TEDGlobal 2012
Tim Leberecht: 3 ways to (usefully) lose control of your brand
Tim Leberecht: 3 načina kako (korisno) izgubiti kontrolu nad vašim brendom
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Prošli su ti dani (ako su ikada i postojali) kada je osoba, kompanija ili brend mogla čvrsto držati kontrolu nad svojom reputacijom -- online chat i spin ukazuju na to da ako ste važni, postoji stalno, slobodno pričanje o vama, nad čime nemate kontrolu. Tim Leberecht nudi tri velike ideje o prihvaćanju tog gubitka kontrole, pa čak i prilagođavanju i upotrebi istog, kao pokretača za ponovno prepuštanje vašim vrijednostima.
Tim Leberecht - Business romantic
A humanist in Silicon Valley, Tim Leberecht argues that in a time of artificial intelligence, big data and the quantification of everything, we are losing sight of the importance of the emotional and social aspects of our work. Full bio
A humanist in Silicon Valley, Tim Leberecht argues that in a time of artificial intelligence, big data and the quantification of everything, we are losing sight of the importance of the emotional and social aspects of our work. Full bio
Double-click the English transcript below to play the video.
00:16
Companies are losing control.
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Kompanije gube kontrolu.
00:19
What happens on Wall Street
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Što se dogodi na Wall Streetu,
00:21
no longer stays on Wall Street.
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ne ostaje više na Wall Streetu.
00:23
What happens in Vegas ends up on YouTube. (Laughter)
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Što se dogodi u Vegasu,
završi na YouTubeu.
završi na YouTubeu.
00:27
Reputations are volatile. Loyalties are fickle.
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Ugled je promjenjiv.
Odanost je nepouzdana.
Odanost je nepouzdana.
00:31
Management teams seem increasingly
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Menadžment timovi postaju sve više
00:34
disconnected from their staff. (Laughter)
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odvojeni od svog osoblja. (Smijeh)
00:37
A recent survey said that 27 percent of bosses believe
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Nedavno istraživanje pokazuje
kako 27 posto šefova vjeruje
kako 27 posto šefova vjeruje
00:40
their employees are inspired by their firm.
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da su njihovi zaposlenici
inspirirani njihovom tvrtkom.
inspirirani njihovom tvrtkom.
00:43
However, in the same survey, only four percent
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Međutim, u istom istraživanju,
samo 4 posto zaposlenih se složilo.
00:45
of employees agreed.
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00:48
Companies are losing control
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Kompanije gube kontrolu
00:50
of their customers and their employees.
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nad svojim klijentima i zaposlenicima.
00:53
But are they really?
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No, je li to zaista tako?
00:56
I'm a marketer, and as a marketer, I know
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Bavim se marketingom i znam
00:59
that I've never really been in control.
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da nikada nisam stvarno imao kontrolu.
01:02
Your brand is what other people say about you
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Vaš brend je ono što drugi govore o vama
01:05
when you're not in the room, the saying goes.
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kada niste s njima
u prostoriji, tako kažu.
u prostoriji, tako kažu.
01:08
Hyperconnectivity and transparency allow companies
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Pretjerana povezanost i transparentnost
omogućuju kompanijama
omogućuju kompanijama
01:12
to be in that room now, 24/7.
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da sada budu u toj prostoriji, 24/7.
01:15
They can listen and join the conversation.
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Mogu slušati i pridružiti se razgovoru.
01:17
In fact, they have more control over the loss of control
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Zapravo, imaju više kontrole
nad gubitkom kontrole
nad gubitkom kontrole
01:20
than ever before.
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nego ikada prije.
01:23
They can design for it. But how?
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Mogu joj se prilagoditi. Ali kako?
01:26
First of all, they can give employees and customers more control.
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Prije svega, mogu dati zaposlenima
i klijentima više kontrole.
i klijentima više kontrole.
01:29
They can collaborate with them on the creation of ideas,
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Mogu surađivati s njima u stvaranju ideja,
01:33
knowledge, content, designs and product.
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znanja, sadržaja, dizajna i proizvoda.
