TEDxCambridge
Linda Hill: How to manage for collective creativity
Linda Hill: Kako upravljati kolektivnom kreativnošću
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Koja je tajna iza otkrivanja kreativnosti skrivene u vašem svakodnevnom radu i davanja prilike svakoj ideji? Harvardski profesor Linda Hill, ko-autorica "Kolektivnog genija", je proučavala neke od najkreativnijih svjetskih poduzeća da osmisli set alata i taktika za održavanje toka sjajnih ideja - od svih u organizaciji, ne samo unaprijed određenih "kreativaca".
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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Imam priznanje za izreći.
00:13
I'm a business professor
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Profesor sam poslovanja
00:15
whose ambition has been
to help people learn to lead.
to help people learn to lead.
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čija je ambicija pomoći ljudima
da nauče voditi.
da nauče voditi.
00:17
But recently, I've discovered
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No, nedavno sam otkrila
00:19
that what many of us
think of as great leadership
think of as great leadership
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da mnogi od nas misle da sjajno
rukovodstvo
rukovodstvo
00:22
does not work when it comes
to leading innovation.
to leading innovation.
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ne funkcionira kada je riječ
o vođenju inovativnosti.
o vođenju inovativnosti.
00:25
I'm an ethnographer.
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Ja sam etnografkinja.
00:26
I use the methods of anthropology
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Koristim metode antropologije
00:28
to understand the questions
in which I'm interested.
in which I'm interested.
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kako bih razumjela pitanja
koja me zanimaju.
koja me zanimaju.
00:31
So along with three co-conspirators,
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Zajedno s tri suučesnika
00:33
I spent nearly a decade observing
up close and personal
up close and personal
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provela sam gotovo desetljeće promatrajući
izbliza i osobno
izbliza i osobno
00:37
exceptional leaders of innovation.
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izvanredne voditelje inovativnosti.
00:39
We studied 16 men and women,
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Proučavali smo 16 muškaraca i žena,
00:41
located in seven countries
across the globe,
across the globe,
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u sedam zemalja diljem planeta,
00:44
working in 12 different industries.
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koji su radili u 12 različitih industrija.
00:46
In total, we spent hundreds
of hours on the ground,
of hours on the ground,
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Sveukupno, potrošili smo stotine sati
na terenu,
na terenu,
00:49
on-site, watching these leaders in action.
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gledajući vođe na djelu.
00:53
We ended up with pages and pages
and pages of field notes
and pages of field notes
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Imali smo stranice i
stranice zapisa s terena
stranice zapisa s terena
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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koje smo analizirali i tražili uzorke u
onome što su naši vođe radili.
onome što su naši vođe radili.
00:59
The bottom line?
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Rezultat toga?
01:01
If we want to build organizations
that can innovate time and again,
that can innovate time and again,
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Ako želimo izgraditi organizacije koje
mogu inovirati iznova i iznova,
mogu inovirati iznova i iznova,
01:05
we must unlearn our conventional
notions of leadership.
notions of leadership.
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moramo zaboraviti konvencionalne strukture
rukovodstva.
rukovodstva.
01:08
Leading innovation is not
about creating a vision,
about creating a vision,
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Voditi inovacije ne znači stvarati viziju,
01:11
and inspiring others to execute it.
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i inspirirati druge da ju izvrše.
01:14
But what do we mean by innovation?
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No, što ustvari smatramo inovacijom?
01:16
An innovation is anything
that is both new and useful.
that is both new and useful.
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Inovacija je bilo što i novo i korisno.
01:20
It can be a product or service.
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Može biti proizvod ili usluga.
01:21
It can be a process
or a way of organizing.
or a way of organizing.
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Može biti proces ili način organizacije.
01:24
It can be incremental,
or it can be breakthrough.
or it can be breakthrough.
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Može biti postupna ili probitačna.
01:27
We have a pretty inclusive definition.
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Imamo poprilično uključivu definiciju.
01:29
How many of you recognize this man?
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Koliko vas prepoznaje ovog čovjeka?
01:31
Put your hands up.
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Dignite ruke.
01:34
Keep your hands up,
if you know who this is.
if you know who this is.
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Ostavite ruke u zraku
ako znate tko je ovo.
ako znate tko je ovo.
01:42
How about these familiar faces?
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A ova poznata lica?
01:44
(Laughter)
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(Smijeh)
01:46
From your show of hands,
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Prema vašim rukama
01:47
it looks like many of you
have seen a Pixar movie,
have seen a Pixar movie,
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se čini kako vas je mnogo
gledalo Pixarov film,
gledalo Pixarov film,
01:50
but very few of you recognized Ed Catmull,
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no malo vas prepoznaje Eda Catmulla,
01:53
the founder and CEO of Pixar --
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osnivača i CEO Pixara --
01:55
one of the companies
I had the privilege of studying.
I had the privilege of studying.
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jednog od poduzeća koje sam
imala privilegiju proučavati.
imala privilegiju proučavati.
01:58
My first visit to Pixar was in 2005,
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Moj prvi posjet Pixaru je bio 2005.
02:01
when they were working on "Ratatouille,"
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kada su radili na "Ratatouille",
02:03
that provocative movie about
a rat becoming a master chef.
a rat becoming a master chef.
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provokativnom filmu o štakoru koju postaje
vrhunski kuhar.
vrhunski kuhar.
02:06
Computer-generated movies
are really mainstream today,
are really mainstream today,
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Računalno generirani filmovi su stvarno
popularni danas,
popularni danas,
02:10
but it took Ed and his
colleagues nearly 20 years
colleagues nearly 20 years
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no Edu i njegovim kolegama
je trebalo gotovo 20 godina
je trebalo gotovo 20 godina
02:13
to create the first
full-length C.G. movie.
full-length C.G. movie.
