TED@BCG Paris
Jim Hemerling: 5 ways to lead in an era of constant change
Jim Hemerling: 5 načina rukovođenja u doba stalne promjene
Filmed:
Readability: 4.9
2,570,647 views
Tko kaže da promjena mora biti teška? Stručnjak za organizacijsku promjenu Jim Hemerling misli da prilagođavanje vašeg poslovanja u današnjem stalno promjenjivom svijetu može biti osnažujuće umjesto iscrpljujuće. Naglašava pet zapovjedi usmjerenih da stave ljude na prvo mjesto i pomognu postaviti transformaciju organizacije u osnažujući i energizirajući zadatak za sve.
Jim Hemerling - Organizational change expert
BCG's Jim Hemerling practices smart ways to deal with, and even grow from, the unavoidable and accelerating transformations taking place at work. Full bio
BCG's Jim Hemerling practices smart ways to deal with, and even grow from, the unavoidable and accelerating transformations taking place at work. Full bio
Double-click the English transcript below to play the video.
00:12
Have you ever noticed
when you ask someone to talk
when you ask someone to talk
0
825
2351
Jeste li primijetili kako su neki ljudi,
kada ih
kada ih
00:15
about a change they're making
for the better in their personal lives,
for the better in their personal lives,
1
3200
3336
zamolite da pričaju o promjenama
koje rade kako bi unaprijedili
koje rade kako bi unaprijedili
00:18
they're often really energetic?
2
6560
1960
svoj privatni život, vrlo energični?
00:21
Whether it's training for a marathon,
3
9015
2481
Bez obzira radi li se o treningu za
maraton,
maraton,
00:23
picking up an old hobby,
4
11520
1256
bavljenju hobijem
00:24
or learning a new skill,
5
12800
1856
ili učenju nove vještine,
00:26
for most people,
6
14680
1256
za većinu ljudi
00:27
self-transformation projects
occupy a very positive emotional space.
occupy a very positive emotional space.
7
15960
5240
projekti osobne transformacije zauzimaju
vrlo pozitivan emocionani prostor.
vrlo pozitivan emocionani prostor.
00:33
Self-transformation is empowering,
8
21720
2456
Osobna transformacija osnažuje,
00:36
energizing, even exhilarating.
9
24200
2336
puni nas energijom, pa čak i čini živima.
00:38
I mean just take a look
at some of the titles of self-help books:
at some of the titles of self-help books:
10
26560
3776
Pogledajte samo nazive knjiga za
samopomoć:
samopomoć:
00:42
"Awaken the Giant Within,"
11
30360
2696
"Probudite diva u sebi,"
00:45
"Practicing the Power of Now,"
12
33080
2496
"Prakticirajte moć sada,"
00:47
or here's a great one
we can all relate to,
we can all relate to,
13
35600
2456
ili ova s kojom se svi možemo povezati
00:50
"You are a Badass:
14
38080
2216
"Prava si faca:
00:52
How to Stop Doubting Your Greatness
and Start Living an Awesome Life."
and Start Living an Awesome Life."
15
40320
5096
kako prestati sumnjati u svoju veličinu
i početi živjeti fantastičan život."
i početi živjeti fantastičan život."
00:57
(Laughter)
16
45440
1200
(Smijeh)
01:00
When it comes to self-transformation,
17
48040
2520
Kada se radi o osobnoj transformaciji
01:03
you can't help but get
a sense of the excitement.
a sense of the excitement.
18
51240
3560
teško je izbjeći uzbuđenje.
01:08
But there's another type of transformation
19
56840
3176
No, postoji i druga vrsta transformacije
01:12
that occupies a very different
emotional space.
emotional space.
20
60040
3080
koja zauzima vrlo različit emocionalni
prostor.
prostor.
01:16
The transformation of organizations.
21
64080
2600
Transformacija organizacija.
01:19
If you're like most people,
22
67880
1336
Ako ste kao i većina ljudi
01:21
when you hear the words "Our organization
is going to start a transformation,"
is going to start a transformation,"
23
69240
4376
kad čujete riječi "Naša će
organizacija biti transformirana,"
organizacija biti transformirana,"
01:25
you're thinking, "Uh-oh."
24
73640
1400
pomislit ćete "O, o..."
01:27
(Laughter)
25
75426
1150
(Smijeh)
01:28
"Layoffs."
26
76600
1200
"Otkazi."
