TEDGlobal 2012
Tim Leberecht: 3 ways to (usefully) lose control of your brand
Tim Libreht (Tim Leberecht): 3 načina za (korisno) gubljenje kontrole nad svojim brendom
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Prošli su ti dani (ako su ikada i postojali) kada je osoba, kompanija ili brend mogla da čvrsto drži kontrolu nad svojom reputacijom - onlajn pričanja i prepričavanja ukazju na to da ako ste bitni, postoji stalan slobodan razgovor o vama koji ne možete da kontrolišete. Tim Libreht nudi tri velike ideje o prihvatanju tog gubitka kontrole, pa čak i prilagođavanju i upotrebi istog kao pokretača za ponovno prihvatanje vaših vrednosti.
Tim Leberecht - Business romantic
A humanist in Silicon Valley, Tim Leberecht argues that in a time of artificial intelligence, big data and the quantification of everything, we are losing sight of the importance of the emotional and social aspects of our work. Full bio
A humanist in Silicon Valley, Tim Leberecht argues that in a time of artificial intelligence, big data and the quantification of everything, we are losing sight of the importance of the emotional and social aspects of our work. Full bio
Double-click the English transcript below to play the video.
00:16
Companies are losing control.
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Kompanije gube kontrolu.
00:19
What happens on Wall Street
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Sve što se dogodi na Vol Stritu
00:21
no longer stays on Wall Street.
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više ne ostaje na Vol Stritu.
00:23
What happens in Vegas ends up on YouTube. (Laughter)
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Sve što se desi u Vegasu završi na YouTubu.
(Smeh)
(Smeh)
00:27
Reputations are volatile. Loyalties are fickle.
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Ugled je promenljiv. Odanost je nepouzdana.
00:31
Management teams seem increasingly
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Menadžment timovi postaju sve više
00:34
disconnected from their staff. (Laughter)
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odvojeni od svog osoblja. (Smeh)
00:37
A recent survey said that 27 percent of bosses believe
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Nedavno sprovedeno istraživanje
pokazuje da 27 posto šefova
pokazuje da 27 posto šefova
00:40
their employees are inspired by their firm.
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smatra da su njihovi zaposleni inspirisani svojom firmom.
00:43
However, in the same survey, only four percent
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Međutim, u istom istraživanju, samo 4 posto
00:45
of employees agreed.
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zaposlenih se složilo.
00:48
Companies are losing control
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Kompanije gube kontrolu
00:50
of their customers and their employees.
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nad svojim mušterijama i zaposlenima.
00:53
But are they really?
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Ali, da li je stvarno tako?
00:56
I'm a marketer, and as a marketer, I know
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Ja sam prodavac, a kao prodavac, znam
00:59
that I've never really been in control.
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da nikada nisam imao kontrolu.
01:02
Your brand is what other people say about you
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Tvoj brend je ono što drugi govore o tebi
01:05
when you're not in the room, the saying goes.
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kada ti nisi prisutan, izreka kaže.
01:08
Hyperconnectivity and transparency allow companies
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Hiperpovezanost i transparentnost
omogućavaju kompanijama
omogućavaju kompanijama
01:12
to be in that room now, 24/7.
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da sada budu u toj sobi dvadeset četiri sata dnevno.
01:15
They can listen and join the conversation.
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Mogu da slušaju i da se pridruže razgovoru.
01:17
In fact, they have more control over the loss of control
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Zapravo, imaju više kontrole nad gubitkom kontrole
01:20
than ever before.
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nego ikad pre.
01:23
They can design for it. But how?
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Mogu da joj se prilagode. Ali kako?
01:26
First of all, they can give employees and customers more control.
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Pre svega, mogu da daju zaposlenima
i mušterijama više slobode.
i mušterijama više slobode.
01:29
They can collaborate with them on the creation of ideas,
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Mogu da sarađuju sa njima u stvaranju ideja
01:33
knowledge, content, designs and product.
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iskustva, sadržaja i proizvoda.
01:36
They can give them more control over pricing,
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Mogu da im pruže više slobode u formiranju cena,
01:39
which is what the band Radiohead did
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što je bend Radiohed i učinio
01:41
with its pay-as-you-like online release of its album
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takozvanim "Plati po želji" internet izdanjem
albuma "In Rainbows".
albuma "In Rainbows".
01:44
"In Rainbows." Buyers could determine the price,
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Kupci su mogli da odrede cenu,
01:47
but the offer was exclusive, and only stood for a limited period of time.
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ali ponuda je bila ograničena i važila
samo za određeni vremenski period.
samo za određeni vremenski period.
01:51
The album sold more copies than previous releases of the band.
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Ovaj album se prodao u više kopija
nego prethodna izdanja ovog benda.
nego prethodna izdanja ovog benda.
01:55
The Danish chocolate company Anthon Berg
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Danska kompanija čokolade Anton Berg
01:59
opened a so-called "generous store" in Copenhagen.
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je otvorila takozvanu "plemenitu prodavnicu"
u Kopenhagenu.
u Kopenhagenu.
