TED@BCG San Francisco
Yves Morieux: As work gets more complex, 6 rules to simplify
Iv Morio (Yves Morieux): Dok posao postaje komplikovaniji, 6 pravila za pojednostavljivanje
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Zašto se ljudi osećaju tako jadno i nepovezano na poslu? Zato što današnji poslovi povećavaju svoju vrtoglavu složenost - i tradicionalni stubovi menadžmenta su zastareli, kaže Iv Morio. Tako, kaže on, na pojedinačne zaposlene pada navigacija zečijim rupama međuzavisnosti. U ovom energičnom govoru, Morio nudi šest pravila za "pametnu jednostavnost". (Pravilo broj jedan: shvati šta tvoje kolege zapravo rade.)
Yves Morieux - Consultant
BCG's Yves Morieux researches how corporations can adapt to a modern and complex business landscape. Full bio
BCG's Yves Morieux researches how corporations can adapt to a modern and complex business landscape. Full bio
Double-click the English transcript below to play the video.
00:12
I have spent the last years
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Proveo sam protekle godine
00:14
trying to resolve two enigmas:
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pokušavajući da razrešim
dve enigme:
dve enigme:
00:17
Why is productivity so disappointing
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zašto je produktivnost
tako razočaravajuća
tako razočaravajuća
00:21
in all the companies where I work?
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u svim kompanijama gde sam radio?
00:23
I have worked with more than 500 companies.
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Radio sam u više od 500 kompanija.
00:27
Despite all the technological advances --
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Uprkos svim tehnološkim prednostima:
00:29
computers, I.T., communications, telecommunications,
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računari, I.T, komunikacije,
telekomunikacije,
telekomunikacije,
00:33
the Internet.
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internet.
00:35
Enigma number two:
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Enigma broj dva:
00:37
Why is there so little engagement at work?
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zašto je tako malo
angažovanosti u poslu?
angažovanosti u poslu?
00:40
Why do people feel so miserable,
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Zašto se ljudi osećaju
tako bedno,
tako bedno,
00:42
even actively disengaged?
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čak aktivno odvojeni?
00:45
Disengaging their colleagues.
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Odvojeni od svojih kolega.
00:47
Acting against the interest of their company.
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Postupaju suprotno
interesu svojih kompanija.
interesu svojih kompanija.
00:52
Despite all the affiliation events,
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Uprkos svim članskim događajima,
00:56
the celebration, the people initiatives,
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proslavama, inicijativama,
01:00
the leadership development programs to train
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programima razvoja vođstva,
da bi se menadžeri
da bi se menadžeri
01:02
managers on how to better motivate their teams.
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obučili kako da bolje
motivišu svoje timove.
motivišu svoje timove.
01:07
At the beginning, I thought there was
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Na početku, mislio sam da se radi
01:08
a chicken and egg issue:
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o pitanju kokoške ili jajeta.
01:10
Because people are less engaged,
they are less productive.
they are less productive.
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Jer ako su ljudi manje angažovani,
manje su produktivni.
manje su produktivni.
01:13
Or vice versa, because they are less productive,
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Ili obrnuto, zato što su
manje produktivni,
manje produktivni,
01:15
we put more pressure and they are less engaged.
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povećavamo pritisak
i postaju manje angažovani.
i postaju manje angažovani.
01:17
But as we were doing our analysis
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Ali dok smo vršili naše analize
01:19
we realized that there was a common root cause
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shvatili smo da postoji
zajednički koren uzroka
zajednički koren uzroka
01:21
to these two issues
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ova dva problema
01:23
that relates, in fact, to the basic
pillars of management.
pillars of management.
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koji se odnosi, u stvari,
na osnovne stubove menadžmenta.
na osnovne stubove menadžmenta.
01:27
The way we organize is based on two pillars.
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Način naše organizacije
se bazira na dva stuba.
se bazira na dva stuba.
01:30
The hard -- structure, processes, systems.
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Čvrsti - struktura, procesi, sistemi.
01:33
The soft --
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Nežni -
01:34
feelings, sentiments, interpersonal
relationships, traits, personality.
relationships, traits, personality.
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osećaji, osećanja, međuljudski
odnosi, osobine, ličnost.
odnosi, osobine, ličnost.
