TEDxCambridge
Linda Hill: How to manage for collective creativity
Linda Hil (Linda Hill): Kako upravljati zarad kolektivne kreativnosti
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Na koji se to tajanstveni način kreativnost oslobađa u okviru svakodnevnog posla i daje šansa svakoj velikoj ideji? Linda Hil, profesor sa Harvarda, koautor dela "Kolektivni genije", izučavala je neke od svetski najkreativnijih preduzeća, i došla do niza oruđa i taktika koje omogućavaju kretanje velikih ideja - koje potiču od svakoga iz kompanije, ne samo onih koji su zaposleni kao "kreativci"
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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Moram nešto da vam priznam.
00:13
I'm a business professor
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Ja sam profesor biznisa
00:15
whose ambition has been
to help people learn to lead.
to help people learn to lead.
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čija je ambicija da ljude nauči
kako da vode.
kako da vode.
00:17
But recently, I've discovered
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Ali nedavno sam otkrila
00:19
that what many of us
think of as great leadership
think of as great leadership
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da ono što mnogi od nas smatraju
odličnim vođstvom
odličnim vođstvom
00:22
does not work when it comes
to leading innovation.
to leading innovation.
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ne daje rezultate kada
je u pitanju vođenje inovacija.
je u pitanju vođenje inovacija.
00:25
I'm an ethnographer.
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Ja sam etnograf.
00:26
I use the methods of anthropology
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Koristim metode antropologije
00:28
to understand the questions
in which I'm interested.
in which I'm interested.
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da razumem pitanja
koja me zanimaju.
koja me zanimaju.
00:31
So along with three co-conspirators,
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Tako sam uz troje saučesnika
00:33
I spent nearly a decade observing
up close and personal
up close and personal
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provela gotovo deceniju posmatrajući
izbliza i privatno
izbliza i privatno
00:37
exceptional leaders of innovation.
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izuzetne vođe u inovacijama.
00:39
We studied 16 men and women,
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Izučavali smo 16 muškaraca i žena,
00:41
located in seven countries
across the globe,
across the globe,
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u sedam zemalja širom sveta,
00:44
working in 12 different industries.
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zaposlenih u 17 različitih delatnosti.
00:46
In total, we spent hundreds
of hours on the ground,
of hours on the ground,
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Proveli smo stotine sati na terenu,
00:49
on-site, watching these leaders in action.
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na licu mesta, posmatrajući
ove lidere na delu.
ove lidere na delu.
00:53
We ended up with pages and pages
and pages of field notes
and pages of field notes
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Završili smo sa stranicama
i stranicama zapisa sa terena
i stranicama zapisa sa terena
koje smo analizirali i u kojima
smo tražili model
smo tražili model
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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onoga što su naši lideri činili.
00:59
The bottom line?
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Suština?
01:01
If we want to build organizations
that can innovate time and again,
that can innovate time and again,
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Ukoliko hoćemo da izgradimo organizacije
sposobne da iznova daju nešto novo,
sposobne da iznova daju nešto novo,
01:05
we must unlearn our conventional
notions of leadership.
notions of leadership.
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moramo da zaboravimo
konvencionalni pojam liderstva.
konvencionalni pojam liderstva.
01:08
Leading innovation is not
about creating a vision,
about creating a vision,
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Voditi inovacije nije kreiranje vizije,
01:11
and inspiring others to execute it.
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i inspirisanje drugih da je sprovode.
01:14
But what do we mean by innovation?
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Ali šta podrazumevamo pod inovacijom?
01:16
An innovation is anything
that is both new and useful.
that is both new and useful.
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Inovacija je sve što je istovremeno
novo i korisno.
novo i korisno.
01:20
It can be a product or service.
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Ona može biti proizvod ili usluga.
01:21
It can be a process
or a way of organizing.
or a way of organizing.
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Može biti proces ili način organizovanja.
01:24
It can be incremental,
or it can be breakthrough.
or it can be breakthrough.
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Može biti postepeni ili nagli napredak.
01:27
We have a pretty inclusive definition.
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Imamo vrlo uključujuću definiciju.
01:29
How many of you recognize this man?
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Koliko vas prepoznaje ovog čoveka?
01:31
Put your hands up.
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Podignite ruku.
01:34
Keep your hands up,
if you know who this is.
if you know who this is.
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Držite ruku podignutom
ukoliko znate ko je ovo.
ukoliko znate ko je ovo.
01:42
How about these familiar faces?
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A ova poznata lica?
01:44
(Laughter)
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(Smeh)
01:46
From your show of hands,
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Po broju podignutih ruku
01:47
it looks like many of you
have seen a Pixar movie,
have seen a Pixar movie,
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bi se reklo da su mnogi
od vas gledali Piksarov film,
od vas gledali Piksarov film,
01:50
but very few of you recognized Ed Catmull,
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ali vas je vrlo malo
prepoznalo Eda Katmula,
prepoznalo Eda Katmula,
01:53
the founder and CEO of Pixar --
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osnivača i generalnog direktora Piksara,
01:55
one of the companies
I had the privilege of studying.
I had the privilege of studying.
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jedne od kompanija koju sam imala
privilegiju da izučavam.
privilegiju da izučavam.
01:58
My first visit to Pixar was in 2005,
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Moja prva poseta Piksaru je bila 2005.
02:01
when they were working on "Ratatouille,"
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kada su radili na Ratatuiju,
02:03
that provocative movie about
a rat becoming a master chef.
a rat becoming a master chef.
