TEDxCambridge
Linda Hill: How to manage for collective creativity
Linda Hill: Hvordan man leder kollektiv kreativitet
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Hvad er hemmeligheden til at slippe kreativiteten løs, som er gemt inden i dit daglige arbejde, og give alle gode ideer en chance? Harvard professor Linda Hill, medforfatter til "Collective Genius," har studeret nogle af verdens mest kreative virksomheder for at finde værktøjerne og taktikkerne til at give de gode ideer frit løb - fra alle i virksomheden, ikke blot de designerede "kreative".
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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Jeg har en tilståelse.
00:13
I'm a business professor
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Jeg er en business professor,
00:15
whose ambition has been
to help people learn to lead.
to help people learn to lead.
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hvis ambition altid har været,
at hjælpe folk med at lede.
at hjælpe folk med at lede.
00:17
But recently, I've discovered
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Men for nylig opdagede jeg,
00:19
that what many of us
think of as great leadership
think of as great leadership
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at hvad mange af os opfatter
som god ledelse
som god ledelse
00:22
does not work when it comes
to leading innovation.
to leading innovation.
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ikke virker, når det kommer til
at lede innovation
at lede innovation
00:25
I'm an ethnographer.
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Jeg er en etnograf.
00:26
I use the methods of anthropology
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Jeg bruger antropologiens metode
00:28
to understand the questions
in which I'm interested.
in which I'm interested.
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til at forstå de spørgsmål,
som jeg er interesseret i.
som jeg er interesseret i.
00:31
So along with three co-conspirators,
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Så sammen med tre medsammensvorne,
00:33
I spent nearly a decade observing
up close and personal
up close and personal
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brugte jeg næsten et årti på at observere,
på tæt hold og personligt,
på tæt hold og personligt,
00:37
exceptional leaders of innovation.
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enestående ledere af innovation.
00:39
We studied 16 men and women,
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Vi studerede 16 mænd og kvinder,
00:41
located in seven countries
across the globe,
across the globe,
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placeret i syv lande fordelt over kloden,
00:44
working in 12 different industries.
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arbejdende i 12 forskellige industrier.
00:46
In total, we spent hundreds
of hours on the ground,
of hours on the ground,
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I alt brugte vi hundredvis
af timer på jorden,
af timer på jorden,
00:49
on-site, watching these leaders in action.
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on-site, kiggende på disse ledere i aktion.
00:53
We ended up with pages and pages
and pages of field notes
and pages of field notes
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Vi endte med sider og sider
og sider af felt noter,
og sider af felt noter,
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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som vi analyserede for mønstre i,
hvad vores ledere gjorde.
hvad vores ledere gjorde.
00:59
The bottom line?
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Slutresultatet?
01:01
If we want to build organizations
that can innovate time and again,
that can innovate time and again,
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Hvis vi vil opbygge organisationer,
som kan innovere igen og igen,
som kan innovere igen og igen,
01:05
we must unlearn our conventional
notions of leadership.
notions of leadership.
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så må vi glemme vores konventionelle
opfattelser af ledelse.
opfattelser af ledelse.
01:08
Leading innovation is not
about creating a vision,
about creating a vision,
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At lede innovation er ikke
om at skabe en vision,
om at skabe en vision,
01:11
and inspiring others to execute it.
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og inspirere andre til at udføre den.
01:14
But what do we mean by innovation?
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Men hvad mener vi med innovation?
01:16
An innovation is anything
that is both new and useful.
that is both new and useful.
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En innovation er alt,
som er både nyt og brugbart.
som er både nyt og brugbart.
01:20
It can be a product or service.
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Det kan være et produkt eller en service.
01:21
It can be a process
or a way of organizing.
or a way of organizing.
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Det kan være en process
eller en måde at organisere.
eller en måde at organisere.
01:24
It can be incremental,
or it can be breakthrough.
or it can be breakthrough.
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Det kan være gradvist,
eller det kan være et gennembrud.
eller det kan være et gennembrud.
01:27
We have a pretty inclusive definition.
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Vi har en rimelig inklusiv definition.
01:29
How many of you recognize this man?
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Hvor mange af jer genkender denne mand?
01:31
Put your hands up.
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Op med hænderne.
01:34
Keep your hands up,
if you know who this is.
if you know who this is.
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Behold jeres hænder oppe
hvis I ved, hvem det er.
hvis I ved, hvem det er.
01:42
How about these familiar faces?
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Hvad med disse bekendte ansigter?
01:44
(Laughter)
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(Latter)
01:46
From your show of hands,
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Fra antallet af hænder
01:47
it looks like many of you
have seen a Pixar movie,
have seen a Pixar movie,
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ser det ud til, at mange af jer
har set en Pixar film,
har set en Pixar film,
01:50
but very few of you recognized Ed Catmull,
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men meget få af jer genkendte Ed Camull,
01:53
the founder and CEO of Pixar --
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skaberen og CEO af Pixar --
01:55
one of the companies
I had the privilege of studying.
I had the privilege of studying.
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en af de virksomheder,
som jeg havde privilegiet af at studere.
som jeg havde privilegiet af at studere.
01:58
My first visit to Pixar was in 2005,
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Mit første besøg til Pixar var i 2005,
02:01
when they were working on "Ratatouille,"
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da de arbejdede på "Ratatouille",
02:03
that provocative movie about
a rat becoming a master chef.
a rat becoming a master chef.
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den provokerende film om en rotte,
som bliver en mester kok.
som bliver en mester kok.
02:06
Computer-generated movies
are really mainstream today,
are really mainstream today,
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Computer-genererede film er
virkelig mainstream i dag,
virkelig mainstream i dag,
02:10
but it took Ed and his
colleagues nearly 20 years
colleagues nearly 20 years
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men det tog Ed og hans
kolleger næsten 20 år
kolleger næsten 20 år
02:13
to create the first
full-length C.G. movie.
full-length C.G. movie.