01:40
And whenever a company
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I kad god se kompanija
01:41
reorganizes, restructures, reengineers,
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reorganizuje, restruktuira,
ponovo stvara,
ponovo stvara,
01:45
goes through a cultural transformation program,
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prolazi kroz program
kulturne transformacije,
kulturne transformacije,
01:47
it chooses these two pillars.
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ona tada bira ova dva stuba.
01:49
Now, we try to refine them,
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Sad, mi pokušamo da ih prečistimo,
01:51
we try to combine them.
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pokušamo da ih kombinujemo.
01:53
The real issue is --
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Pravi problem je -
01:55
and this is the answer to the two enigmas --
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i to je odgovor na dve enigme -
01:57
these pillars are obsolete.
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ovi stubovi su zastareli.
02:00
Everything you read in business books is based
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Sve što čitate u knjigama
o biznisu je zasnovano
o biznisu je zasnovano
02:03
either on one or the other
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ili na jednom ili na drugom,
02:04
or their combination.
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ili na njihovoj kombinaciji.
02:05
They are obsolete.
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Zastareli su.
02:07
How do they work
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Kako funkcionišu
02:09
when you try to use these approaches
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kada pokušate sa ovim pristupom
02:11
in front of the new complexity of business?
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pred novom složenošću biznisa?
02:14
The hard approach, basically
is that you start from strategy,
is that you start from strategy,
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Čvrsti pristup: u osnovi
polazite od strategije,
polazite od strategije,
02:17
requirements, structures, processes,
systems, KPIs, scorecards,
systems, KPIs, scorecards,
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zahteva, struktura, procesa, sistema,
ključnih indikatora učinka, pokazatelja,
ključnih indikatora učinka, pokazatelja,
02:20
committees, headquarters, hubs, clusters,
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odbora, sedišta, središta, grupa,
02:23
you name it.
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samo recite.
02:24
I forgot all the metrics, incentives, committees,
middle offices and interfaces.
middle offices and interfaces.
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Zaboravio sam sve matrice, podsticaje,
odbore, posrednike i interfejse.
odbore, posrednike i interfejse.
02:30
What happens basically on the left,
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Šta se, zapravo
dešava sa druge strane -
dešava sa druge strane -
02:32
you have more complexity, the
new complexity of business.
new complexity of business.
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imate veću složenost,
novu složenost biznisa.
novu složenost biznisa.
02:35
We need quality, cost, reliability, speed.
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Potrebni su nam kvalitet,
cena, pouzdanost, brzina.
cena, pouzdanost, brzina.
02:39
And every time there is a new requirement,
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I svaki put kad postoji novi zahtev,
02:42
we use the same approach.
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mi koristimo isti pristup.
02:43
We create dedicated structure processed systems,
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Stvaramo posvećene
strukturalno obrađene sisteme,
strukturalno obrađene sisteme,
02:46
basically to deal with the
new complexity of business.
new complexity of business.
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da bi se, u suštini,
nosili sa novom složenošću biznisa.
nosili sa novom složenošću biznisa.
02:49
The hard approach creates just complicatedness
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Čvrsti pristup sam stvara komplikacije
02:53
in the organization.
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u organizaciji.
02:55
Let's take an example.
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Uzmimo primer.
02:56
An automotive company, the engineering division
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Automobilska kompanija,
inženjersko odelenje,
inženjersko odelenje,
02:59
is a five-dimensional matrix.
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je matrica u pet dimenzija.
03:01
If you open any cell of the matrix,
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Ako otvorite bilo koju ćeliju matrice,
03:03
you find another 20-dimensional matrix.
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naći ćete drugu matricu
od 20 dimenzija.
od 20 dimenzija.
03:06
You have Mr. Noise, Mr. Petrol Consumption,
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Imate gdina Buku,
gdina Potrošnju Goriva,
gdina Potrošnju Goriva,
03:09
Mr. Anti-Collision Properties.
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gdina Osobine Protiv Sudara.
03:11
For any new requirement,
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Za bilo koji novi zahtev,
03:13
you have a dedicated function
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imate posvećenu funkciju
03:15
in charge of aligning engineers against
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zaduženu za ravnanje
inženjera prema
inženjera prema
03:18
the new requirement.
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novom zahtevu.
03:19
What happens when the new
requirement emerges?
requirement emerges?
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Šta se dešava kada se
pojavi novi zahtev?
pojavi novi zahtev?