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tom provokativnom filmu
o pacovu koji postaje vrhunski kuvar.
o pacovu koji postaje vrhunski kuvar.
02:06
Computer-generated movies
are really mainstream today,
are really mainstream today,
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Kompjuterski generisani filmovi
su danas zaista opšte pristuni,
su danas zaista opšte pristuni,
02:10
but it took Ed and his
colleagues nearly 20 years
colleagues nearly 20 years
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ali je Edu i njegovim kolegama
bilo potrebno gotovo 20 godina
bilo potrebno gotovo 20 godina
02:13
to create the first
full-length C.G. movie.
full-length C.G. movie.
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da naprave prvi dugometražni
kompjuterski generisani film.
kompjuterski generisani film.
02:16
In the 20 years hence,
they've produced 14 movies.
they've produced 14 movies.
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Tokom narednih 20 godina
proizveli su 14 filmova.
proizveli su 14 filmova.
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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Nedavno sam bila u Piksaru,
i mogu da vam kažem
i mogu da vam kažem
02:23
that number 15 is sure to be a winner.
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da će broj 15 biti sigurni hit.
02:26
When many of us think
about innovation, though,
about innovation, though,
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Ipak, kada većina od nas misli o inovaciji
02:28
we think about an Einstein
having an 'Aha!' moment.
having an 'Aha!' moment.
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misli o Ajnštajnu tokom "Eureka!" momenta.
02:31
But we all know that's a myth.
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Ali svi znamo da je to mit.
02:34
Innovation is not about solo genius,
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Inovaciju ne donosi jedan genije,
ona je proizvod kolektivnog genija.
02:37
it's about collective genius.
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Hajde da na trenutak razmislimo
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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o tome šta je potrebno
da se napravi Piksarov film:
da se napravi Piksarov film:
02:44
No solo genius, no flash of inspiration
produces one of those movies.
produces one of those movies.
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nijedan genije niti nalet inspiracije
ne proizvodi takve filmove.
ne proizvodi takve filmove.
02:49
On the contrary, it takes about
250 people four to five years,
250 people four to five years,
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Naprotiv, potrebno je 250 ljudi
i četiri do pet godina,
i četiri do pet godina,
da se napravi jedan od tih filmova.
02:54
to make one of those movies.
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02:55
To help us understand the process,
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Kako bismo razumeli proces,
02:58
an individual in the studio
drew a version of this picture.
drew a version of this picture.
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jedna osoba iz studija nam je
nacrtala varijantu ove slike.
nacrtala varijantu ove slike.
03:01
He did so reluctantly,
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To je učinio oklevajući,
03:03
because it suggested that the process
was a neat series of steps
was a neat series of steps
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jer slika sugeriše da je proces
niz jasnih koraka
niz jasnih koraka
03:07
done by discrete groups.
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koje čine različite grupe ljudi.
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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Čak i sa svim tim strelicama,
on je mislio da nam ne dočarava
on je mislio da nam ne dočarava
03:13
just how iterative, interrelated
and, frankly, messy their process was.
and, frankly, messy their process was.
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koliko u njemu ima ponavljanja,
koliko je međusobno povezan
koliko je međusobno povezan
i zapravo zbrkan taj proces.
03:18
Throughout the making of a movie
at Pixar, the story evolves.
at Pixar, the story evolves.
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U Piksaru se priča razvija
tokom snimanja filma.
tokom snimanja filma.
03:24
So think about it.
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Razmislite o tome.
03:26
Some shots go through quickly.
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Neki kadrovi se brzo završavaju.
03:29
They don't all go through in order.
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Ne završavaju se svi po redu.
03:31
It depends on how vexing
the challenges are
the challenges are
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To zavisi od toga koliko su
zahtevni izazovi
zahtevni izazovi
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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koje susreću tokom rada
na određenoj sceni.
na određenoj sceni.
03:38
So if you think about that scene in "Up"
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Setite se scene iz filma "Do neba"
03:40
where the boy hands the piece
of chocolate to the bird,
of chocolate to the bird,
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kada dečak daje parče čokolade ptici,
03:44
that 10 seconds took one animator
almost six months to perfect.
almost six months to perfect.
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za usavršavanje tih 10 sekundi
je animatoru bilo potrebno šest meseci.
je animatoru bilo potrebno šest meseci.
03:50
The other thing about a Pixar movie
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Druga stvar u vezi sa Piksarovim filmom
03:52
is that no part of the movie
is considered finished
is considered finished
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je da se ni jedan deo filma
ne smatra gotovim
ne smatra gotovim
03:54
until the entire movie wraps.
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sve dok ne sklope ceo film.
03:56
Partway through one production,
an animator drew a character
an animator drew a character
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Na pola jedne produkcije,
animator je nacrtao lik
animator je nacrtao lik
04:00
with an arched eyebrow that
suggested a mischievous side.
suggested a mischievous side.
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sa zakrivljenom obrvom
koja je sugerisala nestašnost.
koja je sugerisala nestašnost.
04:04
When the director saw that
drawing, he thought it was great.
drawing, he thought it was great.
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Režiseru se ovaj crtež jako dopao.
04:07
It was beautiful, but he said,
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Bio je prelep, ali je rekao:
04:09
"You've got to lose it;
it doesn't fit the character."
it doesn't fit the character."