02:02
It asked customers to purchase chocolate
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Zahtevali su od mušterija da kupe čokoladu
02:04
with the promise of good deeds towards loved ones.
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uz obećanje da će činiti dobra dela
prema onima koje vole.
prema onima koje vole.
02:08
It turned transactions into interactions,
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Pretvorili su transakcije u interakcije,
02:11
and generosity into a currency.
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a darežljivost u valutu.
02:13
Companies can even give control to hackers.
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Kompanije mogu da daju kontrolu čak i hakerima.
02:16
When Microsoft Kinect came out,
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Kada se Microsoft Kinect pojavio,
02:19
the motion-controlled add-on to its Xbox gaming console,
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dodatak Xboxu koji se kontroliše pokretom,
02:23
it immediately drew the attention of hackers.
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odmah je privukao pažnju hakera.
02:26
Microsoft first fought off the hacks, but then shifted course
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Microsoft se prvo branio od hakova,
ali je potom promenio pravac
ali je potom promenio pravac
02:30
when it realized that actively supporting the community
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kada su shvatili da aktivno podržavanje te zajednice
02:32
came with benefits.
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može da koristi.
02:34
The sense of co-ownership, the free publicity,
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Osećaj zajedničkog vlasništva, besplatan publicitet
02:37
the added value, all helped drive sales.
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i dodata vrednost, sve je to pomoglo pokretanje prodaje.
02:40
The ultimate empowerment of customers
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Najbolji način ohrabrivanja mušterija
02:43
is to ask them not to buy.
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jeste reći im da ne kupuju.
02:46
Outdoor clothier Patagonia encouraged prospective buyers
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Patagonia, proizvođač odeće i obuće,
ohrabrivao je moguće kupce
ohrabrivao je moguće kupce
02:50
to check out eBay for its used products
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da provere na eBayu njihove polovne proizvode
02:53
and to resole their shoes before purchasing new ones.
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i da poprave svoje cipele, pre nego što kupe nove.
02:56
In an even more radical stance against consumerism,
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Sa još radikalnijim stavom protiv rasipništva,
03:00
the company placed a "Don't Buy This Jacket"
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ta kompanija je pustila reklamu koja glasi
"Nemojte da kupite ovu jaknu"
"Nemojte da kupite ovu jaknu"
03:02
advertisement during the peak of shopping season.
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kada je potrošačka sezona bila na vrhuncu.
03:05
It may have jeopardized short-term sales,
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Možda im je to kratkotrajno ugrozilo prodaju,
03:08
but it builds lasting, long-term loyalty
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ali je izgradilo dugotrajnu odanost
03:11
based on shared values.
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zasnovanu na zajedničkim vrednostima.
03:13
Research has shown that giving employees more control
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Istraživanja pokazuju da ako
pružimo zaposlenima više kontrole
pružimo zaposlenima više kontrole
03:16
over their work makes them happier and more productive.
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nad njihovim radom, oni će biti srećniji i produktivniji.
03:20
The Brazilian company Semco Group famously
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Kompanija iz Brazila, Semco Group, sada već slavno
03:23
lets employees set their own work schedules
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dozvoljava svojim zaposlenima da
sami odrede svoj poslovni raspored
sami odrede svoj poslovni raspored
03:25
and even their salaries.
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pa čak i svoje plate.
03:27
Hulu and Netflix, among other companies,
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Hulu i Netflix, između ostalih kompanija,
03:30
have open vacation policies.
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imaju otvorenu politiku o odmorima.
03:32
Companies can give people more control,
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Kompanije mogu da daju ljudima više slobode,
03:35
but they can also give them less control.
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ali mogu isto tako da im daju manje slobode.
03:39
Traditional business wisdom holds that trust
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Tradicionalna znanja iz oblasti biznisa nalažu da
03:42
is earned by predictable behavior,
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se poverenje stiče iz predvidljog ponašanja,
03:45
but when everything is consistent and standardized,
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ali kada je sve usklađeno i standardizovano,
03:47
how do you create meaningful experiences?
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kako da stvorite značajna iskustva?
03:50
Giving people less control might be a wonderful way
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Omogućiti ljudima manje kontrole može biti divan način
03:54
to counter the abundance of choice
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da se suprotstavimo mnoštvu izbora
03:56
and make them happier.
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i da ih time usrećimo.
03:58
Take the travel service Nextpedition.
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Uzmite na primer Nextpedition uslge za putovanja
04:01
Nextpedition turns the trip into a game,
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Nextpedition pretvara putovanje u igru,
04:04
with surprising twists and turns along the way.
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praćenu iznenađujućim preokretima.
04:07
It does not tell the traveler where she's going
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Ne govore putniku gde ide
04:09
until the very last minute, and information is provided
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do poslednjeg trenutka i pružaju informacije
04:12
just in time. Similarly, Dutch airline KLM
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baš na vreme. Slično tome, holandska avio kompanija KLM
04:16
launched a surprise campaign, seemingly randomly
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je pokrenula kampanju iznenađenja, naizgled nasumično
04:19
handing out small gifts to travelers
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dajući male poklone putnicima
04:22
en route to their destination.