01:30
The blood drains from your face,
27
78800
1936
Lice će vam izgubiti boju,
01:32
your mind goes into overdrive,
28
80760
2856
mozak će prebaciti u sedmu brzinu,
01:35
frantically searching
for some place to run and hide.
for some place to run and hide.
29
83640
3240
očajnički tražeći mjesto na koje
ćete se moći sakriti.
ćete se moći sakriti.
01:40
Well, you can run,
30
88120
1496
Mislim, možete trčati,
01:41
but you really can't hide.
31
89640
1280
ali se ne možete zaista sakriti.
01:44
Most of us spend
the majority of our waking hours
the majority of our waking hours
32
92040
2976
Većina nas provodi glavninu naših
budnih sati
budnih sati
01:47
involved in organizations.
33
95040
1520
uvučeni u organizaciju.
01:49
And due to changes in globalization,
34
97040
3096
I zahvaljujući globalizacijskim
promjenama,
promjenama,
01:52
changes due to advances in technology
35
100160
2536
tehnološkom napretku
01:54
and other factors,
36
102720
1816
i drugim faktorima,
01:56
the reality is our organizations
are constantly having to adapt.
are constantly having to adapt.
37
104560
4920
stvarnost je da se naše organizacije
stalno trebaju prilagođavati.
stalno trebaju prilagođavati.
02:02
In fact,
38
110360
1216
U stvari,
02:03
I call this the era
of "always-on" transformation.
of "always-on" transformation.
39
111600
3880
nazivam ovo doba "stalnom"
transformacijom.
transformacijom.
02:09
When I shared this idea
with my wife Nicola,
with my wife Nicola,
40
117400
2256
Kada sam podijelio ovu ideju sa suprugom
Nicolom
Nicolom
02:11
she said, "Always-on transformation?
41
119680
3136
ona je rekla: "Stalna transformacija?
02:14
That sounds exhausting."
42
122840
2080
To zvuči iscrpljujuće."
02:17
And that may be
exactly what you're thinking --
exactly what you're thinking --
43
125640
2296
I to ste možda pomislili i vi
02:19
and you would be right.
44
127960
1576
i bili biste u pravu.
02:21
Particularly if we continue to approach
the transformation of organizations
the transformation of organizations
45
129560
5136
Naročito ako nastavimo pristupati
transformacijama organizacija
transformacijama organizacija
02:26
the way we always have been.
46
134720
1360
na isti način kao i do sada.
02:28
But because we can't hide,
47
136920
2416
Kako se ne možemo sakriti
02:31
we need to sort out two things.
48
139360
1696
trebamo odgovoriti na dva pitanja.
02:33
First,
49
141080
1216
Prvo,
02:34
why is transformation so exhausting?
50
142320
2736
zašto je transformacija iscrpljujuća?
02:37
And second, how do we fix it?
51
145080
1760
I drugo, kako to možemo promijeniti?
02:41
First of all,
52
149200
1216
Najprije
02:42
let's acknowledge that change is hard.
53
150440
3136
prihvatimo da je promjena teška.
02:45
People naturally resist change,
54
153600
2016
Ljudi se prirodno odupiru promjeni,
02:47
especially when it's imposed on them.
55
155640
2640
posebno kada im je nametnuta.
02:51
But there are things that organizations do
that make change even harder
that make change even harder
56
159200
4576
A postoje stvari koje organizacije rade i
koje promjenu ljudima čine još težom
koje promjenu ljudima čine još težom
02:55
and more exhausting
for people than it needs to be.
for people than it needs to be.
57
163800
2840
i iscrpljujućom nego što bi trebala biti.
02:59
First of all,
58
167720
1216
Prvo,
03:00
leaders often wait too long to act.
59
168960
3440
rukovoditelji često odugovlače s akcijom
dulje nego je to potrebno.
dulje nego je to potrebno.
03:05
As a result,
60
173040
1216
I kao rezultat toga
03:06
everything is happening in crisis mode.
61
174280
2440
sve što se dešava ima oznaku krize.
03:10
Which, of course, tends to be exhausting.
62
178320
2018
Što, naravno, naginje k iscrpljivanju.
03:13
Or, given the urgency,
63
181360
3096
Ili će se, obzirom na hitnost
03:16
what they'll do is they'll just focus
on the short-term results,
on the short-term results,
64
184480
3920
fokusirati samo na kratkotrajne rezultate,
03:21
but that doesn't give
any hope for the future.
any hope for the future.
65
189320
2160
što opet ne daje nikakvu nadu za budućnost.
