TED@BCG San Francisco
Yves Morieux: As work gets more complex, 6 rules to simplify
Yves Morieux: Posao je sve složeniji, 6 pravila da ga pojednostavite
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Zašto se ljudi osjećaju tako jadno i otuđeni od posla? Kako današnje poslovanje postaje sve složenije- tako tradicionalni stupovi upravljanja postaju zastarjeli i suvišni, kaže Yves Morieux. To znači da na pojedinog radnika pada snalaženje u ogromnom broju međuovisnosti. U ovom energičnom govoru Morieux nudi šest pravila za "pametnu jednostavnost." (Prvo pravilo: Razumite što vaše kolege zapravo rade.)
Yves Morieux - Consultant
BCG's Yves Morieux researches how corporations can adapt to a modern and complex business landscape. Full bio
BCG's Yves Morieux researches how corporations can adapt to a modern and complex business landscape. Full bio
Double-click the English transcript below to play the video.
00:12
I have spent the last years
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Proveo sam zadnjih nekoliko godina
00:14
trying to resolve two enigmas:
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pokušavajući riješiti dvije zagonetke:
00:17
Why is productivity so disappointing
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Zašto je produktivnost tako razočaravajuća
00:21
in all the companies where I work?
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u svim poduzećima s kojima sam radio?
00:23
I have worked with more than 500 companies.
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Radio sam s više od 500 poduzeća.
00:27
Despite all the technological advances --
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Usprkos svim tehnološkim prednostima --
00:29
computers, I.T., communications, telecommunications,
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računalima, IT, komunikacijama,
telekomunikacijama,
telekomunikacijama,
00:33
the Internet.
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internetom.
00:35
Enigma number two:
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Zagonetka broj dva:
00:37
Why is there so little engagement at work?
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Zašto je tako malo angažmana na poslu?
00:40
Why do people feel so miserable,
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Zašto se ljudi osjećaju tako bijedno,
00:42
even actively disengaged?
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čak i namjerno neangažirani u poslu?
00:45
Disengaging their colleagues.
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Obeshrabrujući i svoje kolege.
00:47
Acting against the interest of their company.
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Radeći protiv interesa poduzeća.
00:52
Despite all the affiliation events,
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Usprkos organiziranim druženjima,
00:56
the celebration, the people initiatives,
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proslavama, društvenim inicijativama,
01:00
the leadership development programs to train
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programima za razvoj rukovoditelja kojim
01:02
managers on how to better motivate their teams.
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se menadžeri uče kako motivirati svoje
timove.
timove.
01:07
At the beginning, I thought there was
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Na početku sam mislio da je to
01:08
a chicken and egg issue:
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problem kokoši i jajeta:
01:10
Because people are less engaged,
they are less productive.
they are less productive.
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Zato što su manje angažirani,
ljudi su manje produktivni.
ljudi su manje produktivni.
01:13
Or vice versa, because they are less productive,
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Ili obrnuto, zato što su manje produktivni
01:15
we put more pressure and they are less engaged.
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mi stvaramo veći pritisak
pa su oni manje angažirani.
pa su oni manje angažirani.
01:17
But as we were doing our analysis
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Kako smo radili naše analize
01:19
we realized that there was a common root cause
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shvatili smo da postoji zajednički uzrok
01:21
to these two issues
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za ova dva problema
01:23
that relates, in fact, to the basic
pillars of management.
pillars of management.
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koji je, u stvari, povezan s osnovnim
stupovima upravljanja.
stupovima upravljanja.
01:27
The way we organize is based on two pillars.
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Način na koji organiziramo temelji se na
dva stupa.
dva stupa.
01:30
The hard -- structure, processes, systems.
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Čvrstom -- struktura, procesi, sustavi.
01:33
The soft --
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I mekom --
01:34
feelings, sentiments, interpersonal
relationships, traits, personality.
relationships, traits, personality.
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osjećaji, međusobni odnosi,
osobine, osobnosti.
osobine, osobnosti.