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da stvore prvi dugometražni
računalno animirani film.
računalno animirani film.
02:16
In the 20 years hence,
they've produced 14 movies.
they've produced 14 movies.
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U 20 godina otada,
producirali su 14 filmova.
producirali su 14 filmova.
02:20
I was recently at Pixar,
and I'm here to tell you
and I'm here to tell you
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Nedavno sam bila u Pixaru i moram vam reći
02:23
that number 15 is sure to be a winner.
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da će broj 15 biti sigurni pobjednik.
02:26
When many of us think
about innovation, though,
about innovation, though,
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Kada mnogi od nas razmišljaju o inovaciji,
02:28
we think about an Einstein
having an 'Aha!' moment.
having an 'Aha!' moment.
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mislimo o Einsteinu
kako ima "Aha!" trenutak.
kako ima "Aha!" trenutak.
02:31
But we all know that's a myth.
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No svi znamo da je to mit.
02:34
Innovation is not about solo genius,
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Inovacija se ne vrti oko solo genijalca,
02:37
it's about collective genius.
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radi se o kolektivnom geniju.
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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Razmislimo na trenutak što znači raditi
Pixarov film:
Pixarov film:
02:44
No solo genius, no flash of inspiration
produces one of those movies.
produces one of those movies.
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Niti pojedinačni genij, niti bljesak
inspiracije ne produciraju filmove.
inspiracije ne produciraju filmove.
02:49
On the contrary, it takes about
250 people four to five years,
250 people four to five years,
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Naprotiv, 250 ljudi treba 4-5 godina
02:54
to make one of those movies.
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da završe jedan film.
02:55
To help us understand the process,
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Da bismo bolje razumjeli proces,
02:58
an individual in the studio
drew a version of this picture.
drew a version of this picture.
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pojedinac je u studiju
nacrtao verziju ove slike.
nacrtao verziju ove slike.
03:01
He did so reluctantly,
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Napravio je to nevoljko,
03:03
because it suggested that the process
was a neat series of steps
was a neat series of steps
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jer je pokazivalo da je taj proces
uredan slijed koraka
uredan slijed koraka
03:07
done by discrete groups.
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napravljen od zasebnih grupa.
03:10
Even with all those arrows,
he thought it failed to really tell you
he thought it failed to really tell you
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Čak i sa svim strelicama, mislio je da
ne pokazuje dosljedno
ne pokazuje dosljedno
03:13
just how iterative, interrelated
and, frankly, messy their process was.
and, frankly, messy their process was.
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koliko je zapravo učestao, međusobno
povezan, i iskreno, neuredan taj proces.
povezan, i iskreno, neuredan taj proces.
03:18
Throughout the making of a movie
at Pixar, the story evolves.
at Pixar, the story evolves.
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Tijekom stvaranja filma u Pixaru,
priča se razvija.
priča se razvija.
03:24
So think about it.
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Razmislite o tome.
03:26
Some shots go through quickly.
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Neke se stvari rješavaju brzo.
03:29
They don't all go through in order.
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No, ne idu sve baš po redu.
03:31
It depends on how vexing
the challenges are
the challenges are
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Ovisi koliko je zbunjujuć izazov
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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s kojim se susreću
dok rade na jednoj sceni.
dok rade na jednoj sceni.
03:38
So if you think about that scene in "Up"
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Ako razmislite o toj sceni u "Nebesima"
03:40
where the boy hands the piece
of chocolate to the bird,
of chocolate to the bird,
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gdje dječak daje dio čokolade ptici,
03:44
that 10 seconds took one animator
almost six months to perfect.
almost six months to perfect.
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trebalo je jednom animatoru 6 mjeseci
da usavrši tih 10 sekundi.
da usavrši tih 10 sekundi.
03:50
The other thing about a Pixar movie
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Druga stvar kod Pixarovih filmova
03:52
is that no part of the movie
is considered finished
is considered finished
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je da se nijedan dio filma
ne smatra gotovim
ne smatra gotovim
03:54
until the entire movie wraps.
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dok nije gotov cijeli film.
03:56
Partway through one production,
an animator drew a character
an animator drew a character
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Usred jedne produkcije,
animator je nacrtao lik
animator je nacrtao lik
04:00
with an arched eyebrow that
suggested a mischievous side.
suggested a mischievous side.
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s uzdignutom obrvom koja implicira
nestašnu stranu.
nestašnu stranu.
04:04
When the director saw that
drawing, he thought it was great.
drawing, he thought it was great.
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Kada je redatelj vidio crtež,
mislio je da je odličan.
mislio je da je odličan.
04:07
It was beautiful, but he said,
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Bio je divan, no rekao je:
04:09
"You've got to lose it;
it doesn't fit the character."
it doesn't fit the character."
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"Moraš se toga riješiti,
ne pristaje osobnosti lika."
ne pristaje osobnosti lika."
04:12
Two weeks later, the director
came back and said,
came back and said,
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Dva tjedna kasnije,
redatelj se vratio i rekao:
redatelj se vratio i rekao:
04:14
"Let's put in those few seconds of film."
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"Stavimo ipak tih par sekundi filma."