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"Ne možemo da ga koristimo;
ne uklapa se u lik"
ne uklapa se u lik"
04:12
Two weeks later, the director
came back and said,
came back and said,
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Dve nedelje kasnije,
režiser se vratio i rekao:
režiser se vratio i rekao:
04:14
"Let's put in those few seconds of film."
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"Hajde da ubacimo
tih nekoliko sekundi filma".
tih nekoliko sekundi filma".
04:16
Because that animator
was allowed to share
was allowed to share
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Pošto je animatoru
bilo dopušteno da podeli
bilo dopušteno da podeli
04:19
what we referred to
as his slice of genius,
as his slice of genius,
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ono što smo nazvali
njegovim parčetom genijalnosti,
njegovim parčetom genijalnosti,
04:22
he was able to help that director
reconceive the character
reconceive the character
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uspeo je da pomogne režiseru
da ponovo osmisli lik
da ponovo osmisli lik
04:26
in a subtle but important way
that really improved the story.
that really improved the story.
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na suptilan ali značajan način
koji je zaista unapredio priču.
koji je zaista unapredio priču.
04:30
What we know is, at the heart
of innovation is a paradox.
of innovation is a paradox.
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Ono što znamo, je da je u središtu
inovacije paradoks.
inovacije paradoks.
04:35
You have to unleash the talents
and passions of many people
and passions of many people
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Morate da oslobodite talente
i strasti mnogih ljudi
i strasti mnogih ljudi
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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i morate da ih uposlite tako
da njihov rad bude koristan.
da njihov rad bude koristan.
04:43
Innovation is a journey.
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Inovacija je put.
04:46
It's a type of collaborative
problem solving,
problem solving,
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To je vrsta zajedničkog
rešavanja problema,
rešavanja problema,
04:48
usually among people
who have different expertise
who have different expertise
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najčešće među ljudima različitih struka
04:51
and different points of view.
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i različitih tački gledišta.
04:53
Innovations rarely get created full-blown.
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Inovacije retko nastaju
odmah u potpunosti.
odmah u potpunosti.
04:56
As many of you know,
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Kao što mnogi od vas znaju,
04:58
they're the result,
usually, of trial and error.
usually, of trial and error.
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one su rezultat ponovnih pokušaja.
05:01
Lots of false starts,
missteps and mistakes.
missteps and mistakes.
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Mnogo pogrešnih početaka,
pogrešnih koraka i grešaka.
pogrešnih koraka i grešaka.
05:05
Innovative work can be
very exhilarating,
very exhilarating,
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Inovativan posao
može biti veoma uzbudljiv
može biti veoma uzbudljiv
05:08
but it also can be
really downright scary.
really downright scary.
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ali i potpuno zastrašujući.
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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I kada pogledamo zašto Piksar
može da radi to što radi,
može da radi to što radi,
05:19
we have to ask ourselves,
what's going on here?
what's going on here?
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moramo se zapitati: šta se to tamo događa?
05:23
For sure, history
and certainly Hollywood,
and certainly Hollywood,
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Istorija, a naročito Holivud
05:26
is full of star-studded teams
that have failed.
that have failed.
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puna je neuspešnih timova
krcatih zvezdama.
krcatih zvezdama.
05:29
Most of those failures are attributed
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Mnogi od ovih neuspeha pripisivani su
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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prevelikom broju zvezda, ili,
da tako kažem, prevelikom broju babica.
da tako kažem, prevelikom broju babica.
05:36
So why is it that Pixar,
with all of its cooks,
with all of its cooks,
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Pa zašto je onda Piksar,
sa svim svojim babicama,
sa svim svojim babicama,
05:40
is able to be so successful
time and time again?
time and time again?
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uvek iznova tako uspešan?
05:45
When we studied
an Islamic Bank in Dubai,
an Islamic Bank in Dubai,
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Kada smo izučavali
Islamsku banku u Dubaiju,
Islamsku banku u Dubaiju,
05:48
or a luxury brand in Korea,
or a social enterprise in Africa,
or a social enterprise in Africa,
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ili luksuznu marku u Koreji,
ili socijalno preduzeće u Africi,
ili socijalno preduzeće u Africi,
05:53
we found that innovative organizations
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ustanovili smo da su
inovativne organzacije
inovativne organzacije
05:55
are communities that
have three capabilities:
have three capabilities:
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zajednice koje imaju tri sposobnosti:
05:57
creative abrasion, creative
agility and creative resolution.
agility and creative resolution.
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kreativno trenje, kreativnu budnost
i kreativnu odluku.
i kreativnu odluku.
06:02
Creative abrasion is about being able
to create a marketplace of ideas
to create a marketplace of ideas
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Kreativno trenje je sposobnost
kreiranja tržišta ideja
kreiranja tržišta ideja
06:07
through debate and discourse.
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kroz raspravu i razgovor.
06:10
In innovative organizations,
they amplify differences,
they amplify differences,
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U inovativnim organizacijama
različitosti se razvijaju,
različitosti se razvijaju,
06:13
they don't minimize them.
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oni ih ne umanjuju.
06:14
Creative abrasion is not
about brainstorming,
about brainstorming,
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Kreativno trenje nije diskusija o idejama,
06:17
where people suspend their judgment.
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tokom koje ljudi ne iznose svoj sud.
06:19
No, they know how to have very
heated but constructive arguments
heated but constructive arguments
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Ne, oni znaju kako da vode
vrlo žustre ali konstruktivne rasprave
vrlo žustre ali konstruktivne rasprave
06:23
to create a portfolio of alternatives.