01:36
They can give them more control over pricing,
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Mogu im dati više kontrole
u formiranju cijena,
u formiranju cijena,
01:39
which is what the band Radiohead did
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što je učinio bend Radiohead
01:41
with its pay-as-you-like online release of its album
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opcijom dobrovoljnog plaćanja
za njihov online album "In Rainbows."
za njihov online album "In Rainbows."
01:44
"In Rainbows." Buyers could determine the price,
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Kupci su mogli odrediti cijenu,
01:47
but the offer was exclusive, and only stood for a limited period of time.
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ali je ponuda bila ograničena i samo je
vrijedila za određeni vremenski period.
vrijedila za određeni vremenski period.
01:51
The album sold more copies than previous releases of the band.
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Taj album se prodao u više primjeraka,
nego njihova prethodna izdanja.
nego njihova prethodna izdanja.
01:55
The Danish chocolate company Anthon Berg
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Danska kompanija čokolade Anthon Berg
01:59
opened a so-called "generous store" in Copenhagen.
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otvorila je, takozvanu,
"Velikodušnu trgovinu" u Copenhagenu.
"Velikodušnu trgovinu" u Copenhagenu.
02:02
It asked customers to purchase chocolate
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Kupce su tražili da kupe čokoladu,
02:04
with the promise of good deeds towards loved ones.
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uz obećanje da će činiti dobra djela
prema onima koje vole.
prema onima koje vole.
02:08
It turned transactions into interactions,
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Pretvorili su transakcije u interakcije,
02:11
and generosity into a currency.
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a velikodušnost u valutu.
02:13
Companies can even give control to hackers.
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Kompanije mogu dati kontrolu
čak i hakerima.
čak i hakerima.
02:16
When Microsoft Kinect came out,
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Kada je izašao Microsoft Kinect,
02:19
the motion-controlled add-on to its Xbox gaming console,
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što je dodatak Xbox konzoli
koji se kontrolira pokretom,
koji se kontrolira pokretom,
02:23
it immediately drew the attention of hackers.
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odmah je privukao pažnju hakera.
02:26
Microsoft first fought off the hacks, but then shifted course
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Microsoft se prvo branio od hakova,
ali je potom promijenio smjer,
ali je potom promijenio smjer,
02:30
when it realized that actively supporting the community
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kada su shvatili da aktivno
podržavanje te zajednice
podržavanje te zajednice
02:32
came with benefits.
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može biti od koristi.
02:34
The sense of co-ownership, the free publicity,
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Osjećaj zajedničkog vlasništva,
besplatna promocija,
besplatna promocija,
02:37
the added value, all helped drive sales.
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dodana vrijednost,
sve je to pomoglo prodaji.
sve je to pomoglo prodaji.
02:40
The ultimate empowerment of customers
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Najbolji način ohrabrivanja kupaca je
02:43
is to ask them not to buy.
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tražiti ih da ne kupuju.
02:46
Outdoor clothier Patagonia encouraged prospective buyers
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Patagonia, proizvođač odjeće i opreme,
ohrabrivao je moguće kupce
ohrabrivao je moguće kupce
02:50
to check out eBay for its used products
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da provjere na eBayu
njihove rabljene proizvode
njihove rabljene proizvode
02:53
and to resole their shoes before purchasing new ones.
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te da poprave svoje cipele,
prije nego što kupe nove.
prije nego što kupe nove.
02:56
In an even more radical stance against consumerism,
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Još radikalnijim stavom
protiv potrošačkog mentaliteta,
protiv potrošačkog mentaliteta,
03:00
the company placed a "Don't Buy This Jacket"
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kompanija je objavila oglas
"Ne kupujte ovu jaknu"
"Ne kupujte ovu jaknu"
03:02
advertisement during the peak of shopping season.
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na vrhuncu prodajne sezone.
03:05
It may have jeopardized short-term sales,
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Možda im je to kratkotrajno
ugrozilo prodaju,
ugrozilo prodaju,
03:08
but it builds lasting, long-term loyalty
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ali je izgradilo odanost na duge staze,
03:11
based on shared values.