04:16
Because that animator
was allowed to share
was allowed to share
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Iz razloga što je animator
smio podijeliti
smio podijeliti
04:19
what we referred to
as his slice of genius,
as his slice of genius,
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ono o čemu pričamo kao osobnom
dijelu genija,
dijelu genija,
04:22
he was able to help that director
reconceive the character
reconceive the character
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bio je u mogućnosti pomoći redatelju
da iznova smisli taj lik
da iznova smisli taj lik
04:26
in a subtle but important way
that really improved the story.
that really improved the story.
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na suptilan, no važan način koji
je stvarno poboljšao priču.
je stvarno poboljšao priču.
04:30
What we know is, at the heart
of innovation is a paradox.
of innovation is a paradox.
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Ono što znamo, je da je u srcu inovacije
zapravo paradoks.
zapravo paradoks.
04:35
You have to unleash the talents
and passions of many people
and passions of many people
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Morate osloboditi talente i
strasti mnogo ljudi
strasti mnogo ljudi
04:39
and you have to harness them
into a work that is actually useful.
into a work that is actually useful.
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i morate ih upregnuti u rad koji
im je zapravo koristan.
im je zapravo koristan.
04:43
Innovation is a journey.
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Inovacija je pustolovina.
04:46
It's a type of collaborative
problem solving,
problem solving,
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Ona je vrsta suradničkog
rješavanja problema,
rješavanja problema,
04:48
usually among people
who have different expertise
who have different expertise
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obično među ljudima koji imaju drugačiju
ekspertizu
ekspertizu
04:51
and different points of view.
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i drugačija stajališta.
04:53
Innovations rarely get created full-blown.
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Inovacije su rijetko stvorene odjednom.
04:56
As many of you know,
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Kao što mnogi znaju,
04:58
they're the result,
usually, of trial and error.
usually, of trial and error.
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one su obično rezultat
pokušaja i pogreške.
pokušaja i pogreške.
05:01
Lots of false starts,
missteps and mistakes.
missteps and mistakes.
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Mnogo pogrešnih početaka,
pogrešnih koraka i samih pogrešaka.
pogrešnih koraka i samih pogrešaka.
05:05
Innovative work can be
very exhilarating,
very exhilarating,
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Inovativan posao može
biti vrlo stimulirajuć
biti vrlo stimulirajuć
05:08
but it also can be
really downright scary.
really downright scary.
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no može isto tako biti
i zastrašujuć.
i zastrašujuć.
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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Kada pogledamo zašto Pixar može napraviti
to što i radi,
to što i radi,
05:19
we have to ask ourselves,
what's going on here?
what's going on here?
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moramo se zapitati što se tamo događa.
05:23
For sure, history
and certainly Hollywood,
and certainly Hollywood,
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Povijest i sam Hollywood
05:26
is full of star-studded teams
that have failed.
that have failed.
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su puni zvjezdanih timova
koji nisu uspjeli.
koji nisu uspjeli.
05:29
Most of those failures are attributed
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Većina tih neuspjeha su izazvani
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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prevelikim brojem zvijezda ili, ako
želite, previše babica - kilavo dijete.
želite, previše babica - kilavo dijete.
05:36
So why is it that Pixar,
with all of its cooks,
with all of its cooks,
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Zašto onda Pixar, sa svojih previše babica
05:40
is able to be so successful
time and time again?
time and time again?
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može uvijek iznova biti toliko uspješan?
05:45
When we studied
an Islamic Bank in Dubai,
an Islamic Bank in Dubai,
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Kada smo proučavali
Islamsku banku u Dubaiju,
Islamsku banku u Dubaiju,
05:48
or a luxury brand in Korea,
or a social enterprise in Africa,
or a social enterprise in Africa,
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ili luksuzni brend u Koreji,
ili društveno poduzeće u Africi,
ili društveno poduzeće u Africi,
05:53
we found that innovative organizations
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uvidjeli smo da su inovativne organizacije
05:55
are communities that
have three capabilities:
have three capabilities:
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zajednice koje imaju
tri sposobnosti:
tri sposobnosti:
05:57
creative abrasion, creative
agility and creative resolution.
agility and creative resolution.
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kreativnu abraziju, kreativnu agilnost i
kreativno odlučivanje.
kreativno odlučivanje.
06:02
Creative abrasion is about being able
to create a marketplace of ideas
to create a marketplace of ideas
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Kreativna abrazija je mogućnost
stvaranja tržišta ideja
stvaranja tržišta ideja
06:07
through debate and discourse.
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kroz debate i diskurse.
06:10
In innovative organizations,
they amplify differences,
they amplify differences,
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U inovativnim organizacijama naglašavaju
različitosti,
različitosti,
06:13
they don't minimize them.
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ne umanjuju ih.
06:14
Creative abrasion is not
about brainstorming,
about brainstorming,
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Kreativna abrazija nije struja misli,
06:17
where people suspend their judgment.
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gdje ljudi odbacuju svoj sud.
06:19
No, they know how to have very
heated but constructive arguments
heated but constructive arguments
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Ne, znaju kako imati užarene, no vrlo
konstruktivne argumentacije
konstruktivne argumentacije
06:23
to create a portfolio of alternatives.
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da stvore portfelj alternativa.
06:26
Individuals in innovative organizations
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Pojednici u inovativnim organizacijama
06:28
learn how to inquire, they learn how
to actively listen, but guess what?
to actively listen, but guess what?
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uče kako se raspitati,
uče kako aktivno slušati, no znate što?
uče kako aktivno slušati, no znate što?
06:33
They also learn how to
advocate for their point of view.
advocate for their point of view.
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Također uče kako
stati iza svog stajališta.
stati iza svog stajališta.
06:35
They understand that
innovation rarely happens
innovation rarely happens
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Razumiju da se inovacija rijetko događa
06:39
unless you have both
diversity and conflict.
diversity and conflict.