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at skabe den første
fuld længde C.G. film.
fuld længde C.G. film.
02:16
In the 20 years hence,
they've produced 14 movies.
they've produced 14 movies.
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I de efterfølgende 20 år,
har de produceret 14 film.
har de produceret 14 film.
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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Jeg var for nylig ved Pixar,
og jeg er her for at fortælle jer,
og jeg er her for at fortælle jer,
02:23
that number 15 is sure to be a winner.
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at nummer 15 er en sikker vinder.
02:26
When many of us think
about innovation, though,
about innovation, though,
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Når mange af os tænker på innovation,
02:28
we think about an Einstein
having an 'Aha!' moment.
having an 'Aha!' moment.
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tænker vi ofte på en Einstein,
som har et "Aha!" øjeblik.
som har et "Aha!" øjeblik.
02:31
But we all know that's a myth.
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Men vi ved alle, at det er en myte.
02:34
Innovation is not about solo genius,
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Innovation er ikke om solo genialitet,
02:37
it's about collective genius.
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det er om kollektivt genialitet.
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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Lad os for et øjeblik overveje,
hvad det tager at lave en Pixar film:
hvad det tager at lave en Pixar film:
02:44
No solo genius, no flash of inspiration
produces one of those movies.
produces one of those movies.
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Intet solo geni, intet glimt af inspiration
producerer en af disse film.
producerer en af disse film.
02:49
On the contrary, it takes about
250 people four to five years,
250 people four to five years,
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Tvært i mod. Det tager omkring
250 mennesker fire til fem år
250 mennesker fire til fem år
02:54
to make one of those movies.
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at lave en af disse film.
02:55
To help us understand the process,
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For at hjælpe os med at forstå processen,
02:58
an individual in the studio
drew a version of this picture.
drew a version of this picture.
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tegnede et individ i studiet
en version af dette billede.
en version af dette billede.
03:01
He did so reluctantly,
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Han gjorde det modstræbende,
03:03
because it suggested that the process
was a neat series of steps
was a neat series of steps
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fordi det antyder, at processen
er en pæn serie af skridt
er en pæn serie af skridt
03:07
done by discrete groups.
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taget af diskrete grupper.
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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Selv med alle de pile, mente han,
at det fejlede i at fortælle jer,
at det fejlede i at fortælle jer,
03:13
just how iterative, interrelated
and, frankly, messy their process was.
and, frankly, messy their process was.
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hvor iterativt, nært forbundet,
og rent ud sagt rodet deres process var.
og rent ud sagt rodet deres process var.
03:18
Throughout the making of a movie
at Pixar, the story evolves.
at Pixar, the story evolves.
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Hele vejen igennem skabelsen af en film
hos Pixar, udvikler historien sig.
hos Pixar, udvikler historien sig.
03:24
So think about it.
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Så tænk over det.
03:26
Some shots go through quickly.
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Nogle filmoptagelser er hurtigt overstået.
03:29
They don't all go through in order.
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De går ikke alle sammen i rækkefølge.
03:31
It depends on how vexing
the challenges are
the challenges are
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Det afhænger af, hvor besværlige
udfordringerne er,
udfordringerne er,
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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som de møder, når de
arbejder på en specifik scene.
arbejder på en specifik scene.
03:38
So if you think about that scene in "Up"
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Så hvis du tænker på den scene i "Op",
03:40
where the boy hands the piece
of chocolate to the bird,
of chocolate to the bird,
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hvor drengen giver
chokoladestykket til fuglen,
chokoladestykket til fuglen,
03:44
that 10 seconds took one animator
almost six months to perfect.
almost six months to perfect.
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som varede 10 sekunder, tog en animator
næsten 6 måneder at perfektionere.
næsten 6 måneder at perfektionere.
03:50
The other thing about a Pixar movie
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Det andet om en Pixar film er,
03:52
is that no part of the movie
is considered finished
is considered finished
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at ingen del af filmen
er opfattet som færdig,
er opfattet som færdig,
03:54
until the entire movie wraps.
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før at hele filmen er færdig.
03:56
Partway through one production,
an animator drew a character
an animator drew a character
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Delvist igennem en produktion
tegnede en animator en figur
tegnede en animator en figur
04:00
with an arched eyebrow that
suggested a mischievous side.
suggested a mischievous side.
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med et buet øjenbryn,
som antydede en drilagtig side.
som antydede en drilagtig side.
04:04
When the director saw that
drawing, he thought it was great.
drawing, he thought it was great.
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Da instruktøren så den tegning,
syntes han den var god.
syntes han den var god.
04:07
It was beautiful, but he said,
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Den var smuk, men han sagde,
04:09
"You've got to lose it;
it doesn't fit the character."
it doesn't fit the character."
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"Du er nød til at droppe det;
det passer ikke til figuren."
det passer ikke til figuren."
04:12
Two weeks later, the director
came back and said,
came back and said,
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To uger senere kom instruktøren
tilbage og sagde,
tilbage og sagde,
04:14
"Let's put in those few seconds of film."
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"Lad os putte de to sekunder i filmen."
04:16
Because that animator
was allowed to share
was allowed to share
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Fordi den animator havde lov til at dele,
04:19
what we referred to
as his slice of genius,
as his slice of genius,
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hvad vi henviste til som hans del af geni,
04:22
he was able to help that director
reconceive the character
reconceive the character
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var han i stand til at hjælpe instruktøren
med at genfortolke figuren
med at genfortolke figuren
04:26
in a subtle but important way
that really improved the story.
that really improved the story.
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på en diskret men vigtig måde,
som virkelig forbedrede historien.
som virkelig forbedrede historien.
04:30
What we know is, at the heart
of innovation is a paradox.
of innovation is a paradox.