03:22
Some years ago, a new requirement
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Pre nekoliko godina, novi zahtev
03:24
appeared on the marketplace:
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se pojavio na tržištu:
03:26
the length of the warranty period.
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trajanje perioda garancije.
03:28
So therefore the new requirement is repairability,
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Pa je tako novi zahtev
popravljivost,
popravljivost,
03:31
making cars easy to repair.
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stvaranje automobila
koje je lakše popraviti.
koje je lakše popraviti.
03:32
Otherwise when you bring the car
to the garage to fix the light,
to the garage to fix the light,
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Inače, kada dovezete auto
u garažu da popravite svetlo,
u garažu da popravite svetlo,
03:36
if you have to remove the engine
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ako morate odstraniti motor
03:38
to access the lights,
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da biste pristupili svetlima,
03:40
the car will have to stay one week in the garage
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auto će morati da ostane
u garaži jednu sedmicu
u garaži jednu sedmicu
03:42
instead of two hours, and the
warranty budget will explode.
warranty budget will explode.
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umesto dva sata,
i budžet za garancije će eksplodirati.
i budžet za garancije će eksplodirati.
03:45
So, what was the solution using the hard approach?
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Pa šta je rešenje
uz korišćenje čvrstog pristupa?
uz korišćenje čvrstog pristupa?
03:48
If repairability is the new requirement,
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Ako je popravljivost novi zahtev,
03:51
the solution is to create a new function,
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rešenje je stvaranje nove funkcije,
03:53
Mr. Repairability.
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gdin Popravljivost.
03:55
And Mr. Repairability creates
the repairability process.
the repairability process.
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I gdin Popravljivost
stvara proces popravljivosti.
stvara proces popravljivosti.
03:59
With a repairability scorecard,
with a repairability metric
with a repairability metric
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Sa rezulatatima popravljivosti,
sa matricom popravljivosti,
sa matricom popravljivosti,
04:03
and eventually repairability incentive.
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i na kraju,
podsticajima popravljivosti.
podsticajima popravljivosti.
04:06
That came on top of 25 other KPIs.
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To dolazi povrh 25 drugih
ključnih indikatora učinka (KIU).
ključnih indikatora učinka (KIU).
04:10
What percentage of these people is variable compensation?
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Koji procenat ovih ljudi
je promenljiva kompenzacija?
je promenljiva kompenzacija?
04:13
Twenty percent at most, divided by 26 KPIs,
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Najviše dvadeset posto,
podeljeno sa 26 KIU,
podeljeno sa 26 KIU,
04:17
repairability makes a difference of 0.8 percent.
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popravljivost pravi razliku
od 0,8 posto.
od 0,8 posto.
04:21
What difference did it make in their actions,
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Koliku razliku je donela
u njihovim delima,
u njihovim delima,
04:23
their choices to simplify? Zero.
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u njihovim izborima
da pojednostave? Nula.
da pojednostave? Nula.
04:26
But what occurs for zero impact?
Mr. Repairability, process,
Mr. Repairability, process,
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Ali šta se pojavljuje za nulti uticaj?
Gdin Popravljivost, proces,
Gdin Popravljivost, proces,
04:30
scorecard, evaluation, coordination
with the 25 other coordinators
with the 25 other coordinators
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rezultati, procena, koordinacija
sa 25 drugih koordinatora
sa 25 drugih koordinatora
04:34
to have zero impact.
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da bismo imali nulti uticaj.
04:36
Now, in front of the new complexity of business,
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Sad, pred novom složenošću biznisa,
04:39
the only solution is not drawing boxes
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jedino rešenje nije crtanje kutija
04:42
with reporting lines.
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sa linijama izveštaja.
04:44
It is basically the interplay.
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To je u osnovi uzajamno dejstvo.
04:47
How the parts work together.
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Kako staze rade zajedno.
04:50
The connections, the interactions, the synapses.
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Veze, interakcije, sinapse.
04:54
It is not the skeleton of boxes,
it is the nervous system
it is the nervous system
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To nije skelet od kutija,
to je nervni sistem
to je nervni sistem
04:59
of adaptiveness and intelligence.
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prilagodljivosti i inteligencije.
05:02
You know, you could call it cooperation, basically.
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Znate, možete to u osnovi
zvati saradnjom.
zvati saradnjom.
05:05
Whenever people cooperate,
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Kad god ljudi sarađuju,
05:07
they use less resources. In everything.
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oni koriste manje sredstava.