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ako nemate i različitosti i sukob.
06:43
Creative agility is about being able
to test and refine that portfolio of ideas
to test and refine that portfolio of ideas
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Kreativna agilnost je o sposobnosti da se
testira i pročisti portfelj ideja
testira i pročisti portfelj ideja
06:48
through quick pursuit,
reflection and adjustment.
reflection and adjustment.
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kroz brzu potragu,
reflekciju i prilagodbu.
reflekciju i prilagodbu.
06:52
It's about discovery-driven learning
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Radi se o učenju kroz otkrivanje
06:53
where you act, as opposed to plan,
your way to the future.
your way to the future.
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gdje djelujete, umjesto da planirate,
na svojem putu prema budućnosti.
na svojem putu prema budućnosti.
06:57
It's about design thinking where
you have that interesting combination
you have that interesting combination
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Radi se o načinu razmišljanja u kojemu
imate zanimljivu kombinaciju
imate zanimljivu kombinaciju
07:00
of the scientific method
and the artistic process.
and the artistic process.
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znanstvenih metoda i umjetničkog procesa.
07:04
It's about running a series of
experiments, and not a series of pilots.
experiments, and not a series of pilots.
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Radi se o provođenju niza eksperimenata,
a ne nizu provođenja.
a ne nizu provođenja.
Eksperimenti su obično vezani za učenje.
07:08
Experiments are usually about learning.
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07:10
When you get a negative outcome,
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Kada dobijete negativan rezultat,
07:12
you're still really learning something
that you need to know.
that you need to know.
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još uvijek učite nešto što biste
trebali znati.
trebali znati.
07:15
Pilots are often about being right.
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Kod provođenja je obično važno biti
u pravu.
u pravu.
07:17
When they don't work,
someone or something is to blame.
someone or something is to blame.
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Kada ne funkcionira,
nešto ili netko je kriv.
nešto ili netko je kriv.
07:22
The final capability
is creative resolution.
is creative resolution.
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Zadnja sposobnost je kreativna odlučnost.
07:25
This is about doing decision making
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Radi se o donošenju odluka
07:26
in a way that you can actually combine
even opposing ideas
even opposing ideas
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na način na koji možete spojiti čak
i suprotne ideje
i suprotne ideje
07:30
to reconfigure them in new combinations
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da ih presložite u nove kombinacije
07:33
to produce a solution
that is new and useful.
that is new and useful.
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da stvorite rješenje
koje je i novo i korisno.
koje je i novo i korisno.
07:36
When you look at innovative organizations,
they never go along to get along.
they never go along to get along.
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Kada gledate inovativne organizacije,
nikad se ne slažu samo da bi se slagali.
nikad se ne slažu samo da bi se slagali.
07:40
They don't compromise.
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Ne rade kompromise.
07:42
They don't let one group
or one individual dominate,
or one individual dominate,
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Ne dopuštaju jednoj grupi ili
jednom pojedincu da dominira,
jednom pojedincu da dominira,
07:45
even if it's the boss,
even if it's the expert.
even if it's the expert.
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čak i ako je šef, čak i ako je ekspert.
07:50
Instead, they have developed
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Umjesto toga su razvili
07:51
a rather patient and more inclusive
decision making process
decision making process
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strpljiv i uključiv proces
donošenja odluka
donošenja odluka
07:55
that allows for both/and
solutions to arise
solutions to arise
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koji dopušta stvaranje
"oboje - i" rješenja,
"oboje - i" rješenja,
07:59
and not simply either/or solutions.
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a ne samo "ili - ili" rješenja.
08:01
These three capabilities are why we see
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Ove tri sposobnosti nam omogućuju vidjeti
08:05
that Pixar is able to do what it does.
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kako Pixar može to što radi.
08:10
Let me give you another example,
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Dat ću vam još jedan primjer,
08:12
and that example is the
infrastructure group of Google.
infrastructure group of Google.
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a taj primjer je infrastrukturna grupa
Google-a.
Google-a.
08:14
The infrastructure group
of Google is the group
of Google is the group
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Infrastrukturna grupa Google-a je grupa
08:17
that has to keep the website
up and running 24/7.
up and running 24/7.
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koja mora održavati
stranicu dostupnom 24/7.
stranicu dostupnom 24/7.
08:21
So when Google was about
to introduce Gmail and YouTube,
to introduce Gmail and YouTube,
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Kada je Google predstavljao
Gmail i YouTube,
Gmail i YouTube,
08:25
they knew that their data storage
system wasn't adequate.
system wasn't adequate.
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znali su da njihov sustav za
spremanje podataka nije odgovarajuć.
spremanje podataka nije odgovarajuć.
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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Glava inžinjerske grupe i
infrastrukturne grupe u to vrijeme
infrastrukturne grupe u to vrijeme
08:32
was a man named Bill Coughran.
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je bio čovjek imenom 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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Bill i njegov tim rukovoditelja, koje je
zvao njegovom grupom mozgova,
zvao njegovom grupom mozgova,
08:39
had to figure out what to do
about this situation.
about this situation.
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su morali zaključiti što će
u ovakvoj situaciji.
u ovakvoj situaciji.
08:43
They thought about it for a while.
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Razmišljali su o tome neko vrijeme.
08:44
Instead of creating a group
to tackle this task,
to tackle this task,
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Umjesto da stvore grupu koja će se
uhvatiti u koštac s ovim zadatkom,
uhvatiti u koštac s ovim zadatkom,
08:48
they decided to allow groups
to emerge spontaneously
to emerge spontaneously
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odlučili su dopustiti grupama
da se razviju spontano
da se razviju spontano
08:52
around different alternatives.