03:24
Or they'll just take
a superficial, one-off approach,
a superficial, one-off approach,
66
192560
3720
Ili će samo poduzeti površan jednostran
pristup
pristup
03:29
hoping that they can return
back to business as usual
back to business as usual
67
197040
4096
nadajući se da će se moći vratiti
uobičajenom poslovanju
uobičajenom poslovanju
03:33
as soon as the crisis is over.
68
201160
2600
čim kriza prestane.
03:37
This kind of approach
69
205600
1216
Ovakav pristup je prilično
03:38
is kind of the way some students
approach preparing for standardized tests.
approach preparing for standardized tests.
70
206840
6080
sličan načinu na koji se neki studenti
pripremaju za standardnizirane ispite.
pripremaju za standardnizirane ispite.
03:46
In order to get test scores to go up,
71
214280
3456
Kako postigli što bolji rezultat na testu,
03:49
teachers will end up teaching to the test.
72
217760
2600
učitelji će završiti pripremajući učenike
za test.
za test.
03:53
Now, that approach can work;
73
221160
1376
Takav pristup može funkcionirati
03:54
test results often do go up.
74
222560
1936
i rezultati testa će biti bolji.
03:56
But it fails the fundamental
goal of education:
goal of education:
75
224520
3776
Tako se zanemaruje osnovni cilj
obrazovanja:
obrazovanja:
04:00
to prepare students
to succeed over the long term.
to succeed over the long term.
76
228320
4120
pripremiti studente na uspjeh na dugi rok.
04:06
So given these obstacles,
77
234680
2520
Imajući u vidu ove prepreke
04:10
what can we do
78
238160
1816
što možemo učiniti
04:12
to transform the way
we transform organizations
we transform organizations
79
240000
3456
kako bismo promijenili način na koji
mijenjamo organizacije
mijenjamo organizacije
04:15
so rather than being exhausting,
80
243480
1960
kako bi nas umjesto iscrpljivanja
04:18
it's actually empowering and energizing?
81
246200
2840
punile energijom i osnaživale?
04:22
To do that, we need to focus
on five strategic imperatives,
on five strategic imperatives,
82
250160
5016
Da bismo to postigli trebamo se fokusirati
na pet strateških zapovijedi,
na pet strateških zapovijedi,
04:27
all of which have one thing in common:
83
255200
2735
koje sve imaju nešto zajedničko:
04:29
putting people first.
84
257959
2281
ljudi su na prvom mjestu.
04:33
The first imperative
for putting people first
for putting people first
85
261079
2657
Prva zapovjed da nam ljudi budu na
prvom mjestu
prvom mjestu
04:35
is to inspire through purpose.
86
263760
1760
je da nadahnjujemo namjerom.
04:38
Most transformations have
financial and operational goals.
financial and operational goals.
87
266120
3696
Najveći broj promjena ima finacijske
i operativne ciljeve.
i operativne ciljeve.
04:41
These are important
and they can be energizing to leaders,
and they can be energizing to leaders,
88
269840
4256
Oni su važni i mogu davati energiju
rukovoditeljima,
rukovoditeljima,
04:46
but they tend not to be very motivating
to most people in the organization.
to most people in the organization.
89
274120
3560
a naginju k tome da su vrlo demotivirajuće
za većinu ljudi u organizaciji.
za većinu ljudi u organizaciji.
04:50
To motivate more broadly,
90
278480
1776
Postavimo to puno šire,
04:52
the transformation needs to connect
with a deeper sense of purpose.
with a deeper sense of purpose.
91
280280
4400
promjena treba biti povezana sa dubljim
smislom namjere.
smislom namjere.
04:57
Take LEGO.
92
285720
1200
Uzmimo za primer LEGO.
04:59
The LEGO Group has become
an extraordinary global company.
an extraordinary global company.
93
287640
4240
LEGO Grupa je postala jedno izvrsno
globalno poduzeće.
globalno poduzeće.
05:04
Under their very capable leadership,
94
292520
1736
Pod njenim vrlo sposobnim vodstvom,
05:06
they've actually undergone
a series of transformations.
a series of transformations.
95
294280
2840
oni su zapravo prošli seriju
transformacija.
transformacija.
05:09
While each of these
has had a very specific focus,
has had a very specific focus,
96
297800
3216
I dok je svaka od njih imala svoj vrlo
specifičan fokus,
specifičan fokus,
05:13
the North Star,
97
301040
1296
zvijezdu Sjevernjaču
05:14
linking and guiding all of them,
98
302360
1816
koja povezuje i vodi sve promjene,
05:16
has been Lego's powerful purpose:
99
304200
2440
i koja je prava namjera LEGO-a:
05:19
inspire and develop
the builders of tomorrow.
the builders of tomorrow.