01:40
And whenever a company
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I kad god se poduzeće
01:41
reorganizes, restructures, reengineers,
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reorganizira, restrukturira, gradi,
01:45
goes through a cultural transformation program,
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ili prolazi kroz promjenu organizacijske
kulture
kulture
01:47
it chooses these two pillars.
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izabire jedan od ta dva stupa.
01:49
Now, we try to refine them,
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Pokušavamo ih poboljšati,
01:51
we try to combine them.
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pokušavamo ih spojiti.
01:53
The real issue is --
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Pravi problem je --
01:55
and this is the answer to the two enigmas --
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a to je i odgovor na te dvije zagonetke --
01:57
these pillars are obsolete.
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ta dva stupa su zastarjela.
02:00
Everything you read in business books is based
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Sve što čitate u poslovnim knjigama je
temeljeno
temeljeno
02:03
either on one or the other
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ili na jednom ili na drugom stupu
02:04
or their combination.
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ili njihovoj kombinaciji.
02:05
They are obsolete.
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Oni su zastarjeli.
02:07
How do they work
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Kako se ponašaju
02:09
when you try to use these approaches
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kad ih pokušate koristiti
02:11
in front of the new complexity of business?
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u novom, složenijem poslovanju?
02:14
The hard approach, basically
is that you start from strategy,
is that you start from strategy,
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Čvrsti pristup je, u osnovi,
onaj koji kreće iz strategije,
onaj koji kreće iz strategije,
02:17
requirements, structures, processes,
systems, KPIs, scorecards,
systems, KPIs, scorecards,
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zahtjeva, struktura, procesa, sustava,
KPU-a, rezultata,
KPU-a, rezultata,
02:20
committees, headquarters, hubs, clusters,
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odbora, sjedišta, čvorova, skupina,
02:23
you name it.
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sami nastavite niz.
02:24
I forgot all the metrics, incentives, committees,
middle offices and interfaces.
middle offices and interfaces.
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Zaboravio sam mjerenja, nagrade, odbore,
koordinatore i sučelja.
koordinatore i sučelja.
02:30
What happens basically on the left,
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Ono što se dešava na lijevoj strani
02:32
you have more complexity, the
new complexity of business.
new complexity of business.
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imamo veću složenost; novo,
složenije poslovanje.
složenije poslovanje.
02:35
We need quality, cost, reliability, speed.
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Trebamo kvalitetu, troškove, pouzdanost,
brzinu.
brzinu.
02:39
And every time there is a new requirement,
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I svaki put kad se postavlja novi zahtjev,
02:42
we use the same approach.
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mi koristimo isti pristup.
02:43
We create dedicated structure processed systems,
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Mi stvaramo namjenski strukturirane
procesne sustave,
procesne sustave,
02:46
basically to deal with the
new complexity of business.
new complexity of business.
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da bi se bavili novim, složenijim
poslovanjem.
poslovanjem.
02:49
The hard approach creates just complicatedness
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Čvrsti pristup stvara dodatne komplikacije
02:53
in the organization.
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u organizaciji.
02:55
Let's take an example.
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Pogledajmo jedan primjer.
02:56
An automotive company, the engineering division
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Inženjerski odjel automobilskog poduzeća
02:59
is a five-dimensional matrix.
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je peto-dimenzijska matrica.
03:01
If you open any cell of the matrix,
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Ako otvorite bilo koju stanicu u matrici
03:03
you find another 20-dimensional matrix.
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naći ćete dodatnu matricu s 20 dimenzija.
03:06
You have Mr. Noise, Mr. Petrol Consumption,
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Tu su g. Buka, g. Potrošnja Goriva,
03:09
Mr. Anti-Collision Properties.
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g. Protu-sudarna svojstva.
03:11
For any new requirement,
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Za svaki novi zahtjev,
03:13
you have a dedicated function
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imate funkciju namijenjenu
03:15
in charge of aligning engineers against
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pripremanju inženjera protiv
03:18
the new requirement.
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novih zahtjeva.