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na putu do njihovog odredišta.
04:24
U.K.-based Interflora monitored Twitter
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Interflora, sa sedištem u Engleskoj, je pratila na Twitteru
04:27
for users who were having a bad day,
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korisnike koji su imali loš dan,
04:30
and then sent them a free bouquet of flowers.
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i slala im besplatan buket cveća.
04:34
Is there anything companies can do to make
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Postoji li išta što kompanije mogu da urade
04:36
their employees feel less pressed for time? Yes.
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da njihovi zaposleni ne bi osećali vremenski pritisak? Da.
04:39
Force them to help others.
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Naterajte ih da pomognu drugima.
04:42
A recent study suggests that having employees complete
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Nedavno sprovedeno istraživanje govori da ako zaposleni
04:45
occasional altruistic tasks throughout the day
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izvrše poneki nesebičan zadatak u toku dana
04:48
increases their sense of overall productivity.
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njihov ukupni osećaj produktivnosti raste.
04:52
At Frog, the company I work for, we hold internal
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U Frogu, kompaniji u kojoj ja radim, održavamo
04:56
speed meet sessions that connect old and new employees,
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sesije za ubrzano upoznavanje koje
povezuju stare i nove zaposlene,
povezuju stare i nove zaposlene,
05:00
helping them get to know each other fast.
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što im pomaže da se brže upoznaju.
05:03
By applying a strict process, we give them less control,
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Time što uspostavljamo striktne procese,
dajemo im manje kontrole,
dajemo im manje kontrole,
05:07
less choice, but we enable more and richer social interactions.
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manje izbora, ali im omogućavamo
bolje i bogatije društvene odnose.
bolje i bogatije društvene odnose.
05:11
Companies are the makers of their fortunes,
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Kompanije su tvorci svoje sreće,
05:14
and like all of us, they are utterly exposed to serendipity.
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i kao svi mi, one su potpuno
prepuštene slučajnim otkrićima.
prepuštene slučajnim otkrićima.
05:18
That should make them more humble, more vulnerable
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To bi trebalo da ih učini skromnijim, ranjivijim
05:22
and more human.
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i više ljudskim.
05:25
At the end of the day, as hyperconnectivity
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Na kraju krajeva, kako hiperpovezanost
05:28
and transparency expose companies' behavior
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i transparentnost obdanjuju ponašanje kompanija,
05:30
in broad daylight, staying true to their true selves
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ostati veran sebi
05:34
is the only sustainable value proposition.
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je jedini korisni održivi predlog.
05:37
Or as the ballet dancer Alonzo King said,
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Ili kako je baletski igrač Alonzo King rekao,
05:40
"What's interesting about you is you."
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"Ono što je interesantno o tebi si ti."
05:43
For the true selves of companies to come through,
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Da bi srž kompanija isplovila,
05:46
openness is paramount,
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otvorenost je nenadmašna,
05:49
but radical openness is not a solution,
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ali radikalna otvorenost nije rešenje,
05:52
because when everything is open, nothing is open.
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jer kada je sve otvoreno, ništa nije otvoreno.
05:55
"A smile is a door that is half open and half closed,"
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"Osmeh su vrata koja su polu otvorena i polu zatvorena,"
06:00
the author Jennifer Egan wrote.
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napisala je Dženifer Egan.
06:02
Companies can give their employees and customers
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Kompanije mogu da daju svojim zaposlenima i mušterijama
06:05
more control or less. They can worry about how much
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manje ili više slobode. Oni mogu da brinu o tome koliko
06:08
openness is good for them, and what needs to stay closed.
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otvorenosti je dobro za njih i šta treba da ostane zatvoreno.
06:12
Or they can simply smile, and remain open
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Ili prosto mogu da se nasmeše i ostanu otvoreni
06:16
to all possibilities.
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za sve mogućnosti.
06:18
Thank you. (Applause)
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Hvala. (Aplauz)
06:22
(Applause)
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(Aplauz)
ABOUT THE SPEAKER
Tim Leberecht - Business romanticA humanist in Silicon Valley, Tim Leberecht argues that in a time of artificial intelligence, big data and the quantification of everything, we are losing sight of the importance of the emotional and social aspects of our work.
Why you should listen
In his book The Business Romantic: Give Everything, Quantify Nothing, and Create Something Greater Than Yourself, Tim Leberecht invites us to rediscover romance, beauty and serendipity by designing products, experiences, and organizations that "make us fall back in love with our work and our life." The book inspired the creation of the Business Romantic Society, a global collective of artists, developers, designers and researchers who share the mission of bringing beauty to business. Now running strategy consulting firm Leberecht & Partners, he was previously the chief marketing officer at NBBJ, a global design and architecture firm, and at Frog Design. He also co-founded the "15 Toasts" dinner series that creates safe spaces for people to have conversations on difficult topics.
More profile about the speakerTim Leberecht | Speaker | TED.com