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temeljenu na zajedničkim vrijednostima.
03:13
Research has shown that giving employees more control
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Istraživanja pokazuju da ako
zaposlenima damo više kontrole
zaposlenima damo više kontrole
03:16
over their work makes them happier and more productive.
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nad njihovim radom,
oni će biti sretniji i produktivniji.
oni će biti sretniji i produktivniji.
03:20
The Brazilian company Semco Group famously
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Brazilska kompanija Semco Group
poznata je po tome što
poznata je po tome što
03:23
lets employees set their own work schedules
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dozvoljava zaposlenima da
sami odrede svoj raspored rada
sami odrede svoj raspored rada
03:25
and even their salaries.
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pa čak i svoje plaće.
03:27
Hulu and Netflix, among other companies,
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Hulu i Netflix, između ostalih kompanija,
03:30
have open vacation policies.
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imaju otvorenu politiku
o godišnjim odmorima.
o godišnjim odmorima.
03:32
Companies can give people more control,
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Kompanije mogu dati ljudima više kontrole,
03:35
but they can also give them less control.
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no, mogu dati i manje.
03:39
Traditional business wisdom holds that trust
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Tradicionalna poslovna mudrost
drži da se povjerenje
drži da se povjerenje
03:42
is earned by predictable behavior,
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stiče predvidivim ponašanjem,
03:45
but when everything is consistent and standardized,
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ali kada je sve utvrđeno
i standardizirano,
i standardizirano,
03:47
how do you create meaningful experiences?
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kako stvarate smislena iskustva?
03:50
Giving people less control might be a wonderful way
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Omogućiti ljudima manje kontrole
može biti divan način
može biti divan način
03:54
to counter the abundance of choice
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da se suprotstavimo mnoštvu izbora
03:56
and make them happier.
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i učinimo ih sretnima.
03:58
Take the travel service Nextpedition.
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Uzmite kao primjer Nextpedition,
usluge za putovanja.
usluge za putovanja.
04:01
Nextpedition turns the trip into a game,
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Nextpedition pretvara putovanje u igru,
04:04
with surprising twists and turns along the way.
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praćenu iznenadnim
preokretima i promjenama.
preokretima i promjenama.
04:07
It does not tell the traveler where she's going
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Ne govore putniku gdje ide
04:09
until the very last minute, and information is provided
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sve do posljednjeg trenutka,
a pružaju informacije
a pružaju informacije
04:12
just in time. Similarly, Dutch airline KLM
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točno kada treba. Slično tome,
nizozemska avio kompanija KLM
nizozemska avio kompanija KLM
04:16
launched a surprise campaign, seemingly randomly
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pokrenula je kampanju iznenađenja,
naizgled nasumično,
naizgled nasumično,
04:19
handing out small gifts to travelers
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dajući male poklone putnicima
04:22
en route to their destination.
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na putu do njihovog odredišta.
04:24
U.K.-based Interflora monitored Twitter
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Interflora, sa središtem u Engleskoj,
pratila je na Twitteru
pratila je na Twitteru
04:27
for users who were having a bad day,
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korisnike koji su imali loš dan
04:30
and then sent them a free bouquet of flowers.
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i onda im poslala besplatan buket cvijeća.
04:34
Is there anything companies can do to make
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Mogu li kompanije što učiniti
kako bi njihovi zaposlenici osjećali
manji vremenski pritisak? Da.
manji vremenski pritisak? Da.
04:36
their employees feel less pressed for time? Yes.
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04:39
Force them to help others.
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Natjerajte ih da pomažu drugima.
04:42
A recent study suggests that having employees complete
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Nedavno istraživanje govori
da ako zaposlenici
da ako zaposlenici
izvrše tijekom dana
neki nesebičan zadatak,
neki nesebičan zadatak,
04:45
occasional altruistic tasks throughout the day
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04:48
increases their sense of overall productivity.
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njihov ukupni osjećaj
produktivnosti raste.
produktivnosti raste.