03:19
What happens when the new
requirement emerges?
requirement emerges?
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Što se dešava kad se pojavi novi zahtjev?
03:22
Some years ago, a new requirement
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Prije nekoliko godina, novi se zahtjev
03:24
appeared on the marketplace:
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pojavio na tržištu:
03:26
the length of the warranty period.
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produljeni garantni rok.
03:28
So therefore the new requirement is repairability,
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Pa je novi zahtjev postao popravak,
stvarati
stvarati
03:31
making cars easy to repair.
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automobile koje je lako popraviti.
03:32
Otherwise when you bring the car
to the garage to fix the light,
to the garage to fix the light,
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Inače kad dovezete automobil u servis
radi popravka svjetla
radi popravka svjetla
03:36
if you have to remove the engine
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i trebate pomaknuti čitav motor
03:38
to access the lights,
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da pristupite svjetlu
03:40
the car will have to stay one week in the garage
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automobil će ostati u servisu čitav tjedan
03:42
instead of two hours, and the
warranty budget will explode.
warranty budget will explode.
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umjesto dva sata pa će servisni
proračun biti prekoračen.
proračun biti prekoračen.
03:45
So, what was the solution using the hard approach?
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I, koje je rješenje korištenjem
čvrstog pristupa?
čvrstog pristupa?
03:48
If repairability is the new requirement,
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Ako je lakoća servisiranja novi zahtjev,
03:51
the solution is to create a new function,
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rješenje je da se stvori nova funkcija,
03:53
Mr. Repairability.
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g. Popravak.
03:55
And Mr. Repairability creates
the repairability process.
the repairability process.
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pa g. Popravak kreira proces popravka
03:59
With a repairability scorecard,
with a repairability metric
with a repairability metric
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s bodovima za popravke,
raznim mjerenjima popravaka
raznim mjerenjima popravaka
04:03
and eventually repairability incentive.
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i, vjerojatno, nagradama za popravke.
04:06
That came on top of 25 other KPIs.
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A to je još jedan uz ostalih 25 KPU-a.
04:10
What percentage of these people is variable compensation?
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Koji postotak plaće tih ljudi
je varijabilan?
je varijabilan?
04:13
Twenty percent at most, divided by 26 KPIs,
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Najviše 20%, podijeljeno s 26 KPU-a
04:17
repairability makes a difference of 0.8 percent.
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popravak čini razliku od 0,8%.
04:21
What difference did it make in their actions,
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Koju razliku to čini u njihovim
aktivnostima,
aktivnostima,
04:23
their choices to simplify? Zero.
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njihovim izborima za jednostavnija
rješenja? Nula!
rješenja? Nula!
04:26
But what occurs for zero impact?
Mr. Repairability, process,
Mr. Repairability, process,
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I što dobijemo za nula utjecaja?
G. Popravak, proces,
G. Popravak, proces,
04:30
scorecard, evaluation, coordination
with the 25 other coordinators
with the 25 other coordinators
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bodovanje, procjenu, koordinaciju
s drugih 25 koordinatora
s drugih 25 koordinatora
04:34
to have zero impact.
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da biste imali nula utjecaja.
04:36
Now, in front of the new complexity of business,
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Suočeni s novim, složenijim poslovanjem
04:39
the only solution is not drawing boxes
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jedino rješenje je ne crtati kućice
04:42
with reporting lines.
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s linijama izvještavanja.
04:44
It is basically the interplay.
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To je, zapravo, međusobno djelovanje.
04:47
How the parts work together.
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Kako dijelovi rade zajedno.
04:50
The connections, the interactions, the synapses.
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Veze, interakcije, sinapse.
04:54
It is not the skeleton of boxes,
it is the nervous system
it is the nervous system
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To nije kostur od kućica,
to je živčani sustav
to je živčani sustav
04:59
of adaptiveness and intelligence.
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prilagodbe i inteligencije.
05:02
You know, you could call it cooperation, basically.
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Znate, u osnovi, to možete zvati suradnja.