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oko različitih alternativa.
08:54
Two groups coalesced.
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Pojavile su se dvije grupe.
08:57
One became known as Big Table,
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Jedna je postala poznata kao Veliki stol,
09:00
the other became known
as Build It From Scratch.
as Build It From Scratch.
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a druga kao Izgradi od nule.
09:03
Big Table proposed that they
build on the current system.
build on the current system.
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Veliki stol je dao ideju da grade
na trenutnom sustavu.
na trenutnom sustavu.
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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Izgradi od nule je dao ideju da je vrijeme
za potpuno novi sustav.
za potpuno novi sustav.
09:10
Separately, these two teams
were allowed to work full-time
were allowed to work full-time
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Odvojeno, ova su dva tima radili
puno radno vrijeme
puno radno vrijeme
09:14
on their particular approach.
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na svom specifičnom pristupu.
09:16
In engineering reviews,
Bill described his role as,
Bill described his role as,
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U inžinjerskim izvještajima, Bill je
opisao svoju ulogu kao
opisao svoju ulogu kao
09:19
"Injecting honesty into
the process by driving debate."
the process by driving debate."
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"Uključivanje iskrenosti u proces
predvodeći raspravu."
predvodeći raspravu."
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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U početku, timovi su bili ohrabreni da
grade prototipove kako bi ih mogli
grade prototipove kako bi ih mogli
09:28
"bump them up against reality
and discover for themselves
and discover for themselves
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"sudariti s realnošću da sami saznaju
09:32
the strengths and weaknesses
of their particular approach."
of their particular approach."
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vrline i mane svog pristupa."
09:35
When Build It From Scratch shared
their prototype with the group
their prototype with the group
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Kada je Izgradi od nule podijelio svoj
prototip s grupom
prototip s grupom
09:38
whose beepers would have
to go off in the middle of the night
to go off in the middle of the night
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čiji bi se pejdžeri aktivirali usred noći
09:41
if something went wrong
with the website,
with the website,
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ako bi nešto pošlo po krivu sa stranicom,
09:43
they heard loud and clear about the
limitations of their particular design.
limitations of their particular design.
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čuli su jasno i glasno ograničenja
svog dizajna.
svog dizajna.
09:48
As the need for a solution
became more urgent
became more urgent
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Kako je potreba za rješenjem postala
sve hitnija
sve hitnija
09:51
and as the data, or the
evidence, began to come in,
evidence, began to come in,
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i kako su podaci, odnosno dokazi,
počeli dolaziti,
počeli dolaziti,
09:54
it became pretty clear
that the Big Table solution
that the Big Table solution
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postalo je očito da je
rješenje Velikog stola
rješenje Velikog stola
09:57
was the right one for the moment.
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zasad ono pravo.
10:00
So they selected that one.
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Stoga su odabrali to rješenje.
10:02
But to make sure that
they did not lose the learning
they did not lose the learning
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No kako bi bili sigurni da nisu izgubili
učenje
učenje
10:04
of the Build it From Scratch team,
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od tima Izgradi od nule,
10:06
Bill asked two members of that team
to join a new team that was emerging
to join a new team that was emerging
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Bill je tražio dva člana tog tima da se
priključe novom timu koji je
priključe novom timu koji je
10:10
to work on the next-generation system.
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radio na sustavu nove generacije.
10:13
This whole process took nearly two years,
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Ovaj cijeli proces je trajao
gotovo dvije godine,
gotovo dvije godine,
10:17
but I was told that they were
all working at breakneck speed.
all working at breakneck speed.
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no rekli su mi kako su svi radili
vrtoglavom brzinom.
vrtoglavom brzinom.
10:21
Early in that process, one of the
engineers had gone to Bill and said,
engineers had gone to Bill and said,
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Rano u procesu, jedan od inžinjera je
došao Billu i rekao:
došao Billu i rekao:
10:24
"We're all too busy
for this inefficient system
for this inefficient system
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"Ovdje smo svi previše zauzeti
za ovaj neučinkovit sustav
za ovaj neučinkovit sustav
10:27
of running parallel experiments."
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vođenja paralelnih eksperimenata."
10:30
But as the process unfolded,
he began to understand
he began to understand
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No kako se proces odvijao,
počeo je shvaćati
počeo je shvaćati
10:33
the wisdom of allowing talented
people to play out their passions.
people to play out their passions.
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mudrost u dopuštanju talentiranim ljudima
da se vode svojim strastima.
da se vode svojim strastima.
10:37
He admitted, "If you had forced us
to all be on one team,
to all be on one team,
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Priznao je: "Da ste nas prisilili da
budemo svi u jednom timu,
budemo svi u jednom timu,
10:41
we might have focused on proving
who was right, and winning,
who was right, and winning,
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možda bismo se fokusirali na dokazivanje
tko je u pravu i na pobjeđivanje
tko je u pravu i na pobjeđivanje
10:44
and not on learning and discovering
what was the best answer for Google."
what was the best answer for Google."
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5520
a ne na učenje i otkrivanje što je
najbolje rješenje za Google."
najbolje rješenje za Google."
10:50
Why is it that Pixar and Google
are able to innovate time and again?
are able to innovate time and again?
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Zašto su Pixar i Google u mogućnosti
inovirati opet i opet?
inovirati opet i opet?
10:53
It's because they've mastered
the capabilities required for that.
the capabilities required for that.
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Jer su usavršili sposobnosti
potrebne za to.
potrebne za to.