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kako bi stvorili portfolio alternativa.
06:26
Individuals in innovative organizations
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Pojedinci u inovativnim organizacijama
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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uče kako da istražuju, kako da
aktivno slušaju, ali znate šta?
aktivno slušaju, ali znate šta?
06:33
They also learn how to
advocate for their point of view.
advocate for their point of view.
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Oni uče i kako da se zalažu
za svoj ugao gledanja.
za svoj ugao gledanja.
06:35
They understand that
innovation rarely happens
innovation rarely happens
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Oni znaju da se inovacija retko događa
06:39
unless you have both
diversity and conflict.
diversity and conflict.
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ukoliko nije prisutna
različitost i konflikt.
različitost i konflikt.
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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Kreativna agilnost je sposobnost
testiranja i oplemenjivanja ideja
testiranja i oplemenjivanja ideja
06:48
through quick pursuit,
reflection and adjustment.
reflection and adjustment.
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kroz njihovo kratko sprovođenje,
promišljanje i prilagođavanje.
promišljanje i prilagođavanje.
06:52
It's about discovery-driven learning
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Ona je učenje pokretano otkrićem
06:53
where you act, as opposed to plan,
your way to the future.
your way to the future.
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tokom kojeg pravite, suprotno planiranju,
vaš put u budućnost.
vaš put u budućnost.
06:57
It's about design thinking where
you have that interesting combination
you have that interesting combination
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Ona je stvaralačko mišljenje u kojem
postoji ta interesantna kombinacija
postoji ta interesantna kombinacija
07:00
of the scientific method
and the artistic process.
and the artistic process.
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naučnog metoda i umetničkog procesa.
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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Ona je vođenje niza eksperimenata,
a ne niza pilot istraživanja.
a ne niza pilot istraživanja.
07:08
Experiments are usually about learning.
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Eksperiment je učenje.
Kada dobijete negativan rezultat,
07:10
When you get a negative outcome,
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07:12
you're still really learning something
that you need to know.
that you need to know.
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i dalje učite nešto što treba da saznate.
07:15
Pilots are often about being right.
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Pilot istraživanja se tiču
toga šta je tačno.
toga šta je tačno.
07:17
When they don't work,
someone or something is to blame.
someone or something is to blame.
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Kada ne daju rezultat,
nešto ili neko je kriv.
nešto ili neko je kriv.
07:22
The final capability
is creative resolution.
is creative resolution.
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Konačna sposobnost je kreativna odluka.
07:25
This is about doing decision making
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Ona je donošenje odluka
07:26
in a way that you can actually combine
even opposing ideas
even opposing ideas
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na način koji zapravo spaja
čak i suprotne ideje
čak i suprotne ideje
07:30
to reconfigure them in new combinations
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kako bi ih prespojila u nove kombinacije
07:33
to produce a solution
that is new and useful.
that is new and useful.
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koje dovode do novog i korisnog rešenja.
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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Kada posmatrate inovativne organizacije,
njihov cilj nije da se slože.
njihov cilj nije da se slože.
07:40
They don't compromise.
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One ne čine kompromise.
07:42
They don't let one group
or one individual dominate,
or one individual dominate,
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One ne dopuštaju da jedna grupa
ili pojedinac dominira,
ili pojedinac dominira,
07:45
even if it's the boss,
even if it's the expert.
even if it's the expert.
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čak i kada je to šef,
čak i kada je to stručnjak.
čak i kada je to stručnjak.
07:50
Instead, they have developed
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Naprotiv, one su razvile
07:51
a rather patient and more inclusive
decision making process
decision making process
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prilično strpljiv i više uključujući
proces donošenja odluka
proces donošenja odluka
07:55
that allows for both/and
solutions to arise
solutions to arise
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koji dopušta i "i/ili" rešenja
07:59
and not simply either/or solutions.
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ne samo "ili" rešenja.
08:01
These three capabilities are why we see
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Ove tri sposobnosti su razlog
zbog kojeg Piksar
može da čini to što čini.
može da čini to što čini.
08:05
that Pixar is able to do what it does.
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08:10
Let me give you another example,
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Hajde da vam dam još jedan primer,
08:12
and that example is the
infrastructure group of Google.
infrastructure group of Google.
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a taj primer je grupa
infrastrukture Gugla
infrastrukture Gugla
08:14
The infrastructure group
of Google is the group
of Google is the group
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Grupa zadužena za infrastrukturu je grupa
08:17
that has to keep the website
up and running 24/7.
up and running 24/7.
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koja održava vebsajt
24 sata 7 dana u nedelji.
24 sata 7 dana u nedelji.
08:21
So when Google was about
to introduce Gmail and YouTube,
to introduce Gmail and YouTube,
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Kada je Gugl trebalo da uvede
Gmail i Jutjub,
Gmail i Jutjub,
08:25
they knew that their data storage
system wasn't adequate.
system wasn't adequate.
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znali su da njihovo skladištenje podataka
nije bilo odgovarajuće.
nije bilo odgovarajuće.
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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Vođa grupe za inženjering
i grupe za infrastrukturu
i grupe za infrastrukturu
08:32
was a man named Bill Coughran.
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je u to vreme bio Bil Kogran.
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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Bil i njegov liderski tim,
koji on naziva trustom mozgova
koji on naziva trustom mozgova
08:39
had to figure out what to do
about this situation.
about this situation.