100
307480
3760
inspirirati i razviti graditelje
budućnosti.
budućnosti.
05:24
Expanding globally?
101
312360
1200
Proširiti se globalno?
05:26
It's not about increasing sales,
102
314160
2416
Ovdje se ne radi o povećanju prodaje
05:28
but about giving millions of additional
children access to LEGO building bricks.
children access to LEGO building bricks.
103
316600
4640
već od stavljanju na raspolaganje LEGO kocaka
milijunima djece.
milijunima djece.
05:33
Investment and innovation?
104
321960
1400
Ulaganje i inovacija?
05:35
It's not about developing new products,
105
323960
1858
Ne radi se o razvoju novih proizvoda
05:38
but about enabling more children
106
326360
2296
već o načinu da više djece
05:40
to experience the joy
of learning through play.
of learning through play.
107
328680
3520
osjeti veselje učenja kroz igru.
05:45
Not surprisingly,
108
333440
1536
Nije iznenađenje
05:47
that deep sense of purpose tends
to be highly motivating to LEGO's people.
to be highly motivating to LEGO's people.
109
335000
5080
da je duboki smisao namjere vrlo
motivirajuć za LEGO radnike.
motivirajuć za LEGO radnike.
05:54
The second imperative
for putting people first
for putting people first
110
342120
2936
Drugi zakon za stavljanje ljudi na prvo
mjesto
mjesto
05:57
is to go all in.
111
345080
1720
je da treba ići punom snagom.
06:00
Too many transformations
112
348080
1696
Previše transformacija
06:01
are nothing more than
head-count cutting exercises;
head-count cutting exercises;
113
349800
3736
je završilo kao vježba za smanjenje
radne snage;
radne snage;
06:05
layoffs under the guise of transformation.
114
353560
3480
otkazi pod krinkom transformacije.
06:09
In the face of relentless competition,
115
357960
2056
Pred licem nemilosrdne konkurencije
06:12
it may well be that you will
have to take the painful decision
have to take the painful decision
116
360040
3936
lako se može dogoditi da donesete
bolnu odluku
bolnu odluku
06:16
to downsize the organization,
117
364000
2856
o smanjivanju broja radnika
06:18
just as you may have to lose some weight
in order to run a marathon.
in order to run a marathon.
118
366880
3680
baš kao i onu da izgubite nešto kilograma
kako biste trčali maraton
kako biste trčali maraton
06:24
But losing weight alone
119
372000
1216
No, sami gubitak težine
06:25
will not get you across
the finish line with a winning time.
the finish line with a winning time.
120
373240
2840
neće vas donijeti do ciljne trake
s pobjedničkim vremenom
s pobjedničkim vremenom
06:28
To win
121
376560
1200
Za pobjedu je potrebno
06:30
you need to go all in.
122
378160
1480
uložiti sve.
06:32
You need to go all in.
123
380880
3040
Morate uložiti sve.
06:37
Rather than just cutting costs,
124
385160
1840
Umjesto da samo režete troškove
06:39
you need to think about initiatives
125
387640
2536
trebate misliti o inicijativama
06:42
that will enable you
to win in the medium term,
to win in the medium term,
126
390200
2696
koje će vam omogućiti
pobjedu na duži rok,
pobjedu na duži rok,
06:44
initiatives to drive growth,
127
392920
1976
inicijativama koje će potaknuti rast,
06:46
actions that will fundamentally
change the way the company operates,
change the way the company operates,
128
394920
4056
akcije koje će u osnovi promijeniti
način na koji poduzeće posluje,
način na koji poduzeće posluje,
06:51
and very importantly,
129
399000
1536
i vrlo važno,
06:52
investments to develop
the leadership and the talent.
the leadership and the talent.
130
400560
3640
investicijama u razvoj rukovoditelja i
talenata.
talenata.
06:58
The third imperative
for putting people first
for putting people first
131
406680
3776
Treća zapovijed za stavljanje ljudi na
prvo mjesto
prvo mjesto
07:02
is to enable people with the capabilities
132
410480
2696
je aktivirati ljude sa sposobnostima
07:05
that they need to succeed
during the transformation and beyond.
during the transformation and beyond.
133
413200
4840
koje vam trebaju za uspjeh tijekom
transformacije pa i kasnije.
transformacije pa i kasnije.
07:12
Over the years I've competed
in a number of triathlons.
in a number of triathlons.