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Hvad vi ved er, at i hjertet af
innovation er et paradoks.
innovation er et paradoks.
04:35
You have to unleash the talents
and passions of many people
and passions of many people
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Du er nød til at slippe talenterne
og passioner af mange mennesker fri,
og passioner af mange mennesker fri,
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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og du er nød til at kontrollere dem
ind i et værk, som faktisk er brugbart.
ind i et værk, som faktisk er brugbart.
04:43
Innovation is a journey.
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Innovation er en rejse.
04:46
It's a type of collaborative
problem solving,
problem solving,
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Det er form for
samarbejdende problemløsning,
samarbejdende problemløsning,
04:48
usually among people
who have different expertise
who have different expertise
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for det meste mellem folk,
som har forskellige ekspertiser
som har forskellige ekspertiser
04:51
and different points of view.
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og forskellige synsvinkler.
04:53
Innovations rarely get created full-blown.
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Innovationer bliver sjældent skabt
med det samme.
med det samme.
04:56
As many of you know,
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Som mange af jer ved,
04:58
they're the result,
usually, of trial and error.
usually, of trial and error.
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er de ofte et resultat af
at prøve sig frem.
at prøve sig frem.
05:01
Lots of false starts,
missteps and mistakes.
missteps and mistakes.
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Mange mislykkede forsøg,
fejlskridt og fejltagelser.
fejlskridt og fejltagelser.
05:05
Innovative work can be
very exhilarating,
very exhilarating,
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Innovativt arbejde kan være
meget oplivende,
meget oplivende,
05:08
but it also can be
really downright scary.
really downright scary.
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men det kan også være
decideret skræmmende.
decideret skræmmende.
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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Så når ser på, hvorfor det er,
Pixar er i stand til at gøre, hvad de gør,
Pixar er i stand til at gøre, hvad de gør,
05:19
we have to ask ourselves,
what's going on here?
what's going on here?
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er vi nød til at spørge os selv,
hvad foregår der her?
hvad foregår der her?
05:23
For sure, history
and certainly Hollywood,
and certainly Hollywood,
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Det er sikkert at historien,
og helt sikkert Hollywood,
og helt sikkert Hollywood,
05:26
is full of star-studded teams
that have failed.
that have failed.
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er fuld af stjerne fyldte hold,
som har fejlet.
som har fejlet.
05:29
Most of those failures are attributed
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De fleste af de fejltagelser er tilskrevet
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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for mange stjerne eller for mange
kokke, om du vil, i køkkenet.
kokke, om du vil, i køkkenet.
05:36
So why is it that Pixar,
with all of its cooks,
with all of its cooks,
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Så hvorfor er det, at Pixar
med alle deres kokke
med alle deres kokke
05:40
is able to be so successful
time and time again?
time and time again?
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er i stand til at være så succesfulde
igen og igen?
igen og igen?
05:45
When we studied
an Islamic Bank in Dubai,
an Islamic Bank in Dubai,
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Da vi studerede
en Islamisk Bank i Dubai,
en Islamisk Bank i Dubai,
05:48
or a luxury brand in Korea,
or a social enterprise in Africa,
or a social enterprise in Africa,
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eller et luksus brand i Korea,
eller en social virksomhed i Afrika,
eller en social virksomhed i Afrika,
05:53
we found that innovative organizations
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fandt vi ud af, at innovative organisationer
05:55
are communities that
have three capabilities:
have three capabilities:
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er samfund, som har tre kapaciteter:
05:57
creative abrasion, creative
agility and creative resolution.
agility and creative resolution.
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kreativt slid, kreativ adræthed
og kreativ beslutsomhed.
og kreativ beslutsomhed.
06:02
Creative abrasion is about being able
to create a marketplace of ideas
to create a marketplace of ideas
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Kreativt slid er om at være i stand
til at skabe en markedsplads af ideer
til at skabe en markedsplads af ideer
06:07
through debate and discourse.
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igennem debat og samtaler.
06:10
In innovative organizations,
they amplify differences,
they amplify differences,
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I innovative organisationer
forstærker de forskelligheder,
forstærker de forskelligheder,
06:13
they don't minimize them.
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de minimerer dem ikke.
06:14
Creative abrasion is not
about brainstorming,
about brainstorming,
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Kreativt slid handler ikke
om brainstorming,
om brainstorming,
06:17
where people suspend their judgment.
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hvor folk holder deres meninger tilbage.
06:19
No, they know how to have very
heated but constructive arguments
heated but constructive arguments
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Nej. De ved, hvordan man har ophedede,
men konstruktive argumenter,
men konstruktive argumenter,
06:23
to create a portfolio of alternatives.
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for at skabe en portefølje af alternativer.
06:26
Individuals in innovative organizations
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Individer i innovative organisationer
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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lærer, hvordan man forespørger, de lærer,
hvordan man aktivt lytter men gæt engang.
hvordan man aktivt lytter men gæt engang.
06:33
They also learn how to
advocate for their point of view.
advocate for their point of view.
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De lærer også, hvordan man forsvarer
sin egen holdning.
sin egen holdning.
06:35
They understand that
innovation rarely happens
innovation rarely happens
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De forstår, at innovation
sjældent finder sted,
sjældent finder sted,
06:39
unless you have both
diversity and conflict.
diversity and conflict.
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medmindre du har både
diversitet og konflikt.
diversitet og 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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Kreativ adræthed er om at være i stand
til at teste og danne porteføljen af ideer
til at teste og danne porteføljen af ideer
06:48
through quick pursuit,
reflection and adjustment.
reflection and adjustment.
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igennem hurtig udførelse,
refleksion og tilpasning.
refleksion og tilpasning.
06:52
It's about discovery-driven learning
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Det er om opdagelsesbaseret læring,
06:53
where you act, as opposed to plan,
your way to the future.
your way to the future.