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trebali su da smisle
šta da se čini u toj situaciji.
šta da se čini u toj situaciji.
08:43
They thought about it for a while.
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Razmišljali su o tome neko vreme.
08:44
Instead of creating a group
to tackle this task,
to tackle this task,
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Umesto da formiraju grupu
koja će se baviti ovim zadatkom,
koja će se baviti ovim zadatkom,
08:48
they decided to allow groups
to emerge spontaneously
to emerge spontaneously
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odlučili su da dozvole
da se grupe formiraju spontanto
da se grupe formiraju spontanto
08:52
around different alternatives.
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oko različitih alternativa.
08:54
Two groups coalesced.
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Izdvojile su se dve grupe.
08:57
One became known as Big Table,
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Jedna je postala poznata kao Veliki sto,
09:00
the other became known
as Build It From Scratch.
as Build It From Scratch.
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drugu su nazvali Napravi od nule.
09:03
Big Table proposed that they
build on the current system.
build on the current system.
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Veliki sto je predložio
da grade na već postojećem sistemu.
da grade na već postojećem sistemu.
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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Napravi od nule je predložio
da je došlo vreme za potpuno novi sistem.
da je došlo vreme za potpuno novi sistem.
09:10
Separately, these two teams
were allowed to work full-time
were allowed to work full-time
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Ovim timovima je bilo dozvoljeno
da odvojeno rade puno radno vreme
da odvojeno rade puno radno vreme
09:14
on their particular approach.
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na svom konkretnom prilazu.
09:16
In engineering reviews,
Bill described his role as,
Bill described his role as,
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Bil je u pregledu inženjeringa
opisao svoju ulogu kao
opisao svoju ulogu kao
09:19
"Injecting honesty into
the process by driving debate."
the process by driving debate."
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"ubacivanje iskrenosti u proces
pokretanjem rasprave".
pokretanjem rasprave".
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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Timovi su vrlo rano ohrabrivani
da prave prototipove kako bi se
da prave prototipove kako bi se
09:28
"bump them up against reality
and discover for themselves
and discover for themselves
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"sudarili sa realnošću i sami otkrili
09:32
the strengths and weaknesses
of their particular approach."
of their particular approach."
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snage i slabosti sopstvenog pristupa."
09:35
When Build It From Scratch shared
their prototype with the group
their prototype with the group
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Kada je Izgradi od nule prikazao
svoj prototip grupi
svoj prototip grupi
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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čiji bi telefoni zvonili u pola noći
09:41
if something went wrong
with the website,
with the website,
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ukoliko nešto pođe po zlu sa vebsajtom,
09:43
they heard loud and clear about the
limitations of their particular design.
limitations of their particular design.
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jasno su im predstavljeni nedostaci
njihovog konkretnog dizajna.
njihovog konkretnog dizajna.
09:48
As the need for a solution
became more urgent
became more urgent
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Kako je potreba za rešenjem
bivala sve hitnija
bivala sve hitnija
09:51
and as the data, or the
evidence, began to come in,
evidence, began to come in,
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i kako su činjenice ili dokazi pristizali,
09:54
it became pretty clear
that the Big Table solution
that the Big Table solution
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postalo je prilično jasno
da je rešenje Velikog stola
da je rešenje Velikog stola
09:57
was the right one for the moment.
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bilo odgovarajuće u tom trenutku.
10:00
So they selected that one.
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Tako da su izabrali to rešenje.
10:02
But to make sure that
they did not lose the learning
they did not lose the learning
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Ali kako bi bili sigurni da
neće izgubiti ono što su naučili
neće izgubiti ono što su naučili
10:04
of the Build it From Scratch team,
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od tima Izgradi od nule,
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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Bil je zamolio dva člana tog tima
da se priključe novom timu
koji je počinjao
koji je počinjao
10:10
to work on the next-generation system.
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da radi na sistemu nove generacije.
10:13
This whole process took nearly two years,
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Ceo ovaj proces je trajao
gotovo dve godine,
gotovo dve godine,
10:17
but I was told that they were
all working at breakneck speed.
all working at breakneck speed.
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ali mi je rečeno da su svi radili
strahovito brzo.
strahovito brzo.
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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Rano tokom ovog procesa, jedan inženjer
je otišao kod Bila i rekao mu:
je otišao kod Bila i rekao mu:
10:24
"We're all too busy
for this inefficient system
for this inefficient system
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"Mi smo suviše zauzeti da bismo
sprovodili ovaj neefikasni sistem
sprovodili ovaj neefikasni sistem
10:27
of running parallel experiments."
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sprovođenja paralelnih eksperimenata."
10:30
But as the process unfolded,
he began to understand
he began to understand
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Ali kako se proces razvijao,
počeo je da razumeva
počeo je da razumeva
10:33
the wisdom of allowing talented
people to play out their passions.
people to play out their passions.
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mudrost koja je ležala u dopuštanju
talentovanim ljudima
talentovanim ljudima
da razigravaju svoje strasti.
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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Priznao je: "Da ste nas naterali
da svi budemo u jednom timu,
da svi budemo u jednom timu,
10:41
we might have focused on proving
who was right, and winning,
who was right, and winning,
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možda bismo se fokusirali na dokazivanje
ko je u pravu, i pobeđivanje,
ko je u pravu, i pobeđivanje,
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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5520
a ne na učenje i otrkivanje
najboljeg rešenja za Gugl."
najboljeg rešenja za Gugl."