10:57
They know how to do
collaborative problem solving,
collaborative problem solving,
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Znaju kako zajedno riješiti problem,
10:59
they know how to do
discovery-driven learning
discovery-driven learning
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znaju kako učiti putem otkrivanja
11:01
and they know how to do
integrated decision making.
integrated decision making.
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i znaju kako integrirano donositi odluke.
11:04
Some of you may be sitting there
and saying to yourselves right now,
and saying to yourselves right now,
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Neki od vas možda sjede ovdje i govore si:
11:07
"We don't know how to do
those things in my organization.
those things in my organization.
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"U mojoj organizaciji ne znamo
kako to učiniti.
kako to učiniti.
11:10
So why do they know how to
do those things at Pixar,
do those things at Pixar,
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Zašto onda u Pixaru znaju,
11:13
and why do they know how to
do those things at Google?"
do those things at Google?"
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i zašto onda u Googleu znaju?"
11:16
When many of the people
that worked for Bill told us,
that worked for Bill told us,
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Kada nam je mnogo ljudi koji su radili
za Billa reklo
za Billa reklo
11:19
in their opinion, that Bill was one
of the finest leaders in Silicon Valley,
of the finest leaders in Silicon Valley,
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da je po njihovom mišljenju Bill jedan od
najboljih vođa u Silicon Valley-u,
najboljih vođa u Silicon Valley-u,
11:25
we completely agreed;
the man is a genius.
the man is a genius.
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mi smo se potpuno složili;
čovjek je genije.
čovjek je genije.
11:29
Leadership is the secret sauce.
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Rukovodstvo je tajni sastojak.
11:32
But it's a different kind of leadership,
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No drugačija vrta rukovodstva,
11:34
not the kind many of us think about
when we think about great leadership.
when we think about great leadership.
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ne ona na koju mnogi pomisle kada
razmišljaju o sjajnom rukovodstvu.
razmišljaju o sjajnom rukovodstvu.
11:40
One of the leaders I met with
early on said to me,
early on said to me,
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Jedan od vođa koje sam prije
srela mi je rekao:
srela mi je rekao:
11:42
"Linda, I don't read books on leadership.
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"Linda, ne čitam knjige o rukovodstvu.
11:46
All they do is make me feel bad."
(Laughter)
(Laughter)
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Sve što učine je to da se loše osjećam."
(Smijeh)
(Smijeh)
11:49
"In the first chapter they say
I'm supposed to create a vision.
I'm supposed to create a vision.
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"U prvom poglavlju kažu da
trebam imati viziju.
trebam imati viziju.
11:52
But if I'm trying to do something
that's truly new, I have no answers.
that's truly new, I have no answers.
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No, ako pokušavam napraviti nešto uistinu
novo, nemam odgovore.
novo, nemam odgovore.
11:56
I don't know what
direction we're going in
direction we're going in
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Ne znam u kojem smjeru idemo
11:58
and I'm not even sure I know
how to figure out how to get there."
how to figure out how to get there."
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i nisam ni siguran da znam smisliti
kako doći do tamo."
kako doći do tamo."
12:01
For sure, there are times
when visionary leadership
when visionary leadership
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Naravno, postoje vremena
kada su vizionarski vođe
kada su vizionarski vođe
12:04
is exactly what is needed.
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upravo ono što je potrebno.
12:06
But if we want to build organizations
that can innovate time and again,
that can innovate time and again,
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No, ako želimo izgraditi organizacije koje
mogu iznova i iznova inovirati,
mogu iznova i iznova inovirati,
12:09
we must recast our understanding
of what leadership is about.
of what leadership is about.
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4121
moramo ponovno shvatiti o čemu
se u rukovodstvu zapravo radi.
se u rukovodstvu zapravo radi.
12:14
Leading innovation is about
creating the space
creating the space
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Voditi inovaciju znači stvarati prostor
12:17
where people are willing
and able to do the hard work
and able to do the hard work
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gdje su ljudi spremni i voljni
obavljati težak posao
obavljati težak posao
12:20
of innovative problem solving.
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rješavanja problema inovacije.
12:23
At this point, some of you
may be wondering,
may be wondering,
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U ovom trenutku se neki
od vas možda pitaju:
od vas možda pitaju:
12:27
"What does that leadership
really look like?"
really look like?"
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"Kako to rukovodstvo izgleda?"
12:29
At Pixar, they understand
that innovation takes a village.
that innovation takes a village.
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U Pixaru shvaćaju da je za inovaciju
potrebno selo.
potrebno selo.
12:34
The leaders focus on building
a sense of community
a sense of community
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Voditelji su usmjereni na gradnju
osjećaja zajednice
osjećaja zajednice
12:37
and building those three capabilities.
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2281
i izgradnju te tri sposobnosti.
12:40
How do they define leadership?
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Kako definiraju rukovodstvo?
12:42
They say leadership
is about creating a world
is about creating a world
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Kažu da je u rukovodstvu riječ
o stvaranju svijeta
o stvaranju svijeta
12:44
to which people want to belong.
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1961
kojemu ljudi žele pripadati.
12:46
What kind of world do people
want to belong in at Pixar?
want to belong in at Pixar?
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Kakvom svijetu ljudi u
Pixaru žele pripadati?
Pixaru žele pripadati?
12:49
A world where you're
living at the frontier.
living at the frontier.
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Svijetu gdje živite na granici.
12:51
What do they focus their time on?
242
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Na što fokusiraju vrijeme?
12:53
Not on creating a vision.
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Ne na stvaranje vizije.