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hvor du handler, i modsætning til
planlægger, din vej ind i fremtiden.
planlægger, din vej ind i fremtiden.
06:57
It's about design thinking where
you have that interesting combination
you have that interesting combination
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Det er om design tænkning, hvor
du har en interessant kombination
du har en interessant kombination
07:00
of the scientific method
and the artistic process.
and the artistic process.
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af den videnskabelig metode
og kunstneriske proces.
og kunstneriske proces.
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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Det er om at køre rækker af eksperimenter
og ikke en række af forsøgsprojekter.
og ikke en række af forsøgsprojekter.
07:08
Experiments are usually about learning.
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Eksperimenter er som regel om læring.
07:10
When you get a negative outcome,
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Når du får et negativt udfald,
07:12
you're still really learning something
that you need to know.
that you need to know.
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lærer du stadig noget,
som du har brug for at vide.
som du har brug for at vide.
07:15
Pilots are often about being right.
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Forsøgsprojekter handler ofte
om at have ret.
om at have ret.
07:17
When they don't work,
someone or something is to blame.
someone or something is to blame.
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Når de ikke fungerer,
så er nogen eller noget at bebrejde.
så er nogen eller noget at bebrejde.
07:22
The final capability
is creative resolution.
is creative resolution.
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Den sidste kapacitet
er kreativ beslutsomhed.
er kreativ beslutsomhed.
07:25
This is about doing decision making
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Dette handler om træffe beslutninger
07:26
in a way that you can actually combine
even opposing ideas
even opposing ideas
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på en måde, hvor du kan kombinere
selv modstridende ideer,
selv modstridende ideer,
07:30
to reconfigure them in new combinations
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for at omdanne dem i nye kombinationer,
07:33
to produce a solution
that is new and useful.
that is new and useful.
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for at producere en løsning,
som er ny og brugbar.
som er ny og brugbar.
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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Når du ser på innovative organisationer,
taler de aldrig hinanden efter munden.
taler de aldrig hinanden efter munden.
07:40
They don't compromise.
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De går ikke på kompromis.
07:42
They don't let one group
or one individual dominate,
or one individual dominate,
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De lader ikke en gruppe
eller et individ dominere,
eller et individ dominere,
07:45
even if it's the boss,
even if it's the expert.
even if it's the expert.
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ikke engang hvis det er chefen,
ikke engang hvis det er eksperten.
ikke engang hvis det er eksperten.
07:50
Instead, they have developed
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I stedet for har de udviklet
07:51
a rather patient and more inclusive
decision making process
decision making process
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en relativ tålmodig og mere inklusiv
beslutningsproces,
beslutningsproces,
07:55
that allows for both/and
solutions to arise
solutions to arise
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som tillader både/og
løsninger at opstå,
løsninger at opstå,
07:59
and not simply either/or solutions.
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og ikke simple enten/eller løsninger.
08:01
These three capabilities are why we see
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Disse tre kapaciteter er, hvorfor vi ser,
08:05
that Pixar is able to do what it does.
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at Pixar er i stand til at gøre,
hvad de gør.
hvad de gør.
08:10
Let me give you another example,
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Lad mig give jer et andet eksempel,
08:12
and that example is the
infrastructure group of Google.
infrastructure group of Google.
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og det eksempel er
Google's infrastruktur gruppe.
Google's infrastruktur gruppe.
08:14
The infrastructure group
of Google is the group
of Google is the group
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Google's infrastruktur gruppe
er gruppen,
er gruppen,
08:17
that has to keep the website
up and running 24/7.
up and running 24/7.
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som skal holde siden
kørende 24/7.
kørende 24/7.
08:21
So when Google was about
to introduce Gmail and YouTube,
to introduce Gmail and YouTube,
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Så da Google var ved
at introducere Gmail og YouTube,
at introducere Gmail og YouTube,
08:25
they knew that their data storage
system wasn't adequate.
system wasn't adequate.
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vidste de, at deres dataopbevarings system
ikke var tilstrækkelig.
ikke var tilstrækkelig.
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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Lederen af ingeniør gruppen
og infrastruktur gruppen på det tidspunkt,
og infrastruktur gruppen på det tidspunkt,
08:32
was a man named Bill Coughran.
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var en man ved navn Bill Coughran.
08:35
Bill and his leadership team,
who he referred to as his brain trust,
who he referred to as his brain trust,
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3760
Bill og hans ledelseshold, som han
refererede til som hans hjernetrust,
refererede til som hans hjernetrust,
08:39
had to figure out what to do
about this situation.
about this situation.
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var nød til at finde ud af,
hvordan situationen skulle håndteres.
hvordan situationen skulle håndteres.
08:43
They thought about it for a while.
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De tænkte over det.
08:44
Instead of creating a group
to tackle this task,
to tackle this task,
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I stedet for at skabe en gruppe
til at takle denne opgave,
til at takle denne opgave,
08:48
they decided to allow groups
to emerge spontaneously
to emerge spontaneously
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besluttede de at lade
grupper opstå spontant
grupper opstå spontant
08:52
around different alternatives.
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om forskellige alternativer.
08:54
Two groups coalesced.
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To grupper smeltede sammen.
08:57
One became known as Big Table,
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En blev kendt som "Big Table",
09:00
the other became known
as Build It From Scratch.
as Build It From Scratch.
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den anden blev kendt
som "Build it From Scratch".
som "Build it From Scratch".
09:03
Big Table proposed that they
build on the current system.
build on the current system.
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Big Table foreslog, at de byggede
videre på det nuværende system.
videre på det nuværende system.
09:06
Build It From Scratch proposed
that it was time for a whole new system.
that it was time for a whole new system.
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Build it From Scratch foreslog,
at det var på tide med et helt nyt system.
at det var på tide med et helt nyt system.
