjadi hari ini.
16:23
For sure, Vineet and all the
other leaders that we studied
other leaders that we studied
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Kenyataannya,
Vineet dan semua pemimpin yang kami kaji
Vineet dan semua pemimpin yang kami kaji
16:27
were in fact visionaries.
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adalah visioner.
16:30
For sure, they understood
that that was not their role.
that that was not their role.
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Jelas mereka tahu
apa yang bukan menjadi peran mereka.
apa yang bukan menjadi peran mereka.
16:35
So I don't think it is accidental
that many of you did not recognize Ed.
that many of you did not recognize Ed.
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Jadi, saya tidak melihat ketidaktahuan
Anda tentang Ed adalah kebetulan.
Anda tentang Ed adalah kebetulan.
16:40
Because Ed, like Vineet, understands
that our role as leaders
that our role as leaders
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Karena Ed, seperti juga Vineet, memahami
peran kita sebagai pemimpin
peran kita sebagai pemimpin
16:44
is to set the stage, not perform on it.
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ialah mempersiapkan panggung,
bukan tampil.
bukan tampil.
16:49
If we want to invent a better future,
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Jika kita ingin menciptakan masa depan
yang lebih baik,
yang lebih baik,
16:51
and I suspect that's why
many of us are here,
many of us are here,
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dan itulah mengapa kita berada di sini,
16:55
then we need to reimagine our task.
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kita harus menata kembali tugas kita.
16:59
Our task is to create the space
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Tugas untuk membangun ruang
17:01
where everybody's slices of genius
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di mana setiap kecerdasan
yang ada pada setiap orang
yang ada pada setiap orang
17:04
can be unleashed and harnessed,
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dapat digali dan bermanfaat,
17:08
and turned into works
of collective genius.
of collective genius.
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serta diwujudkan ke dalam karya
hasil dari kecerdasan bersama.
hasil dari kecerdasan bersama.
17:11
Thank you.
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Terima kasih.
17:13
(Applause)
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(Tepuk tangan)
ABOUT THE SPEAKER
Linda Hill - Management professorLinda Hill studies collective genius -- the way great companies, and great leaders, empower creativity from many.
Why you should listen
Linda A. Hill is the Wallace Brett Donham Professor of Business Administration at the Harvard Business School. In 2014, Professor Hill co-authored Collective Genius: The Art and Practice of Leading Innovation. It features thick descriptions of exceptional leaders of innovation in a wide range of industries—from information technology to law to design—and geographies—from the US and Europe to the Middle East and Asia. Business Insider named Collective Genius one of “The 20 Best Business Books” in summer 2014.
She is the faculty chair of the Leadership Initiative and has chaired numerous HBS Executive Education programs, including the Young She is the co-author, with Kent Lineback, of Being the Boss: The 3 Imperatives of Becoming a Great Leader and Breakthrough Leadership, a blended cohort-based program that helps organizations transform midlevel managers into more effective leaders. Breakthrough Leadership was the winner of the 2013 Brandon Hall Group Award for Best Advance in Unique Learning Technology. The book was included in the Wall Street Journal as one of the “Five Business Books to Read for Your Career in 2011." She is also the author of Becoming a Manager: How New Managers Master the Challenges of Leadership (2nd Edition). She heads up Harvard's Presidents' Organization Presidents' Seminar and the High Potentials Leadership Program, and was course head during the development of the new Leadership and Organizational Behavior MBA required course.
Linda Hill | Speaker | TED.com