U svemu.
U svemu.
05:11
You know, the repairability issue
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Znate, pitanje popravljivosti
05:14
is a cooperation problem.
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je problem saradnje.
05:17
When you design cars, please take into account
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Kada dizajnirate automobile,
molim vas uzmite u obzir
molim vas uzmite u obzir
05:20
the needs of those who will repair the cars
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potrebe onih koji će ih popravljati
05:23
in the after sales garages.
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u garažama posle prodaje.
05:26
When we don't cooperate we need more time,
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Kada ne sarađujemo,
potrebno nam je više vremena,
potrebno nam je više vremena,
05:28
more equipment, more systems, more teams.
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više opreme, više sistema,
više timova.
više timova.
05:32
We need -- When procurement, supply
chain, manufacturing don't cooperate
chain, manufacturing don't cooperate
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Potrebno nam je - kada nabavka, lanac
snabdevanja, proizvodnja ne sarađuju,
snabdevanja, proizvodnja ne sarađuju,
05:37
we need more stock, more inventories,
more working capital.
more working capital.
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potrebno nam je više zaliha,
više radnog kapitala.
više radnog kapitala.
05:40
Who will pay for that?
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Ko će to platiti?
05:42
Shareholders? Customers?
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Akcionari? Kupci?
05:44
No, they will refuse.
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Ne, oni će odbiti.
05:45
So who is left?
The employees,
The employees,
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Pa ko ostaje?
Zaposleni,
Zaposleni,
05:48
who have to compensate through their super
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koji moraju da kompenzuju
manjak saradnje
manjak saradnje
05:51
individual efforts for the lack of cooperation.
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kroz svoje izuzetne lične napore.
05:54
Stress, burnout, they are
overwhelmed, accidents.
overwhelmed, accidents.
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Stres, istrošenost,
oni su zatrpani, nesreće.
oni su zatrpani, nesreće.
05:58
No wonder they disengage.
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nije čudo što su odvojeni.
06:00
How do the hard and the soft
try to foster cooperation?
try to foster cooperation?
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Kako "čvrsto" i "nežno"
pokušavaju da gaje saradnju?
pokušavaju da gaje saradnju?
06:04
The hard: In banks, when there is a problem
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Čvrsto: u bankama,
kada postoji problem
kada postoji problem
06:09
between the back office and the front office,
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između pozadinskog i
isturenog odeljenja,
isturenog odeljenja,
06:12
they don't cooperate. What is the solution?
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oni ne sarađuju.
Šta je rešenje?
Šta je rešenje?
06:14
They create a middle office.
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Stvorili su odeljenje između.
06:17
What happens one year later?
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Šta se desilo nakon
jedne godine?
jedne godine?
06:19
Instead of one problem
between the back and the front,
between the back and the front,
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Umesto jednog problema
između isturenog i pozadinskog,
između isturenog i pozadinskog,
06:21
now I have two problems.
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sada imamo dva problema.
06:23
Between the back and the middle
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Između zadnjeg i srednjeg
06:24
and between the middle and the front.
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i između srednjeg i prednjeg.
06:26
Plus I have to pay for the middle office.
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Plus, moramo da platimo
za odeljenje u sredini.
za odeljenje u sredini.
06:28
The hard approach is unable to foster cooperation.
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Čvrsti pristup ne može
da gaji saradnju.
da gaji saradnju.
06:32
It can only add new boxes,
new bones in the skeleton.
new bones in the skeleton.
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Može samo da dodaje nove kutije,
nove kosti u skeletu.
nove kosti u skeletu.
06:36
The soft approach:
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Nežni pristup:
06:38
To make people cooperate, we need
to make them like each other.
to make them like each other.
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da bi ljudi sarađivali,
moramo ih navesti da vole jedni druge.
moramo ih navesti da vole jedni druge.
06:42
Improve interpersonal feelings,
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Poboljšati međuljudska osećanja,
06:43
the more people like each other,
the more they will cooperate.
the more they will cooperate.
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što više ljudi vole jedni druge,
više će sarađivati.
više će sarađivati.
06:46
It is totally wrong.
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To je totalno pogrešno.
06:48
It is even counterproductive.
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Čak je i kontraproduktivno.
06:50
Look, at home I have two TVs. Why?
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Vidite, kod kuće imam
dva TV-a. Zašto?
dva TV-a. Zašto?