09:10
Separately, these two teams
were allowed to work full-time
were allowed to work full-time
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Separat var disse to hold
tilladt at arbejde fuldtid
tilladt at arbejde fuldtid
09:14
on their particular approach.
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på deres specifikke vinkel.
09:16
In engineering reviews,
Bill described his role as,
Bill described his role as,
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I ingeniør tidsskrifter
beskrev Bill sin rolle
beskrev Bill sin rolle
09:19
"Injecting honesty into
the process by driving debate."
the process by driving debate."
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4960
som "At indsprøjte ærlighed i
processen ved at fremme debat."
processen ved at fremme debat."
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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Tidligt i forløbet var holdene opfordret
til at bygge prototyper, så de kunne,
til at bygge prototyper, så de kunne,
09:28
"bump them up against reality
and discover for themselves
and discover for themselves
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3441
"holde dem op imod virkeligheden
og selv opdage
og selv opdage
09:32
the strengths and weaknesses
of their particular approach."
of their particular approach."
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560320
2800
styrkerne og svaghederne
i deres respektive vinkel."
i deres respektive vinkel."
09:35
When Build It From Scratch shared
their prototype with the group
their prototype with the group
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3020
Da Build it From Scratch delte
deres prototype med gruppen,
deres prototype med gruppen,
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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566140
2920
hvis personsøger ville ringe
i midten af natten,
i midten af natten,
09:41
if something went wrong
with the website,
with the website,
182
569060
2210
hvis noget gik galt
med hjemmesiden,
med hjemmesiden,
09:43
they heard loud and clear about the
limitations of their particular design.
limitations of their particular design.
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4850
hørte de højt og klart om
begrænsningerne af deres design.
begrænsningerne af deres design.
09:48
As the need for a solution
became more urgent
became more urgent
184
576120
2919
Som behovet for en løsning
blev mere påtrængende,
blev mere påtrængende,
09:51
and as the data, or the
evidence, began to come in,
evidence, began to come in,
185
579039
3281
og som dataene, eller
beviset begyndte at komme ind,
beviset begyndte at komme ind,
09:54
it became pretty clear
that the Big Table solution
that the Big Table solution
186
582320
3280
blev det rimelig klart,
at Big Table løsningen
at Big Table løsningen
09:57
was the right one for the moment.
187
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2510
var den rette for øjeblikket.
10:00
So they selected that one.
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2090
Så de valgte den.
10:02
But to make sure that
they did not lose the learning
they did not lose the learning
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590200
2760
Men for at være sikker på,
at de ikke mistede erfaringen
at de ikke mistede erfaringen
10:04
of the Build it From Scratch team,
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592960
1880
fra Build it From Scratch holdet,
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
191
594840
3410
bad Bill to medlemmer af det hold
om at tilslutte sig et nyt hold,
om at tilslutte sig et nyt hold,
10:10
to work on the next-generation system.
192
598250
2990
som opstod for at arbejde på det
næste generations system.
næste generations system.
10:13
This whole process took nearly two years,
193
601240
3760
Hele denne proces tog næsten to år,
10:17
but I was told that they were
all working at breakneck speed.
all working at breakneck speed.
194
605000
4399
men jeg blev fortalt, at de alle
arbejde i halsbrækkende hastighed.
arbejde i halsbrækkende hastighed.
10:21
Early in that process, one of the
engineers had gone to Bill and said,
engineers had gone to Bill and said,
195
609399
3321
Tidligt i processen, havde en af
ingeniørerne henvendt sig til Bill og sagt,
ingeniørerne henvendt sig til Bill og sagt,
10:24
"We're all too busy
for this inefficient system
for this inefficient system
196
612720
3039
"Vi har alle for travlt
til dette ineffektive system
til dette ineffektive system
10:27
of running parallel experiments."
197
615759
2481
med at køre parallelle eksperimenter."
10:30
But as the process unfolded,
he began to understand
he began to understand
198
618240
3080
Men som processen udfoldede sig,
begyndte han at forstå
begyndte han at forstå
10:33
the wisdom of allowing talented
people to play out their passions.
people to play out their passions.
199
621320
3920
klogskaben i at tillade talentfulde
folk at udfolde deres passioner.
folk at udfolde deres passioner.
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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625240
3799
Han indrømmede, "Hvis du havde tvunget os
til alle at være på et hold,
til alle at være på et hold,
10:41
we might have focused on proving
who was right, and winning,
who was right, and winning,
201
629039
3441
havde vi måske været nødsaget til at
bevise hvem, som har ret og vinder,
bevise hvem, som har ret og vinder,
10:44
and not on learning and discovering
what was the best answer for Google."
what was the best answer for Google."
202
632480
5520
og ikke på at lære og opdage,
hvad der var det bedste svar for Google."
hvad der var det bedste svar for Google."
10:50
Why is it that Pixar and Google
are able to innovate time and again?
are able to innovate time and again?
203
638000
3559
Hvorfor er det at Pixar og Google
er i stand til at innovere igen og igen?
er i stand til at innovere igen og igen?
10:53
It's because they've mastered
the capabilities required for that.
the capabilities required for that.
204
641559
3670
Det er fordi, at de har mestret
kapaciteten, der er nødvendig for det.
kapaciteten, der er nødvendig for det.
10:57
They know how to do
collaborative problem solving,
collaborative problem solving,
205
645229
2390
De ved, hvordan man
laver kooperativ problemløsning,
laver kooperativ problemløsning,
10:59
they know how to do
discovery-driven learning
discovery-driven learning
206
647619
2140
de ved, hvordan man laver
opdagelse dreven læring,
opdagelse dreven læring,
11:01
and they know how to do
integrated decision making.
integrated decision making.
207
649759
2701
og de ved, hvordan man
foretager en integreret beslutningsproces.
foretager en integreret beslutningsproces.