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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Zašto su Piksar i Gugl sposobni
da uvek iznova unose inovacije?
da uvek iznova unose inovacije?
10:53
It's because they've mastered
the capabilities required for that.
the capabilities required for that.
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To je zato što su usavršili
za to neophodne sposobnosti.
za to neophodne sposobnosti.
10:57
They know how to do
collaborative problem solving,
collaborative problem solving,
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Oni znaju kako da zajednički
rešavaju probleme,
rešavaju probleme,
10:59
they know how to do
discovery-driven learning
discovery-driven learning
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2140
oni znaju kako da uče podstaknuti otkrićem
11:01
and they know how to do
integrated decision making.
integrated decision making.
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2701
i oni znaju kako
da integrisano donose odluke.
da integrisano donose odluke.
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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Neki od vas sada možda sede i misle:
11:07
"We don't know how to do
those things in my organization.
those things in my organization.
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"Mi ne znamo kako da to radimo
u mojoj organizaciji.
u mojoj organizaciji.
11:10
So why do they know how to
do those things at Pixar,
do those things at Pixar,
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2601
Pa zašto onda to umeju u Piksaru,
11:13
and why do they know how to
do those things at Google?"
do those things at Google?"
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i zašto to znaju u Guglu?"
11:16
When many of the people
that worked for Bill told us,
that worked for Bill told us,
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Kada nam je mnogo ljudi
koji su radili za Bila reklo
koji su radili za Bila reklo
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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da je on jedan od najboljih lidera
u Silicijumskoj dolini,
u Silicijumskoj dolini,
11:25
we completely agreed;
the man is a genius.
the man is a genius.
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mi smo se sa njima u potpunosti složili;
čovek je genije.
čovek je genije.
11:29
Leadership is the secret sauce.
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Liderstvo je tajno oružje.
11:32
But it's a different kind of leadership,
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Ali to je drugačija vrsta liderstva,
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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ne ona na koju većina od nas pomisli
kada mislimo o izuzetnom liderstvu.
kada mislimo o izuzetnom liderstvu.
Jedan od lidera kojeg sam srela
mi je na samom početku rekao:
mi je na samom početku rekao:
11:40
One of the leaders I met with
early on said to me,
early on said to me,
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688290
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11:42
"Linda, I don't read books on leadership.
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"Linda, ja ne čitam knjige o liderstvu.
11:46
All they do is make me feel bad."
(Laughter)
(Laughter)
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One čine da se loše osećam."
(Smeh)
(Smeh)
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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"U prvom poglavlju kažu kako
ja treba da kreiram viziju.
ja treba da kreiram viziju.
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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Ali ja nemam odgovore ukoliko pokušavam
da uradim nešto istinski novo.
da uradim nešto istinski novo.
11:56
I don't know what
direction we're going in
direction we're going in
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Ne znam u kom pravcu idemo
i čak nisam ni siguran
i čak nisam ni siguran
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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706240
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da mogu da smislim
kako da tamo stignemo."
kako da tamo stignemo."
12:01
For sure, there are times
when visionary leadership
when visionary leadership
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Sigurno je da je ponekad
vizionarsko liderstvo
vizionarsko liderstvo
12:04
is exactly what is needed.
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upravo ono što nam treba.
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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Ali ukoliko želimo
da izgradimo organizacije
da izgradimo organizacije
koje mogu da uvek iznova inoviraju,
12:09
we must recast our understanding
of what leadership is about.
of what leadership is about.
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4121
moramo da preoblikujemo
sopstveno razumevanje liderstva.
sopstveno razumevanje liderstva.
12:14
Leading innovation is about
creating the space
creating the space
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Voditi inovaciju znači stvarati prostor
12:17
where people are willing
and able to do the hard work
and able to do the hard work
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3199
u kome su ljudi voljni i sposobni
da naporno rade
da naporno rade
12:20
of innovative problem solving.
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na inovativnom rešavanju problema.
12:23
At this point, some of you
may be wondering,
may be wondering,
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Sada se neki od vas možda pitaju:
12:27
"What does that leadership
really look like?"
really look like?"
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"Kako takvo liderstvo zapravo izgleda?"
12:29
At Pixar, they understand
that innovation takes a village.
that innovation takes a village.
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U Piksaru shvataju da je za inovaciju
potrebno celo selo.
potrebno celo selo.
12:34
The leaders focus on building
a sense of community
a sense of community
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Lideri se fokusiraju na izgradnju
osećaja zajedništva
osećaja zajedništva
12:37
and building those three capabilities.
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i izgradnju one tri sposobnosti.
12:40
How do they define leadership?
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Kako definišu liderstvo?
12:42
They say leadership
is about creating a world
is about creating a world
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Kažu da je liderstvo izgradnja sveta
12:44
to which people want to belong.
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1961
kojem ljudi žele da pripadaju.
12:46
What kind of world do people
want to belong in at Pixar?
want to belong in at Pixar?
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Kakvom svetu ljudi u Piksaru
žele da pripadaju?
žele da pripadaju?
12:49
A world where you're
living at the frontier.
living at the frontier.
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2080
Svetu u kojem živite na granici.
12:51
What do they focus their time on?
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Za šta koriste svoje vreme?
12:53
Not on creating a vision.
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1471
Ne na kreiranje vizije.