06:53
Precisely not to have to cooperate with my wife.
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Upravo da ne bih morao
sarađivati sa svojom ženom.
sarađivati sa svojom ženom.
06:56
(Laughter)
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(Smeh)
06:57
Not to have to impose tradeoffs to my wife.
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Ne moram da namećem
kompromise svojoj ženi.
kompromise svojoj ženi.
07:00
And why I try not to impose tradeoffs to my wife
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A razlog što pokušavam da joj
ne namećem ove kompromise
ne namećem ove kompromise
07:04
is precisely because I love my wife.
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je upravo to što volim svoju ženu.
07:07
If I didn't love my wife, one TV would be enough:
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Da ne volim ženu,
jedan TV bi bio dovoljan:
jedan TV bi bio dovoljan:
07:10
You will watch my favorite football game,
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"Gledaćeš moj omiljeni
fudbalski meč,
fudbalski meč,
07:13
if you are not happy, how is the book or the door?
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ako nisi srećna, šta misliš
o knjizi ili o vratima?"
o knjizi ili o vratima?"
07:15
(Laughter)
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(Smeh)
07:16
The more we like each other,
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Što se više sviđamo jedni drugima,
07:18
the more we avoid the real cooperation
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više izbegavamo pravu saradnju
07:21
that would strain our relationships
by imposing tough tradeoffs.
by imposing tough tradeoffs.
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koja bi napregnula našu vezu
namećući teške kompromise.
namećući teške kompromise.
07:25
And we go for a second TV or we escalate
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I mi biramo drugi TV,
07:28
the decision above for arbitration.
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ili odluka gore
eskalira za arbitražu.
eskalira za arbitražu.
07:31
Definitely, these approaches are obsolete.
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Definitivno, ovi pristupi su zastareli.
07:36
To deal with complexity, to enhance the nervous system,
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Da bismo se nosili sa složenošću,
da bismo proširili novi sistem,
da bismo proširili novi sistem,
07:39
we have created what we call
the smart simplicity approach
the smart simplicity approach
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stvorili smo ono što zovemo
pametan, jednostavan pristup,
pametan, jednostavan pristup,
07:43
based on simple rules.
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baziran na jednostavnim pravilima.
07:44
Simple rule number one:
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Jednostavno pravilo broj jedan:
07:46
Understand what others do.
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shvati šta ostali rade.
07:49
What is their real work?
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Šta je zaista njihov posao?
07:51
We need to go beyond the boxes,
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Potrebno je da idemo izvan okvira,
07:55
the job descriptions, beyond the surface
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opisa posla,
izvan površine kontejnera,
izvan površine kontejnera,
07:59
of the container, to understand the real content.
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da bismo shvatili pravi sadržaj.
08:03
Me, designer, if I put a wire here,
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Ja, dizajner, ako stavim žicu ovde,
08:05
I know that it will mean that we will have to
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znam da to znači da ćemo morati
08:07
remove the engine to access the lights.
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da odstranimo motor
da bismo pristupili svetlima.
da bismo pristupili svetlima.
08:10
Second, you need to reenforce integrators.
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Drugo, morate ponovo
da nametnete integratore.
da nametnete integratore.
08:13
Integrators are not middle
offices, they are managers,
offices, they are managers,
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Integratori nisu posrednici,
oni su menadžeri,
oni su menadžeri,
08:17
existing managers that you reinforce
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postojeći menadžeri
koje ojačavate
koje ojačavate
08:18
so that they have power and interest
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tako da imaju moć i interes
08:21
to make others cooperate.
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da navedu ostale na saradnju.
08:23
How can you reinforce your
managers as integrators?
managers as integrators?
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Kako da ojačate vaše
menadžere kao integratore?
menadžere kao integratore?
08:27
By removing layers.
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Uklanjajući slojeve.
08:28
When there are too many layers
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Kada postoji previše slojeva,
08:29
people are too far from the action,
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ljudi su predaleko od akcije,
08:31
therefore they need KPIs, metrics,
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pa su im zato potrebni
KUI, matrice,
KUI, matrice,
08:33
they need poor proxies for reality.
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potrebni su im bedni
zastupnici stvarnosti.
zastupnici stvarnosti.
08:37
They don't understand reality
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Oni ne razumeju stvarnost,
08:39
and they add the complicatedness of metrics, KPIs.
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i oni dodaju kompikovanost matrica KIU.