134
420280
3240
Tijekom godina sam nastupao na brojnim
triatlonima.
triatlonima.
07:16
You know, frankly, I'm not that good,
135
424280
2176
Znate, iskreno, nisam baš tako dobar, a
07:18
but I do have one distinct capability;
136
426480
4016
ipak imam jednu iznimnu sposobnost;
07:22
I am remarkably fast at finding my bike.
137
430520
3680
Iznimno brzo mogu pronaći svoj bicikl.
07:26
(Laughter)
138
434640
1896
(Smijeh)
07:28
By the time I finish the swim,
139
436560
1816
Dok ja završim s plivanjem,
07:30
almost all the bikes are already gone.
140
438400
1856
svi ostali bicikli su već otišli.
07:32
(Laughter)
141
440280
2480
(Smijeh)
07:36
Real triathletes know that each leg --
142
444160
4056
Pravi triatlonci znaju da svaki dio --
07:40
the swim, the bike, the run --
143
448240
1736
plivanje, bicikl, trčanje --
07:42
really requires different capabilities,
144
450000
2496
zahtijevaju različite sposobnosti,
07:44
different tools,
145
452520
1216
različite alate,
07:45
different skills, different techniques.
146
453760
2656
različite vještine, različite tehnike.
07:48
Likewise when we transform organizations,
147
456440
2456
Slično tome, kad transformiramo
organizaciju
organizaciju
07:50
we need to be sure
that we're giving our people
that we're giving our people
148
458920
2856
trebamo biti sigurni da dajemo svojim
ljudima
ljudima
07:53
the skills and the tools
they need along the way.
they need along the way.
149
461800
2800
vještine i alate koji su im potrebni
tijekom transformacije.
tijekom transformacije.
07:58
Chronos,
150
466160
1216
Chronos,
07:59
a global software company,
151
467400
1976
globalno poduzeće
08:01
recognized the need
to transfer from building products --
to transfer from building products --
152
469400
4936
prepoznalo je potrebu da se transformira
iz proizvođača proizvoda --
iz proizvođača proizvoda --
08:06
software products --
153
474360
1656
softverskih proizvoda --
08:08
to building software as a service.
154
476040
2760
u proizvođača softvera kao usluge.
08:11
To enable its people
to take that transformation,
to take that transformation,
155
479800
3216
Kako bi omogućili svojim ljudima da
pokrenu tu transformaciju
pokrenu tu transformaciju
08:15
first of all they invested in new tools
156
483040
2696
najprije su uložili u nove alate
08:17
that would enable their employees
to monitor the usage of the features
to monitor the usage of the features
157
485760
5056
koje će omogućiti njihovim radnicima
nadgledanje korištenje sadržaja
nadgledanje korištenje sadržaja
08:22
as well as customer satisfaction
with the new service.
with the new service.
158
490840
2760
kao i zadovoljstvo kupaca s novom uslugom.
08:26
They also invested in skill development,
159
494280
3696
Uložili su u razvoj vještina
08:30
so that their employees would be able
160
498000
1816
kako bi njihovim radnicima omogućili
08:31
to resolve customer service
problems on the spot.
problems on the spot.
161
499840
2480
rješavanje problema klijenata na
licu mjesta.
licu mjesta.
08:34
And very importantly,
162
502960
1216
I jako važno,
08:36
they also reinforced the collaborative
behaviors that would be required
behaviors that would be required
163
504200
3376
osnažili su suradničko ponašanje koje je
potrebno
potrebno
08:39
to deliver an end-to-end
seamless customer experience.
seamless customer experience.
164
507600
4040
za isporuku potpunog i izvanrednog
iskustva klijenata.
iskustva klijenata.
08:44
Because of these investments,
165
512679
1577
Zbog tih ulaganja su se
08:46
rather than feeling overwhelmed
by the transformation,
by the transformation,
166
514280
3336
Chronosovi radnici tijekom transformacije,
umjesto preplavljeno,
umjesto preplavljeno,
08:49
Chronos employees actually felt energized
167
517640
3255
osjećali ispunjeni energijom i
08:52
and empowered in their new roles.
168
520919
2081
osnaženo u svojim novim ulogama.
08:56
In the era of "always-on" transformation,
169
524200
2216
U doba "stalne" transformacije
08:58
change is a constant.
170
526440
1496
promjena je stalna.
08:59
My fourth imperative therefore
171
527960
1936
Moja peta zapovjed je stoga
09:01
is to instill a culture
of continuous learning.
of continuous learning.