05:05
Whenever people cooperate,
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Kad god ljudi surađuju,
05:07
they use less resources. In everything.
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koriste manje resursa. U svemu.
05:11
You know, the repairability issue
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Znate, problem popravaka
05:14
is a cooperation problem.
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je problem suradnje.
05:17
When you design cars, please take into account
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Kad dizajnirate automobil, molim vas,
imajte u vidu
imajte u vidu
05:20
the needs of those who will repair the cars
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potrebe onih koji će automobil popravljati
05:23
in the after sales garages.
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u servisima nakon prodaje.
05:26
When we don't cooperate we need more time,
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Kad ne surađujemo, trebamo više vremena,
05:28
more equipment, more systems, more teams.
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više opreme, više sustava, više timova.
05:32
We need -- When procurement, supply
chain, manufacturing don't cooperate
chain, manufacturing don't cooperate
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Trebamo - kad nabava, lanac dobavljača,
ne surađuju
ne surađuju
05:37
we need more stock, more inventories,
more working capital.
more working capital.
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trebamo više robe, veće zalihe,
više obrtnog kapitala.
više obrtnog kapitala.
05:40
Who will pay for that?
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Tko će sve to platiti?
05:42
Shareholders? Customers?
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Dioničari? Kupci?
05:44
No, they will refuse.
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Ne, oni će to odbiti.
05:45
So who is left?
The employees,
The employees,
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A tko nam preostaje?
Radnici, koji
Radnici, koji
05:48
who have to compensate through their super
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štetu za odsustvo suradnje nadoknađuju
05:51
individual efforts for the lack of cooperation.
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svojim potpuno pojedinačnim naporima.
05:54
Stress, burnout, they are
overwhelmed, accidents.
overwhelmed, accidents.
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Stres, izgaranje, preopterećenost,
nesreće.
nesreće.
05:58
No wonder they disengage.
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Nije čudo da se otuđuju od posla.
06:00
How do the hard and the soft
try to foster cooperation?
try to foster cooperation?
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Kako čvrst i mekani pristup nastoje
promicati suradnju?
promicati suradnju?
06:04
The hard: In banks, when there is a problem
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Čvrsti: U bankama, kad nastane problem
06:09
between the back office and the front office,
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između administracije i prodaje,
06:12
they don't cooperate. What is the solution?
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kad ne surađuju. Što je rješenje?
06:14
They create a middle office.
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Oni stvore koordinatora.
06:17
What happens one year later?
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I što se događa godinu dana poslije?
06:19
Instead of one problem
between the back and the front,
between the back and the front,
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Umjesto jednog problema
između administracije i prodaje,
između administracije i prodaje,
06:21
now I have two problems.
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imamo dva problema.
06:23
Between the back and the middle
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Između administracije i
koordinatora,
koordinatora,
06:24
and between the middle and the front.
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te između koordinatora i
prodaje.
prodaje.
06:26
Plus I have to pay for the middle office.
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I dodatne troškove za koordinatora.
06:28
The hard approach is unable to foster cooperation.
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Čvrsti pristup ne može poticati suradnju.
06:32
It can only add new boxes,
new bones in the skeleton.
new bones in the skeleton.
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Može samo stvoriti nove kućice,
nove kosti u kosturu.
nove kosti u kosturu.
06:36
The soft approach:
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Meki pristup:
06:38
To make people cooperate, we need
to make them like each other.
to make them like each other.
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Da bi ljudi bili suradljivi, trebamo
učiniti da se sviđaju jedni drugima.
učiniti da se sviđaju jedni drugima.
06:42
Improve interpersonal feelings,
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Unaprijediti međusobne osjećaje,
06:43
the more people like each other,
the more they will cooperate.
the more they will cooperate.
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što se ljudi više jedni drugima sviđaju,
bolje će surađivati.
bolje će surađivati.
06:46
It is totally wrong.
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To je potpuno pogrešno.
06:48
It is even counterproductive.
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Čak je i kontraproduktivno.
06:50
Look, at home I have two TVs. Why?