08:42
By removing rules -- the bigger we are,
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Uklanjanjem pravila -
što smo veći,
što smo veći,
08:45
the more we need integrators,
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potrebno nam je više integratora,
08:46
therefore the less rules we must have,
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zato moramo imati manje pravila,
08:49
to give discretionary power to managers.
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da bismo dali diskrecionu
moć menadžerima.
moć menadžerima.
08:52
And we do the opposite --
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A mi radimo suprotno -
08:54
the bigger we are, the more rules we create.
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što smo veći,
stvaramo više pravila.
stvaramo više pravila.
08:56
And we end up with the Encyclopedia
Britannica of rules.
Britannica of rules.
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I na kraju dobijemo
Enciklopediju Britaniku pravila.
Enciklopediju Britaniku pravila.
08:59
You need to increase the quanitity of power
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Potrebno je da povećate
kvantitet moći,
kvantitet moći,
09:01
so that you can empower everybody
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tako da osposobite svakoga
09:03
to use their judgment, their intelligence.
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da koristi svoje rasuđivanje,
svoju inteligenciju.
svoju inteligenciju.
09:06
You must give more cards to people
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Morate dati ljudima više karata,
09:08
so that they have the critical mass of cards
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tako da imaju kritičnu masu karata
09:11
to take the risk to cooperate,
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da preuzimaju rizik da sarađuju,
09:13
to move out of insulation.
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da izađu iz izolacije.
09:15
Otherwise, they will withdraw. They will disengage.
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U suprotnom, povući će se.
Odvojiće se.
Odvojiće se.
09:17
These rules, they come from game theory
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Ova pravila
dolaze iz teorije igara
dolaze iz teorije igara
09:20
and organizational sociology.
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i organizacione sociologije.
09:22
You can increase the shadow of the future.
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Možete pojačati senku budućnosti.
09:25
Create feedback loops that expose people
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Stvoriti petlje povratnih veza
koje izlažu ljude
koje izlažu ljude
09:28
to the consequences of their actions.
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posledicama njihovih dela.
09:30
This is what the automotive company did
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To je uradila
automobilska kompanija
automobilska kompanija
09:32
when they saw that Mr. Repairability had no impact.
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kada su rekli da
gdin Popravljivost nema uticaja.
gdin Popravljivost nema uticaja.
09:35
They said to the design engineers:
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Rekli su dizajnerskim
inženjerima:
inženjerima:
09:37
Now, in three years, when the new
car is launched on the market,
car is launched on the market,
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za tri godine, kada novi auto
bude lansiran na tržište,
bude lansiran na tržište,
09:41
you will move to the after sales
network, and become in charge
network, and become in charge
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vi ćete preći u posleprodajnu mrežu,
i postaćete zaduženi
i postaćete zaduženi
09:44
of the warranty budget,
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za budžet garancija,
09:47
and if the warranty budget explodes,
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i ako budžet garancija eksplodira,
09:50
it will explode in your face. (Laughter)
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eksplodiraće vama u lice.
(Smeh)
(Smeh)
09:53
Much more powerful than 0.8
percent variable compensation.
percent variable compensation.
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Mnogo moćnije nego 0,8
procenata kompenzacije promenljive.
procenata kompenzacije promenljive.
09:59
You need also to increase reciprocity,
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Morate takođe pojačati reciprocitet,
10:02
by removing the buffers that make us self-sufficient.
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uklanjanjem amortizera
koji nas čine samodovoljnima.
koji nas čine samodovoljnima.
10:06
When you remove these buffers,
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Kada odstranite ove amortizere,
10:09
you hold me by the nose, I hold you by the ear.
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vi mene držite za nos,
ja vas za uvo.
ja vas za uvo.
10:11
We will cooperate.
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Mi ćemo sarađivati.
10:13
Remove the second TV.
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Uklonite drugi TV.
10:14
There are many second TVs at work
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Postoji mnogo drugih TV-a koji rade,
10:17
that don't create value,
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a koji ne stvaraju vrednost,
10:18
they just provide dysfunctional self-sufficiency.
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već samo pružaju
disfunkcionalnu samodovoljnost.
disfunkcionalnu samodovoljnost.
10:23
You need to reward those who cooperate
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Morate nagraditi one koji sarađuju
10:25
and blame those who don't cooperate.
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i optužiti one koji ne sarađuju.