04:52
At Frog, the company I work for, we hold internal
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U Frogu, gdje radim, održavamo
susrete ubrzanog upoznavanja
koji povezuju stare i nove zaposlenike,
koji povezuju stare i nove zaposlenike,
04:56
speed meet sessions that connect old and new employees,
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05:00
helping them get to know each other fast.
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što im pomaže da se brže upoznaju.
05:03
By applying a strict process, we give them less control,
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Uspostavljanjem striktnog procesa
dajemo im manje kontrole,
dajemo im manje kontrole,
05:07
less choice, but we enable more and richer social interactions.
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manje izbora, ali im omogućavamo
više bogatijih društvenih odnosa.
više bogatijih društvenih odnosa.
05:11
Companies are the makers of their fortunes,
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Kompanije same stvaraju svoje bogatstvo
05:14
and like all of us, they are utterly exposed to serendipity.
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i kao svi mi, one su potpuno
prepuštene slučajnostima.
prepuštene slučajnostima.
05:18
That should make them more humble, more vulnerable
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To bi ih trebalo učiniti
skromnijima, ranjivijima
skromnijima, ranjivijima
05:22
and more human.
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i ljudskijima.
05:25
At the end of the day, as hyperconnectivity
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Na kraju, budući hiperpovezanost
05:28
and transparency expose companies' behavior
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i transparentnost iznose
ponašanje kompanija
ponašanje kompanija
05:30
in broad daylight, staying true to their true selves
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na svjetlo dana, ostati vjeran sebi
05:34
is the only sustainable value proposition.
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jedini je održiv prijedlog.
05:37
Or as the ballet dancer Alonzo King said,
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Ili kako je rekao baletan Alonzo King,
05:40
"What's interesting about you is you."
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"Ono što je zanimljivo o tebi si ti."
05:43
For the true selves of companies to come through,
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Da bi bit kompanije bila izražena,
05:46
openness is paramount,
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glavna je otvorenost,
05:49
but radical openness is not a solution,
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ali radikalna otvorenost nije rješenje,
05:52
because when everything is open, nothing is open.
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jer kada je sve otvoreno,
ništa nije otvoreno.
ništa nije otvoreno.
05:55
"A smile is a door that is half open and half closed,"
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"Osmijeh su vrata koja su
poluotvorena i poluzatvorena,"
poluotvorena i poluzatvorena,"
06:00
the author Jennifer Egan wrote.
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napisala je spisateljica Jennifer Egan.
06:02
Companies can give their employees and customers
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Kompanije mogu dati
svojim zaposlenima i klijentima
svojim zaposlenima i klijentima
06:05
more control or less. They can worry about how much
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više ili manje kontrole.
Oni mogu brinuti o tome
Oni mogu brinuti o tome
koliko otvorenosti je dobro za njih,
a što treba ostati zatvoreno.
a što treba ostati zatvoreno.
06:08
openness is good for them, and what needs to stay closed.
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06:12
Or they can simply smile, and remain open
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Ili se samo mogu nasmiješiti
i ostati otvoreni
i ostati otvoreni
06:16
to all possibilities.
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za sve mogućnosti.
06:18
Thank you. (Applause)
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Hvala. (Pljesak)
(Pljesak)
06:22
(Applause)
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ABOUT THE SPEAKER
Tim Leberecht - Business romanticA humanist in Silicon Valley, Tim Leberecht argues that in a time of artificial intelligence, big data and the quantification of everything, we are losing sight of the importance of the emotional and social aspects of our work.
Why you should listen
In his book The Business Romantic: Give Everything, Quantify Nothing, and Create Something Greater Than Yourself, Tim Leberecht invites us to rediscover romance, beauty and serendipity by designing products, experiences, and organizations that "make us fall back in love with our work and our life." The book inspired the creation of the Business Romantic Society, a global collective of artists, developers, designers and researchers who share the mission of bringing beauty to business. Now running strategy consulting firm Leberecht & Partners, he was previously the chief marketing officer at NBBJ, a global design and architecture firm, and at Frog Design. He also co-founded the "15 Toasts" dinner series that creates safe spaces for people to have conversations on difficult topics.
More profile about the speakerTim Leberecht | Speaker | TED.com