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Kod kuće imam dva TV-a. Zašto?
06:53
Precisely not to have to cooperate with my wife.
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Upravo zato da izbjegnem suradnju sa
suprugom.
suprugom.
06:56
(Laughter)
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(Smijeh)
06:57
Not to have to impose tradeoffs to my wife.
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Da bih izbjegao kompromis sa suprugom.
07:00
And why I try not to impose tradeoffs to my wife
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A želim izbjeći kompromise sa suprugom
07:04
is precisely because I love my wife.
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baš zato što je volim.
07:07
If I didn't love my wife, one TV would be enough:
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Kad ne bih volio suprugu jedan TV bi
bio dovoljan:
bio dovoljan:
07:10
You will watch my favorite football game,
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Gledali bismo moju omiljenu nogometnu
utakmicu
utakmicu
07:13
if you are not happy, how is the book or the door?
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a ako nije sretna, ima knjigu ili može
otići.
otići.
07:15
(Laughter)
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(smijeh)
07:16
The more we like each other,
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Što se više sviđamo jedni drugima
07:18
the more we avoid the real cooperation
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više izbjegavamo stvarnu suradnju
07:21
that would strain our relationships
by imposing tough tradeoffs.
by imposing tough tradeoffs.
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koja bi deformirala naš odnos namećući
teške kompromise.
teške kompromise.
07:25
And we go for a second TV or we escalate
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Zato kupujemo drugi TV ili eskaliramo
07:28
the decision above for arbitration.
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donošenje odluke.
07:31
Definitely, these approaches are obsolete.
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Ovi su pristupi svakako zastarjeli.
07:36
To deal with complexity, to enhance the nervous system,
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Za borbu sa složenosti, za unapređenje
živčanog sustava,
živčanog sustava,
07:39
we have created what we call
the smart simplicity approach
the smart simplicity approach
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stvorili smo ono što zovemo
pametno jednostavan pristup
pametno jednostavan pristup
07:43
based on simple rules.
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temeljen na jednostavnim pravilima.
07:44
Simple rule number one:
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Jednostavno pravilo broj jedan:
07:46
Understand what others do.
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Razumijte što drugi rade.
07:49
What is their real work?
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Što je njihov stvarni posao?
07:51
We need to go beyond the boxes,
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Moramo izaći iz kućica,
07:55
the job descriptions, beyond the surface
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opisa poslova, zagrebati ispod površine
07:59
of the container, to understand the real content.
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spremnika, kako bismo razumjeli
pravi sadržaj.
pravi sadržaj.
08:03
Me, designer, if I put a wire here,
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Ja, dizajner, ako stavim žicu ovdje,
08:05
I know that it will mean that we will have to
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ja znam da će to značiti da ću morati
08:07
remove the engine to access the lights.
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micati motor da pristupim svjetlu.
08:10
Second, you need to reenforce integrators.
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Drugo pravilo: Trebate dodatno ojačati
povezivače.
povezivače.
08:13
Integrators are not middle
offices, they are managers,
offices, they are managers,
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Povezivači nisu koordinatori, to su
menadžeri,
menadžeri,
08:17
existing managers that you reinforce
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postojeći menadžeri koje ojačavate tako
08:18
so that they have power and interest
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da imaju snage i interesa da
08:21
to make others cooperate.
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druge učine spremnijima na suradnju.
08:23
How can you reinforce your
managers as integrators?
managers as integrators?
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Kako možete ojačati menadžere kao
povezivače?
povezivače?
08:27
By removing layers.
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Micanjem razina.
08:28
When there are too many layers
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Kada postoji previše razina
08:29
people are too far from the action,
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ljudi su predaleko od akcije,
08:31
therefore they need KPIs, metrics,
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pa trebaju KPU-u, mjerenja,
08:33
they need poor proxies for reality.
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trebaju lošu zamjenu za stvarnost.
08:37
They don't understand reality
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Oni ne razumiju stvarnost pa
08:39
and they add the complicatedness of metrics, KPIs.