11:04
Some of you may be sitting there
and saying to yourselves right now,
and saying to yourselves right now,
208
652460
3219
Nogle af jer sidder måske der
og tænker for jer selv lige nu,
og tænker for jer selv lige nu,
11:07
"We don't know how to do
those things in my organization.
those things in my organization.
209
655679
2840
"Vi ved ikke, hvordan man gør
de ting i min organisation.
de ting i min organisation.
11:10
So why do they know how to
do those things at Pixar,
do those things at Pixar,
210
658519
2601
Så hvorfor ved de, hvordan man
gør de ting hos Pixar,
gør de ting hos Pixar,
11:13
and why do they know how to
do those things at Google?"
do those things at Google?"
211
661120
3439
og hvorfor ved de, hvordan man
gør det hos Google?"
gør det hos Google?"
11:16
When many of the people
that worked for Bill told us,
that worked for Bill told us,
212
664559
2521
Når mange af de folk,
som arbejdede for Bill fortalte os,
som arbejdede for Bill fortalte os,
11:19
in their opinion, that Bill was one
of the finest leaders in Silicon Valley,
of the finest leaders in Silicon Valley,
213
667080
6400
at i deres mening, var Bill en af
de bedste ledere i Silicon Valley,
de bedste ledere i Silicon Valley,
11:25
we completely agreed;
the man is a genius.
the man is a genius.
214
673480
4169
var vi fuldstændig enige;
manden er et geni.
manden er et geni.
11:29
Leadership is the secret sauce.
215
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2910
Ledelse er den hemmelige opskrift.
11:32
But it's a different kind of leadership,
216
680559
2401
Men det er en anderledes form for ledelse,
11:34
not the kind many of us think about
when we think about great leadership.
when we think about great leadership.
217
682960
5330
ikke den form som mange af os tænker på,
når vi tænker på god ledelse.
når vi tænker på god ledelse.
11:40
One of the leaders I met with
early on said to me,
early on said to me,
218
688290
2670
En af de ledere jeg mødtes med
i begyndelsen sagde til mig,
i begyndelsen sagde til mig,
11:42
"Linda, I don't read books on leadership.
219
690960
3160
"Linda, jeg læser ikke bøger om ledelse.
11:46
All they do is make me feel bad."
(Laughter)
(Laughter)
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694120
2919
Alt de formår, er at gøre mig deprimeret."
(Latter)
(Latter)
11:49
"In the first chapter they say
I'm supposed to create a vision.
I'm supposed to create a vision.
221
697039
2961
"I det første kapitel siger de,
at jeg skal skabe en vision.
at jeg skal skabe en vision.
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.
222
700000
4240
Men hvis jeg prøver at gøre noget,
som virkelig er nyt, har jeg ingen svar.
som virkelig er nyt, har jeg ingen svar.
11:56
I don't know what
direction we're going in
direction we're going in
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Jeg ved ikke, hvilken
retning vi går i mod,
retning vi går i mod,
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."
224
706240
3659
og jeg ikke engang sikker på,
at jeg ved, hvordan vi kommer derhen."
at jeg ved, hvordan vi kommer derhen."
12:01
For sure, there are times
when visionary leadership
when visionary leadership
225
709899
2541
Der er helt sikkert tider,
hvor visionær ledelse
hvor visionær ledelse
12:04
is exactly what is needed.
226
712440
2040
er præcist, hvad som er nødvendigt.
12:06
But if we want to build organizations
that can innovate time and again,
that can innovate time and again,
227
714480
3399
Men hvis vi vil bygge organisationer,
som kan innovere igen og igen,
som kan innovere igen og igen,
12:09
we must recast our understanding
of what leadership is about.
of what leadership is about.
228
717879
4121
må vi omstøbe vores forståelse
af hvad ledelse handler om.
af hvad ledelse handler om.
12:14
Leading innovation is about
creating the space
creating the space
229
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3720
At lede innovation handler om
at skabe rummet,
at skabe rummet,
12:17
where people are willing
and able to do the hard work
and able to do the hard work
230
725720
3199
hvor folk er villige og i stand
til at tage det hårde arbejde
til at tage det hårde arbejde
12:20
of innovative problem solving.
231
728919
2480
med innovativ problemløsning.
12:23
At this point, some of you
may be wondering,
may be wondering,
232
731399
3841
På dette tidspunkt er der sikkert
nogle af jer, som undrer jer over,
nogle af jer, som undrer jer over,
12:27
"What does that leadership
really look like?"
really look like?"
233
735240
2319
"Hvordan ser ledelse
virkelig ud?"
virkelig ud?"
12:29
At Pixar, they understand
that innovation takes a village.
that innovation takes a village.
234
737559
4921
Hos Pixar forstår de,
at innovation tager en landsby.
at innovation tager en landsby.
12:34
The leaders focus on building
a sense of community
a sense of community
235
742480
3439
Lederne fokuserer på at bygge
en form for fællesskab
en form for fællesskab
12:37
and building those three capabilities.
236
745919
2281
og at bygge de tre kapaciteter.
12:40
How do they define leadership?
237
748200
2280
Hvordan definerer de ledelse?
12:42
They say leadership
is about creating a world
is about creating a world
238
750480
2279
De siger, at ledelse
er om at skabe en verden,
er om at skabe en verden,
12:44
to which people want to belong.
239
752759
1961
som folk vil være en del af.
12:46
What kind of world do people
want to belong in at Pixar?
want to belong in at Pixar?
240
754720
2640
Hvilken form for verden
vil folk tilhøre hos Pixar?
vil folk tilhøre hos Pixar?
12:49
A world where you're
living at the frontier.
living at the frontier.
241
757360
2080
En verden hvor du
lever på grænsen.
lever på grænsen.
12:51
What do they focus their time on?