10:27
The CEO of The Lego Group,
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Generalni direktor LEGO grupacije,
10:30
Jorgen Vig Knudstorp, has a great way to use it.
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Jorgen Vig Knudstorp,
upotrebljava to na sjajan način.
upotrebljava to na sjajan način.
10:33
He says, blame is not for failure,
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On kaže, optužba nije za neuspeh,
10:36
it is for failing to help or ask for help.
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nego za neuspeh u pomaganju
ili traženju pomoći.
ili traženju pomoći.
10:40
It changes everything.
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To menja sve.
10:42
Suddenly it becomes in my
interest to be transparent
interest to be transparent
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Odjednom postaje moj interes
da budem transparentan
da budem transparentan
10:45
on my real weaknesses, my real forecast,
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u vezi sa svojim pravim slabostima,
mojom pravom prognozom,
mojom pravom prognozom,
10:47
because I know I will not be blamed if I fail,
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jer znam da neću biti
okrivljen ako ne uspem,
okrivljen ako ne uspem,
10:49
but if I fail to help or ask for help.
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nego ako ne uspem da pomognem
ili da tražim pomoć.
ili da tražim pomoć.
10:53
When you do this, it has a lot of implications
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Kada ovo radite,
postoji mnogo implikacija
postoji mnogo implikacija
10:56
on organizational design.
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na organizacioni dizajn.
10:59
You stop drawing boxes, dotted lines, full lines;
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Prestajete da crtate kutije,
tačkaste linije, pune linije;
tačkaste linije, pune linije;
11:01
you look at their interplay.
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posmatrate njihovo uzajamno dejstvo.
11:03
It has a lot of implications on financial policies
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Ima mnogo implikacija
na finansijsku politiku
na finansijsku politiku
11:06
that we use.
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koju koristimo.
11:07
On human resource management practices.
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Na prakse upravljanja
ljudskim resursima.
ljudskim resursima.
11:09
When you do that, you can manage complexity,
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Kada to radite,
možete se nositi sa složenošću,
možete se nositi sa složenošću,
11:12
the new complexity of business,
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novom složenošću biznisa,
11:13
without getting complicated.
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bez komplikacija.
11:16
You create more value with lower cost.
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Stvarate više vrednosti
po manjoj ceni.
po manjoj ceni.
11:20
You simultaneously improve
performance and satisfaction at work
performance and satisfaction at work
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Vi simultano poboljšavate učinak
i zadovoljstvo na poslu
i zadovoljstvo na poslu
11:25
because you have removed the common root cause
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jer ste uklonili
zajednički koren uzroka
zajednički koren uzroka
11:27
that hinders both.
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što sprečava obe komplikovanosti.
11:29
Complicatedness: This is your
battle, business leaders.
battle, business leaders.
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Ovo je vaša bitka, poslovne vođe.
11:34
The real battle is not against competitors.
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prava bitka nije protiv vaših konkurenata.
11:37
This is rubbish, very abstract.
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To su gluposti, to je vrlo apstraktno.
11:39
When do we meet competitors to fight them?
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Kada se srećemo sa konkurentima
da bismo se borili s njima?
da bismo se borili s njima?
11:42
The real battle is against ourselves,
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Prava bitka je protiv nas samih,
11:45
against our bureaucracy, our complicatedness.
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protiv naše birokratije,
naše komplikovanosti.
naše komplikovanosti.
11:48
Only you can fight, can do it.
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Samo vi se možete boriti,
možete to učiniti.
možete to učiniti.
11:51
Thank you.
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Hvala.
11:53
(Applause)
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(Aplauz)
ABOUT THE SPEAKER
Yves Morieux - ConsultantBCG's Yves Morieux researches how corporations can adapt to a modern and complex business landscape.
Why you should listen
Yves Morieux thinks deeply about what makes organizations work effectively. A senior partner in BCG’s Washington D.C. office and director of the BCG Institute for Organization, Morieux considers how overarching changes in structure can improve motivation for all who work there. His calls his approach "Smart Simplicity." Using six key rules, it encourages employees to cooperate in order to solve long-term problems. It isn’t just about reducing costs and increasing profit -- it’s about maximizing engagement through all levels of a company. Morieux has been featured in articles on organizational evolution in Harvard Business Review, The Economist, The Wall Street Journal, Fast Company and Le Monde.
Yves Morieux | Speaker | TED.com