12:55
Instead they spend
their time thinking about,
their time thinking about,
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Umjesto toga provode
vrijeme razmišljajući:
vrijeme razmišljajući:
12:57
"How do we design a studio that has
the sensibility of a public square
the sensibility of a public square
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"Kako da stvorimo studio u kojem
postoji osjećaj javnog trga
postoji osjećaj javnog trga
13:02
so that people will interact?
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tako da ljudi međusobno komuniciraju?
13:04
Let's put in a policy that anyone,
no matter what their level or role,
no matter what their level or role,
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Stavit ćemo politiku da bilo tko,
nevažno na kojoj razini ili u kojoj ulozi
nevažno na kojoj razini ili u kojoj ulozi
13:08
is allowed to give notes to the director
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ima pravo dati naputke redatelju
13:09
about how they feel
about a particular film.
about a particular film.
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2559
o tome kako se osjeća u vezi
određenog filma.
određenog filma.
13:12
What can we do to make sure
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Što možemo učiniti da osiguramo
13:14
that all the disruptors, all the
minority voices in this organization,
minority voices in this organization,
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da se svi glasovi manjina
u ovoj orgnizaciji
u ovoj orgnizaciji
13:18
speak up and are heard?
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oglase i čuju?
13:20
And, finally, let's bestow credit
in a very generous way."
in a very generous way."
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3621
I zadnje, darujmo im priznanje na vrlo
velikodušan način."
velikodušan način."
13:24
I don't know if you've ever looked
at the credits of a Pixar movie,
at the credits of a Pixar movie,
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Ne znam jeste li ikada gledali odjavnu
špicu na Pixarovom filmu,
špicu na Pixarovom filmu,
13:27
but the babies born during
a production are listed there.
a production are listed there.
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no bebe rođene tijekom
produkcije su navedene tamo.
produkcije su navedene tamo.
13:30
(Laughter)
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(Smijeh)
13:31
How did Bill think about
what his role was?
what his role was?
257
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Kako je Bill razmišljao o tome
koja je njegova uloga?
koja je njegova uloga?
13:34
Bill said, "I lead
a volunteer organization.
a volunteer organization.
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Rekao je: "Ja vodim
organizaciju volontera.
organizaciju volontera.
13:38
Talented people don't want
to follow me anywhere.
to follow me anywhere.
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Talentirani ljudi me ne žele
posvuda slijediti.
posvuda slijediti.
13:42
They want to cocreate
with me the future.
with me the future.
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Žele stvarati budućnost sa mnom.
13:45
My job is to nurture the bottom-up
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Moj posao je da njegujem odozdo prema gore
13:48
and not let it degenerate into chaos."
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i ne dopustim da se izrodi kaos."
13:51
How did he see his role?
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Kako je vidio svoju ulogu?
13:52
"I'm a role model,
I'm a human glue,
I'm a human glue,
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"Ja sam uzor, ljudsko ljepilo,
13:55
I'm a connector,
I'm an aggregator of viewpoints.
I'm an aggregator of viewpoints.
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ja sam poveznica, ja spajam stajališta.
13:58
I'm never a dictator of viewpoints."
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Nikad ih ne diktiram."
14:00
Advice about how you exercise the role?
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Savjet kako da vježbate svoju ulogu?
14:02
Hire people who argue with you.
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Zaposlite ljude koji će se svađati s vama.
14:05
And, guess what?
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I pogodite što?
14:06
Sometimes it's best to be
deliberately fuzzy and vague.
deliberately fuzzy and vague.
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Nekada je najbolje namjerno biti
nejasan i maglovit.
nejasan i maglovit.
14:11
Some of you may
be wondering now,
be wondering now,
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Neki od vas se možda pitaju,
14:12
what are these people thinking?
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što ti ljudi razmišljaju?
14:14
They're thinking,
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Oni razmišljaju:
14:15
"I'm not the visionary,
I'm the social architect.
I'm the social architect.
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"Nisam vizionar,
ja sam društveni arhitekt.
ja sam društveni arhitekt.
14:18
I'm creating the space where
people are willing and able
people are willing and able
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Stvaram prostor gdje su ljudi
voljni i sposobni
voljni i sposobni
14:22
to share and combine
their talents and passions."
their talents and passions."
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dijeliti i spajati svoje
talente i strasti."
talente i strasti."
14:25
If some of you are worrying now
that you don't work at a Pixar,
that you don't work at a Pixar,
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Ako neke od vas trenutno
brine što ne radite u Pixaru,
brine što ne radite u Pixaru,
14:28
or you don't work at a Google,
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ili u Googleu,
14:30
I want to tell you there's still hope.
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reći ću vam da još postoji nada.
14:33
We've studied many organizations
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Proučavali smo mnogo organizacija
14:35
that were really not
organizations you'd think of
organizations you'd think of
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koje nisu onakve kakvima biste
14:37
as ones where a lot of innovation happens.
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zamišljali one gdje se
događa mnogo inovacija.
događa mnogo inovacija.
14:40
We studied a general counsel
in a pharmaceutical company
in a pharmaceutical company
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Proučavali smo opće vijeće u
farmaceutskom poduzeću
farmaceutskom poduzeću
14:43
who had to figure out how
to get the outside lawyers,
to get the outside lawyers,
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koje je moralo shvatiti kako da
vanjske odvjetnike,
vanjske odvjetnike,
14:46
19 competitors,
to collaborate and innovate.
to collaborate and innovate.
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19 natjecatelja, navedu da surađuju
i inoviraju.
i inoviraju.