242
759440
2319
Hvad fokuserer de deres tid på?
12:53
Not on creating a vision.
243
761759
1471
Ikke at skabe en vision.
12:55
Instead they spend
their time thinking about,
their time thinking about,
244
763230
2130
I stedet bruger de
deres tid på at tænke på,
deres tid på at tænke på,
12:57
"How do we design a studio that has
the sensibility of a public square
the sensibility of a public square
245
765360
4840
"Hvordan skaber vi et studie, som har
følsomheden af et offentlig torv,
følsomheden af et offentlig torv,
13:02
so that people will interact?
246
770200
2160
så folk vil interagere.
13:04
Let's put in a policy that anyone,
no matter what their level or role,
no matter what their level or role,
247
772360
3670
Lad os implementere en politik, hvor alle
uanset deres niveau eller rolle er
uanset deres niveau eller rolle er
13:08
is allowed to give notes to the director
248
776030
1930
tilladt at give noter til instruktøren,
13:09
about how they feel
about a particular film.
about a particular film.
249
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2559
om hvordan de føler
om en bestemt film.
om en bestemt film.
13:12
What can we do to make sure
250
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2000
Hvad kan vi gøre for at være sikker på,
13:14
that all the disruptors, all the
minority voices in this organization,
minority voices in this organization,
251
782519
3880
at alle de forstyrrende folk, alle
stemmerne af minoriteten i organisationen,
stemmerne af minoriteten i organisationen,
13:18
speak up and are heard?
252
786399
2000
taler op og er hørt.
13:20
And, finally, let's bestow credit
in a very generous way."
in a very generous way."
253
788399
3621
Og til slut, lad os uddele anerkendelse
på en meget generøs måde."
på en meget generøs måde."
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,
254
792020
3300
Jeg ved ikke, om I nogensinde har set
rulletekster på en Pixar film,
rulletekster på en Pixar film,
13:27
but the babies born during
a production are listed there.
a production are listed there.
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men babyer, som er født
under en produktion er listet der.
under en produktion er listet der.
13:30
(Laughter)
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(Latter)
13:31
How did Bill think about
what his role was?
what his role was?
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Hvordan tænkte Bill over,
hvad hans rolle var?
hvad hans rolle var?
13:34
Bill said, "I lead
a volunteer organization.
a volunteer organization.
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Bill sagde, "Jeg leder
en frivillig organisation..
en frivillig organisation..
13:38
Talented people don't want
to follow me anywhere.
to follow me anywhere.
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Talentfulde folk vil ikke
følge mig hvor som helst hen.
følge mig hvor som helst hen.
13:42
They want to cocreate
with me the future.
with me the future.
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De vil sammen med
mig skabe fremtiden.
mig skabe fremtiden.
13:45
My job is to nurture the bottom-up
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Mit job er at opfostre fra bunden op
13:48
and not let it degenerate into chaos."
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og ikke lade det degenerere til kaos."
13:51
How did he see his role?
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Hvordan så han sin rolle?
13:52
"I'm a role model,
I'm a human glue,
I'm a human glue,
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"Jeg er en rollemodel,
jeg er menneskelig lim,
jeg er menneskelig lim,
13:55
I'm a connector,
I'm an aggregator of viewpoints.
I'm an aggregator of viewpoints.
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Jeg er en forbinder,
jeg er en samler af synspunkter.
jeg er en samler af synspunkter.
13:58
I'm never a dictator of viewpoints."
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Jeg er aldrig en diktator af synspunkter."
14:00
Advice about how you exercise the role?
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Råd om hvordan du udfører rollen?
14:02
Hire people who argue with you.
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Hyr folk som diskuterer med dig.
14:05
And, guess what?
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Og gæt engang?
14:06
Sometimes it's best to be
deliberately fuzzy and vague.
deliberately fuzzy and vague.
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Nogle gange er det bedst
at være bevidst uklar og vag.
at være bevidst uklar og vag.
14:11
Some of you may
be wondering now,
be wondering now,
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Nogle af jer undrer
jer måske nu om,
jer måske nu om,
14:12
what are these people thinking?
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hvad tænker disse folk på?
14:14
They're thinking,
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De tænker,
14:15
"I'm not the visionary,
I'm the social architect.
I'm the social architect.
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"Jeg er ikke en visionær,
jeg er den sociale arkitekt.
jeg er den sociale arkitekt.
14:18
I'm creating the space where
people are willing and able
people are willing and able
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Jeg skaber rummet, hvor
folk er i stand og villige til,
folk er i stand og villige til,
14:22
to share and combine
their talents and passions."
their talents and passions."
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at dele og kombinere
deres talenter og passioner."
deres talenter og passioner."
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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Hvis nogle af jer nu er bekymrede over,
at I ikke arbejder hos Pixar,
at I ikke arbejder hos Pixar,
14:28
or you don't work at a Google,
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eller I ikke arbejder hos Google,
14:30
I want to tell you there's still hope.
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vil jeg sige til jer, at der er stadig håb.
14:33
We've studied many organizations
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Vi har studeret mange organisationer,
14:35
that were really not
organizations you'd think of
organizations you'd think of
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som ikke rigtig er
organisationer man tænker på,
organisationer man tænker på,
14:37
as ones where a lot of innovation happens.
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som nogle hvor der er meget innovation.
14:40
We studied a general counsel
in a pharmaceutical company
in a pharmaceutical company
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Vi studerede en juridisk afdeling
i en farmaceutisk virksomhed,
i en farmaceutisk virksomhed,
14:43
who had to figure out how
to get the outside lawyers,
to get the outside lawyers,
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som var nød til at finde ud af,
hvordan de fik advokater
hvordan de fik advokater
14:46
19 competitors,
to collaborate and innovate.
to collaborate and innovate.