12:55
Instead they spend
their time thinking about,
their time thinking about,
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Umesto toga oni
provode vreme razmišljajući:
provode vreme razmišljajući:
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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"Kako da dizajniramo studio
koji pruža osećaj trga
koji pruža osećaj trga
13:02
so that people will interact?
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kako bi ljudi međusobno saobraćali?
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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Hajde da uvedemo kao pravilo da je
svakome, bez obzira na ulogu i mesto,
svakome, bez obzira na ulogu i mesto,
13:08
is allowed to give notes to the director
248
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1930
dozvoljeno da režiseru daje beleške
13:09
about how they feel
about a particular film.
about a particular film.
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o tome šta misli o određenom filmu.
13:12
What can we do to make sure
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Kako da obezbedimo
13:14
that all the disruptors, all the
minority voices in this organization,
minority voices in this organization,
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da svi koji su u manjini u organizaciji
13:18
speak up and are heard?
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2000
kažu svoje mišljenje i da se ono čuje?
13:20
And, finally, let's bestow credit
in a very generous way."
in a very generous way."
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3621
I, na kraju, hajde da ih nagradimo
na vrlo velikodušan način."
na vrlo velikodušan način."
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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Ne znam da li ste ikada pogledali
odjavnu špicu u Piksarovom filmu,
odjavnu špicu u Piksarovom filmu,
13:27
but the babies born during
a production are listed there.
a production are listed there.
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tamo su nabrojane čak i bebe
rođene tokom izrade filma.
rođene tokom izrade filma.
13:30
(Laughter)
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(Smeh)
13:31
How did Bill think about
what his role was?
what his role was?
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Šta Bil misli da je bila njegova uloga?
13:34
Bill said, "I lead
a volunteer organization.
a volunteer organization.
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Bil je rekao: "Ja vodim
organizaciju volontera.
organizaciju volontera.
13:38
Talented people don't want
to follow me anywhere.
to follow me anywhere.
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Talentovani ljudi ne žele
da me prate bilo kuda.
da me prate bilo kuda.
13:42
They want to cocreate
with me the future.
with me the future.
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Oni žele da zajedno sa mnom
stvaraju budućnost.
stvaraju budućnost.
13:45
My job is to nurture the bottom-up
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Moj posao je da negujem od dna do vrha
13:48
and not let it degenerate into chaos."
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i ne dopustim da preraste u haos."
Kako on vidi sopstvenu ulogu?
13:51
How did he see his role?
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13:52
"I'm a role model,
I'm a human glue,
I'm a human glue,
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"Ja sam model, ljudski lepak,
13:55
I'm a connector,
I'm an aggregator of viewpoints.
I'm an aggregator of viewpoints.
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ja sam povezivač,
agregator različitih pogleda.
agregator različitih pogleda.
13:58
I'm never a dictator of viewpoints."
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Nikada ne diktiram način gledanja."
Jedan savet o tome kako da
sprovedete tu ulogu?
sprovedete tu ulogu?
14:00
Advice about how you exercise the role?
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14:02
Hire people who argue with you.
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Zaposlite ljude koji će se
sa vama raspravljati.
sa vama raspravljati.
14:05
And, guess what?
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I znate šta?
14:06
Sometimes it's best to be
deliberately fuzzy and vague.
deliberately fuzzy and vague.
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Nekada je najbolje da namerno
budete nejasni i neodređeni.
budete nejasni i neodređeni.
Neki od vas se sada možda pitaju
14:11
Some of you may
be wondering now,
be wondering now,
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šta ti ljudi misle?
14:12
what are these people thinking?
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14:14
They're thinking,
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Oni misle:
14:15
"I'm not the visionary,
I'm the social architect.
I'm the social architect.
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"Ja nisam vizionar,
ja sam društveni arhitekta,
ja sam društveni arhitekta,
14:18
I'm creating the space where
people are willing and able
people are willing and able
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ja kreiram prostor u kojem su ljudi
voljni i sposobni
voljni i sposobni
14:22
to share and combine
their talents and passions."
their talents and passions."
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da dele i ujedinjuju svoje
talente i strasti.
talente i strasti.
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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Ako se neki od vas sada brinu
što ne rade u Piksaru
što ne rade u Piksaru
14:28
or you don't work at a Google,
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ili u Guglu,
14:30
I want to tell you there's still hope.
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hoću da vam kažem da ima nade.
14:33
We've studied many organizations
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Izučavali smo mnoge organizacije
14:35
that were really not
organizations you'd think of
organizations you'd think of
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o kojima zaista ne biste mislili
14:37
as ones where a lot of innovation happens.
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kao o organizacijama sa puno inovacija.
14:40
We studied a general counsel
in a pharmaceutical company
in a pharmaceutical company
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Posmatrali smo glavnog pravnika
u farmaceutskom preduzeću
u farmaceutskom preduzeću
14:43
who had to figure out how
to get the outside lawyers,
to get the outside lawyers,
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koji je trebalo da osmisli način
na koji će privoleti pravnike van firme,
14:46
19 competitors,
to collaborate and innovate.
to collaborate and innovate.
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19 konkurenata, da sarađuju i inoviraju.
14:48
We studied the head of marketing
at a German automaker
at a German automaker
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Posmatrali smo direktora marketinga
nemačkog proizvođača automobila
nemačkog proizvođača automobila
14:52
where, fundamentally, they believed
that it was the design engineers,
that it was the design engineers,
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gde su duboko verovali
da je inženjerima dizajna,
da je inženjerima dizajna,
14:55
not the marketeers,
who were allowed to be innovative.
who were allowed to be innovative.