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joj dodaju složenost mjerenja i KPU-a.
08:42
By removing rules -- the bigger we are,
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Micanjem pravila - što smo veći
08:45
the more we need integrators,
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potrebno nam je više povezivača,
08:46
therefore the less rules we must have,
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a manje pravila trebamo imati
08:49
to give discretionary power to managers.
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koja zahtijevaju diskrecijsko pravo
menadžera.
menadžera.
08:52
And we do the opposite --
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A mi radimo obrnuto --
08:54
the bigger we are, the more rules we create.
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što smo veći, stvaramo više pravila.
08:56
And we end up with the Encyclopedia
Britannica of rules.
Britannica of rules.
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I završimo s velikom enciklopedijom
pravila.
pravila.
08:59
You need to increase the quanitity of power
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Trebamo povećati količinu moći
09:01
so that you can empower everybody
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kako bi je svatko imao dovoljno
09:03
to use their judgment, their intelligence.
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i koristio svoj zdravi razum,
svoju inteligenciju.
svoju inteligenciju.
09:06
You must give more cards to people
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Morate dati više prilika ljudima
09:08
so that they have the critical mass of cards
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kako bi oni imali kritičnu masu prilika
09:11
to take the risk to cooperate,
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i preuzimali na sebe rizik suradnje,
09:13
to move out of insulation.
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i izašli iz izolacije.
09:15
Otherwise, they will withdraw. They will disengage.
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U suprotnom će se povući i otuđiti.
09:17
These rules, they come from game theory
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Ova pravila dolaze iz teorije igara
09:20
and organizational sociology.
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i organizacijske psihologije.
09:22
You can increase the shadow of the future.
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Potencijalna, buduća kazna može utjecati
na sadašnju suradnju.
na sadašnju suradnju.
09:25
Create feedback loops that expose people
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Osmislite povratne informacije koje
ljude izlažu
ljude izlažu
09:28
to the consequences of their actions.
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posljedicama njihovih akcija.
09:30
This is what the automotive company did
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To je učinilo i automobilsko poduzeće
09:32
when they saw that Mr. Repairability had no impact.
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kad su vidjeli da g. Popravak nema
utjecaja.
utjecaja.
09:35
They said to the design engineers:
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Rekli su inženjerima dizajna:
09:37
Now, in three years, when the new
car is launched on the market,
car is launched on the market,
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Za tri godine, kada novi automobil iziđe
na tržište
na tržište
09:41
you will move to the after sales
network, and become in charge
network, and become in charge
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vi ćete biti premješteni u mrežu naknadne
prodaje i odgovorni
prodaje i odgovorni
09:44
of the warranty budget,
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za proračun produžene garancije.
09:47
and if the warranty budget explodes,
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A ako on bude prekoračen i eksplodira
09:50
it will explode in your face. (Laughter)
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eksplodirat će vama u lice. (Smijeh)
09:53
Much more powerful than 0.8
percent variable compensation.
percent variable compensation.
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To je puno snažnija poruka nego onih 0,8%
varijabilnog dijela plaće.
varijabilnog dijela plaće.
09:59
You need also to increase reciprocity,
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Trebate povećati i međusobnu suradnju
10:02
by removing the buffers that make us self-sufficient.
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uklanjanjem svih zaštita koje nas čine
samo-dovoljnima.
samo-dovoljnima.
10:06
When you remove these buffers,
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Kad uklonite te zaštite,
10:09
you hold me by the nose, I hold you by the ear.
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vi me držite za nos, a ja vas za uho.
10:11
We will cooperate.
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Pa ćemo surađivati.
10:13
Remove the second TV.
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Maknite drugi televizor.
10:14
There are many second TVs at work
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Postoji mnogo drugih televizora na poslu
10:17
that don't create value,
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koji ne stvaraju vrijednost,
10:18
they just provide dysfunctional self-sufficiency.
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već stvaraju nefunkcionalnu
samo-dovoljnost.
samo-dovoljnost.