14:48
We studied the head of marketing
at a German automaker
at a German automaker
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Proučavali smo vrh marketinga
u njemačkom proizvođaču automobila
u njemačkom proizvođaču automobila
14:52
where, fundamentally, they believed
that it was the design engineers,
that it was the design engineers,
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gdje su, temeljno, vjerovali da su
inžinjeri dizajna,
inžinjeri dizajna,
14:55
not the marketeers,
who were allowed to be innovative.
who were allowed to be innovative.
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a ne marketinški stručnjaci,
ti kojima je dopušteno biti inovatian.
ti kojima je dopušteno biti inovatian.
14:59
We also studied Vineet Nayar
at HCL Technologies,
at HCL Technologies,
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Proučavali smo i Vineeta Nayara na
HCL Technologies,
HCL Technologies,
15:03
an Indian outsourcing company.
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indijsko outsourcing poduzeće.
15:05
When we met Vineet,
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Kada smo upoznali Vineeta,
15:06
his company was about, in his
words, to become irrelevant.
words, to become irrelevant.
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njegovo poduzeće je, po njegovim riječma,
postajalo nevažno.
postajalo nevažno.
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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Gledali smo kako je preokrenuo poduzeće
u globalni generator IT inovacija.
u globalni generator IT inovacija.
15:16
At HCL technologies,
like at many companies,
like at many companies,
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Na HCL Technologies,
kao i u mnogim poduzećima,
kao i u mnogim poduzećima,
15:19
the leaders had learned to see
their role as setting direction
their role as setting direction
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voditelji su naučili da je njihova uloga
zadati smjer
zadati smjer
15:23
and making sure that
no one deviated from it.
no one deviated from it.
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i osigurati da nitko ne odstupa od njega.
15:27
What he did is tell them
it was time for them
it was time for them
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Ono što je napravio, je da im je rekao
da je vrijeme
da je vrijeme
15:31
to think about rethinking
what they were supposed to do.
what they were supposed to do.
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da razmisle o ponovnom zaključivanju
onoga što trebaju napraviti.
onoga što trebaju napraviti.
15:34
Because what was happening
is that everybody was looking up
is that everybody was looking up
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Ono što se događalo je da su svi
gledali prema gore
gledali prema gore
15:37
and you weren't seeing
the kind of bottom-up innovation
the kind of bottom-up innovation
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i niste mogli vidjeti inovaciju
odozdo prema gore
odozdo prema gore
15:40
we saw at Pixar or Google.
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kao u Pixaru ili Googleu.
15:43
So they began to work on that.
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Pa su počeli raditi na tome.
15:44
They stopped giving answers, they
stopped trying to provide solutions.
stopped trying to provide solutions.
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Prestali su davati odgovore, prestali su
pokušavati davati rješenja.
pokušavati davati rješenja.
15:48
Instead, what they did
is they began to see
is they began to see
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Umjesto toga, počeli su vidjeti
15:51
the people at the bottom of the
pyramid, the young sparks,
pyramid, the young sparks,
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ljude na dnu piramide, mlade iskre,
15:55
the people who were
closest to the customers,
closest to the customers,
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ljude koji su najbliži korisnicima,
15:58
as the source of innovation.
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kao izvor inovacija.
16:00
They began to transfer
the organization's growth
the organization's growth
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Počeli su prebacivati rast organizacije
16:03
to that level.
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na tu razinu.
16:07
In Vineet's language, this was
about inverting the pyramid
about inverting the pyramid
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Na Vineetovom jeziku, radilo se o
okretanju piramide
okretanju piramide
16:10
so that you could unleash
the power of the many
the power of the many
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kako biste oslobodili moć mnogih
16:13
by loosening the stranglehold of the few,
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otpuštajući vlast nekolicine,
16:16
and increase the quality
and the speed of innovation
and the speed of innovation
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i povećali kvalitetu i brzinu inovacija
16:19
that was happening every day.
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koje se događaju svaki dan.
16:23
For sure, Vineet and all the
other leaders that we studied
other leaders that we studied
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Zasigurno su Vineet i svi ostali
vođe koje smo proučavali
vođe koje smo proučavali
16:27
were in fact visionaries.
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ustvari vizionari.
16:30
For sure, they understood
that that was not their role.
that that was not their role.
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Zasigurno razumiju da to
nije njihova uloga.
nije njihova uloga.
16:35
So I don't think it is accidental
that many of you did not recognize Ed.
that many of you did not recognize Ed.
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Stoga ne mislim da je slučajno
što niste prepoznali Eda.
što niste prepoznali Eda.
16:40
Because Ed, like Vineet, understands
that our role as leaders
that our role as leaders
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Jer Ed, kao i Vineet, razumije
da je uloga vođa
da je uloga vođa
16:44
is to set the stage, not perform on it.
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postaviti binu, a
ne nastupati na njoj.
ne nastupati na njoj.
16:49
If we want to invent a better future,
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Ako želimo izumiti bolju budućnost,
16:51
and I suspect that's why
many of us are here,
many of us are here,
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a mislim da je to razlog
zašto su mnogi ovdje,
zašto su mnogi ovdje,
16:55
then we need to reimagine our task.
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moramo ponovno zamisliti svoj zadatak.
16:59
Our task is to create the space
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Naš zadatak je stvoriti prostor
17:01
where everybody's slices of genius
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gdje svačiji dio genija
17:04
can be unleashed and harnessed,
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može biti oslobođen i usmjeren
17:08
and turned into works
of collective genius.
of collective genius.
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i pretvoren u rad kolektivnog genija.
17:11
Thank you.
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Hvala vam.
17:13
(Applause)
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(Pljesak)
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