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fra 19 konkurrenter
til at samarbejde og innovere.
til at samarbejde og innovere.
14:48
We studied the head of marketing
at a German automaker
at a German automaker
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Vi studerede lederen af marketing
hos en tysk bilproducent,
hos en tysk bilproducent,
14:52
where, fundamentally, they believed
that it was the design engineers,
that it was the design engineers,
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hvor de fundamentalt troede,
at det var designingeniørerne,
at det var designingeniørerne,
14:55
not the marketeers,
who were allowed to be innovative.
who were allowed to be innovative.
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ikke markedsførerne,
som var tilladt at være innovative.
som var tilladt at være innovative.
14:59
We also studied Vineet Nayar
at HCL Technologies,
at HCL Technologies,
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Vi studerede Vineet Nayar
hos HCL Technologies,
hos HCL Technologies,
15:03
an Indian outsourcing company.
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en indisk outsourcing virksomhed.
15:05
When we met Vineet,
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Da vi mødte Vineet,
15:06
his company was about, in his
words, to become irrelevant.
words, to become irrelevant.
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var hans virksomhed, i hans ord,
ved at blive irrelevant.
ved at blive irrelevant.
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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Vi så ham forvandle den virksomhed
til en global dynamo af IT innovation.
til en global dynamo af IT innovation.
15:16
At HCL technologies,
like at many companies,
like at many companies,
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Hos HCL technologies, ligesom
hos mange virksomheder,
hos mange virksomheder,
15:19
the leaders had learned to see
their role as setting direction
their role as setting direction
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havde lederne lært at se deres rolle
som at sætte en retning
som at sætte en retning
15:23
and making sure that
no one deviated from it.
no one deviated from it.
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og være sikker på,
at ingen afveg fra den.
at ingen afveg fra den.
15:27
What he did is tell them
it was time for them
it was time for them
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Hvad han gjorde var at fortælle dem,
at det var tid for dem
at det var tid for dem
15:31
to think about rethinking
what they were supposed to do.
what they were supposed to do.
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til at genoverveje,
hvad de egentlig burde gøre.
hvad de egentlig burde gøre.
15:34
Because what was happening
is that everybody was looking up
is that everybody was looking up
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For hvad der skete var,
at alle så opad,
at alle så opad,
15:37
and you weren't seeing
the kind of bottom-up innovation
the kind of bottom-up innovation
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og man så ikke den
form for innovation nedefra,
form for innovation nedefra,
15:40
we saw at Pixar or Google.
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som vi så hos Pixar eller Google.
15:43
So they began to work on that.
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Så de begyndte at arbejde på det.
15:44
They stopped giving answers, they
stopped trying to provide solutions.
stopped trying to provide solutions.
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De stoppede med at give svar, de
stoppede med at prøve at give løsninger.
stoppede med at prøve at give løsninger.
15:48
Instead, what they did
is they began to see
is they began to see
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Hvad de gjorde i stedet for var,
at de begyndte at se på
at de begyndte at se på
15:51
the people at the bottom of the
pyramid, the young sparks,
pyramid, the young sparks,
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folkene i bunden af
pyramiden, de unge,
pyramiden, de unge,
15:55
the people who were
closest to the customers,
closest to the customers,
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folkene som var
tættest på kunderne,
tættest på kunderne,
15:58
as the source of innovation.
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som kilden til innovation.
16:00
They began to transfer
the organization's growth
the organization's growth
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De begyndte at overføre
organisationens vækst
organisationens vækst
16:03
to that level.
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til det niveau.
16:07
In Vineet's language, this was
about inverting the pyramid
about inverting the pyramid
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I Vineets sprog, var dette
om at vende pyramiden på hovedet,
om at vende pyramiden på hovedet,
16:10
so that you could unleash
the power of the many
the power of the many
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så du kunne slippe
kræften af de mange fri
kræften af de mange fri
16:13
by loosening the stranglehold of the few,
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ved at løsne kvælertaget på de få,
16:16
and increase the quality
and the speed of innovation
and the speed of innovation
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og øge kvaliteten
og hastigheden på innovation
og hastigheden på innovation
16:19
that was happening every day.
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som fandt sted hver dag.
16:23
For sure, Vineet and all the
other leaders that we studied
other leaders that we studied
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Vineet og alle de andre
ledere vi studerede
ledere vi studerede
16:27
were in fact visionaries.
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var faktisk visionære.
16:30
For sure, they understood
that that was not their role.
that that was not their role.
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De forstod, at dette
ikke var deres rolle.
ikke var deres rolle.
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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Så jeg tror ikke, at det er tilfældigt,
at mange af jer ikke genkendte Ed.
at mange af jer ikke genkendte Ed.
16:40
Because Ed, like Vineet, understands
that our role as leaders
that our role as leaders
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Fordi Ed, ligesom Vineet, forstår
at vores rolle som ledere
at vores rolle som ledere
16:44
is to set the stage, not perform on it.
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er at sætte scenen,
ikke at optræde på den.
ikke at optræde på den.
16:49
If we want to invent a better future,
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Hvis vi vil opfinde en bedre fremtid,
16:51
and I suspect that's why
many of us are here,
many of us are here,
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og jeg formoder, at det er derfor,
at mange af os er her,
at mange af os er her,
16:55
then we need to reimagine our task.
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så er vi nød til at
nyfortolke vores opgave.
nyfortolke vores opgave.
16:59
Our task is to create the space
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Vores opgave er at skabe det rum,
17:01
where everybody's slices of genius
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hvor alles genistreger
17:04
can be unleashed and harnessed,
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kan blive sluppet fri og udnyttet
17:08
and turned into works
of collective genius.
of collective genius.
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og blive formet til værker
af kollektiv genialitet.
af kollektiv genialitet.
17:11
Thank you.
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Tak.
17:13
(Applause)
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(Bifald)
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