10:23
You need to reward those who cooperate
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Trebate nagraditi one koji surađuju
10:25
and blame those who don't cooperate.
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i okrivljavati one koji ne surađuju.
10:27
The CEO of The Lego Group,
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CEO Lego Grupe,
10:30
Jorgen Vig Knudstorp, has a great way to use it.
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Jorgen Vig Knudstorp, ima odličan
opis toga
opis toga
10:33
He says, blame is not for failure,
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On kaže, krivica nije za pogrešku
10:36
it is for failing to help or ask for help.
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već za to što niste tražili pomoć.
10:40
It changes everything.
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To mijenja sve.
10:42
Suddenly it becomes in my
interest to be transparent
interest to be transparent
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Iznenada postaje moj interes
da budem jasan i vidljiv
da budem jasan i vidljiv
10:45
on my real weaknesses, my real forecast,
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s pravim slabostima, svojim prognozama
10:47
because I know I will not be blamed if I fail,
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jer znam da neću biti kriv zbog greške
10:49
but if I fail to help or ask for help.
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nego jer sam propustio tražiti pomoć.
10:53
When you do this, it has a lot of implications
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Ovakav pristup ima puno posljedica
10:56
on organizational design.
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na dizajn organizacije.
10:59
You stop drawing boxes, dotted lines, full lines;
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Prestajete stvarati kućice, iscrtane ili
pune linije
pune linije
11:01
you look at their interplay.
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tražite uzajamno djelovanje.
11:03
It has a lot of implications on financial policies
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To ima puno implikacija na
financijsku politiku
financijsku politiku
11:06
that we use.
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koju koristimo.
11:07
On human resource management practices.
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Na praksu upravljanja ljudskim resursima.
11:09
When you do that, you can manage complexity,
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Kad to učinite možete upravljati
složenošću,
složenošću,
11:12
the new complexity of business,
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novom složenošću poslovanja
11:13
without getting complicated.
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bez komplikacija.
11:16
You create more value with lower cost.
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Kreirate veću vrijednost s manje troškova.
11:20
You simultaneously improve
performance and satisfaction at work
performance and satisfaction at work
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Istovremeno poboljšavate učinak i
zadovoljstvo na poslu
zadovoljstvo na poslu
11:25
because you have removed the common root cause
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jer ste uklonili zajednički uzrok
11:27
that hinders both.
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koji je sprečavao oboje.
11:29
Complicatedness: This is your
battle, business leaders.
battle, business leaders.
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Kompliciranost: to je vaša bitka
rukovoditelji.
rukovoditelji.
11:34
The real battle is not against competitors.
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Prava bitka nije protiv konkurencije.
11:37
This is rubbish, very abstract.
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To je glupo i vrlo apstraktno.
11:39
When do we meet competitors to fight them?
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Kada srećemo konkurente i borimo se
s njima?
s njima?
11:42
The real battle is against ourselves,
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Pravu bitku vodimo protiv nas samih,
11:45
against our bureaucracy, our complicatedness.
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protiv vlastite birokracije i
kompliciranosti.
kompliciranosti.
11:48
Only you can fight, can do it.
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Samo vi je možete pobijediti.
11:51
Thank you.
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Hvala vam.
11:53
(Applause)
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(Pljesak)
ABOUT THE SPEAKER
Yves Morieux - ConsultantBCG's Yves Morieux researches how corporations can adapt to a modern and complex business landscape.
Why you should listen
Yves Morieux thinks deeply about what makes organizations work effectively. A senior partner in BCG’s Washington D.C. office and director of the BCG Institute for Organization, Morieux considers how overarching changes in structure can improve motivation for all who work there. His calls his approach "Smart Simplicity." Using six key rules, it encourages employees to cooperate in order to solve long-term problems. It isn’t just about reducing costs and increasing profit -- it’s about maximizing engagement through all levels of a company. Morieux has been featured in articles on organizational evolution in Harvard Business Review, The Economist, The Wall Street Journal, Fast Company and Le Monde.
Yves Morieux | Speaker | TED.com