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ne ljudima iz marketinga,
dozvoljeno da budu inovativni.
dozvoljeno da budu inovativni.
14:59
We also studied Vineet Nayar
at HCL Technologies,
at HCL Technologies,
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Posmatrali smo i Vinita Nejera
iz HCL Tehnologija,
iz HCL Tehnologija,
15:03
an Indian outsourcing company.
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indijskog preduzeća za autsorsing.
15:05
When we met Vineet,
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Kada smo upoznali Vinita
15:06
his company was about, in his
words, to become irrelevant.
words, to become irrelevant.
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njegovo preuzeće je bilo,
po njegovim rečima,
po njegovim rečima,
na rubu beznačajnosti.
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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Posmatrali smo kako je to preduzeće
pretvorio u pokretačku snagu IT inovacija.
pretvorio u pokretačku snagu IT inovacija.
15:16
At HCL technologies,
like at many companies,
like at many companies,
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U HCL Tehnologijama,
kao i u mnogim preduzećima
kao i u mnogim preduzećima
15:19
the leaders had learned to see
their role as setting direction
their role as setting direction
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lideri su morali da nauče
da svoju ulogu vide u određivanju pravca
da svoju ulogu vide u određivanju pravca
15:23
and making sure that
no one deviated from it.
no one deviated from it.
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i obezbeđivanju da od njega
niko ne odstupi.
niko ne odstupi.
15:27
What he did is tell them
it was time for them
it was time for them
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On im je rekao da je došlo vreme
15:31
to think about rethinking
what they were supposed to do.
what they were supposed to do.
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da ponovo razmisle o sopstvenoj ulozi.
15:34
Because what was happening
is that everybody was looking up
is that everybody was looking up
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Jer su svi gledali na gore
15:37
and you weren't seeing
the kind of bottom-up innovation
the kind of bottom-up innovation
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i nije bilo inovacija od dna ka vrhu,
15:40
we saw at Pixar or Google.
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kakvu smo videli u Piksaru i Guglu.
15:43
So they began to work on that.
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Tako da su počeli da rade na tome.
15:44
They stopped giving answers, they
stopped trying to provide solutions.
stopped trying to provide solutions.
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Prestali su da daju odgovore,
nisu više pokušavali da pruže rešenja.
nisu više pokušavali da pruže rešenja.
15:48
Instead, what they did
is they began to see
is they began to see
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Ono što su umesto toga
počeli da primećuju
počeli da primećuju
15:51
the people at the bottom of the
pyramid, the young sparks,
pyramid, the young sparks,
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bili su ljudi sa dna piramide,
mlade iskre,
mlade iskre,
15:55
the people who were
closest to the customers,
closest to the customers,
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ljude najbliže klijentima
15:58
as the source of innovation.
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kao izvor inovacija.
16:00
They began to transfer
the organization's growth
the organization's growth
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Počeli su da rast organizacije
prebacuju na taj nivo.
prebacuju na taj nivo.
16:03
to that level.
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Vinitovim rečnikom,
ovde se radilo o obrtanju piramide
ovde se radilo o obrtanju piramide
16:07
In Vineet's language, this was
about inverting the pyramid
about inverting the pyramid
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16:10
so that you could unleash
the power of the many
the power of the many
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kako bi se oslobodila moć mnogih
16:13
by loosening the stranglehold of the few,
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popuštanjem stiska nekolicine
16:16
and increase the quality
and the speed of innovation
and the speed of innovation
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i povećanju kvaliteta i brzine inovacija
16:19
that was happening every day.
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na svakodnevnom nivou.
16:23
For sure, Vineet and all the
other leaders that we studied
other leaders that we studied
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Sigurno je da su i Vinit i svi drugi
lideri koje smo posmatrali
lideri koje smo posmatrali
16:27
were in fact visionaries.
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zapravo vizionari.
16:30
For sure, they understood
that that was not their role.
that that was not their role.
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Sigurno je da su razumeli
da to nije bila njihova uloga.
da to nije bila njihova uloga.
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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Mislim da nije slučajno to što mnogi
od vas nisu prepoznali Eda.
od vas nisu prepoznali Eda.
16:40
Because Ed, like Vineet, understands
that our role as leaders
that our role as leaders
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Jer Ed, baš kao i Vinit,
shvata da je uloga lidera
shvata da je uloga lidera
16:44
is to set the stage, not perform on it.
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da postavi scenu, ne da na njoj nastupa.
16:49
If we want to invent a better future,
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Ukoliko želimo da osmislimo
bolju budućnost,
bolju budućnost,
16:51
and I suspect that's why
many of us are here,
many of us are here,
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a verujem da je to razlog
što su mnogi od vas ovde,
što su mnogi od vas ovde,
16:55
then we need to reimagine our task.
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moramo da iznova osmislimo
sopstvenu ulogu.
sopstvenu ulogu.
16:59
Our task is to create the space
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Naš zadatak je kreiranje prostora
17:01
where everybody's slices of genius
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u kojem svačiji komad genijalnosti
17:04
can be unleashed and harnessed,
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može biti oslobođen i uposlen
17:08
and turned into works
of collective genius.
of collective genius.
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i pretvoren u delo kolektivnog genija.
17:11
Thank you.
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Hvala.
17:13
(Applause)
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(Aplauz)
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