172
529920
3800
sijati kulturu stalnog učenja.
09:06
When Satya Nadella
became the CEO of Microsoft
became the CEO of Microsoft
173
534800
3016
Kad je Satya Nadella postao
CEO Microsofta
CEO Microsofta
09:09
in February 2014,
174
537840
1936
u veljači 2014.
09:11
he embarked on an ambitious
transformation journey
transformation journey
175
539800
2896
otisnuo se na ambiciozno transformacijsko
putovanje kako bi pripremio
putovanje kako bi pripremio
09:14
to prepare the company to compete
in a mobile-first, cloud-first world.
in a mobile-first, cloud-first world.
176
542720
4200
poduzeće na konkurenciju u svijetu
gdje podaci trebaju biti stalno dostupni.
gdje podaci trebaju biti stalno dostupni.
09:19
This included changes to strategy,
177
547640
2296
To je uključivalo promjene u strategiji,
09:21
the organization
178
549960
1216
organizaciji
09:23
and very importantly, the culture.
179
551200
1680
i što je još važnije, kulturi.
09:26
Microsoft's culture at the time was one
of silos and internal competition --
of silos and internal competition --
180
554280
4320
Microsoftova kultura je u to doba bila
razdijeljena u odjele i međusobnoj
razdijeljena u odjele i međusobnoj
09:31
not exactly conducive to learning.
181
559320
2200
konkurenciji što nije baš poticajno za
učenje.
učenje.
09:34
Nadella took this head-on.
182
562480
1840
Nadella je sve uložio u to.
09:37
He rallied his leadership
around his vision
around his vision
183
565560
3416
Spojio je svoje vodstvo s vizijom
09:41
for a living, learning culture,
184
569000
2520
žive, učeće kulture
09:44
shifting from a fixed mindset,
185
572240
2336
pomičući je iz fiksiranog načina
razmišljanja
razmišljanja
09:46
where your role was to show up
as the smartest person in the room,
as the smartest person in the room,
186
574600
3376
gdje je uloga pojedinca bila pokazati se
najpametnijim u sobi
najpametnijim u sobi
09:50
to a growth mindset,
187
578000
1816
u stav da je rast važan
09:51
where your role was to listen, to learn
and to bring out the best in people.
and to bring out the best in people.
188
579840
5480
i gdje je uloga pojedinca da sluša, uči
i izvuče ono najbolje iz ljudi.
i izvuče ono najbolje iz ljudi.
09:58
Well, early days,
189
586720
1256
Već u početku
10:00
Microsoft employees already
noticed this shift in the culture --
noticed this shift in the culture --
190
588000
3120
su Microsoftovi radnici uočili promjenu
u kulturi --
u kulturi --
10:04
clear evidence of Microsoft
putting people first.
putting people first.
191
592080
3400
jasan dokaz da Microsoft stavlja ljude
na prvo mjesto.
na prvo mjesto.
10:08
My fifth and final imperative
is specifically for leaders.
is specifically for leaders.
192
596560
3560
Moja peta i zadnja zapovijed je
posebno za rukovoditelje.
posebno za rukovoditelje.
10:13
In a transformation,
193
601200
1656
Tijekom transformacije,
10:14
a leader needs to have a vision,
194
602880
1560
rukovoditelj treba imati viziju,
10:17
a clear road map with milestones,
195
605160
2640
jasan put s međuciljevima
10:20
and then you need to hold people
accountable for results.
accountable for results.
196
608600
4456
i tada trebate ljude držati odgovornima
za rezultat.
za rezultat.
10:25
In other words, you need to be directive.
197
613080
1953
Drugim riječima, trebate davati uputstva.
10:28
But in order to capture
the hearts and minds of people,
the hearts and minds of people,
198
616240
3136
I da bi privukli srca i misli ljudi
10:31
you also need to be inclusive.
199
619400
2400
trebate biti sveobuhvatni.
10:34
Inclusive leadership
is critical to putting people first.
is critical to putting people first.
200
622680
3760
Sveobuhvatno rukovođenje je kritično
za stavljanje ljudi na prvo mjesto.
za stavljanje ljudi na prvo mjesto.
10:39
I live in the San Francisco Bay area.
201
627920
1800
Živim u području San Francisco Bay.
10:42
And right now,
202
630680
1216
I upravo sada,
10:43
our basketball team
is the best in the league.
is the best in the league.
203
631920
2480
naša košarkaška momčad je najbolja
u ligi
u ligi
10:46
We won the 2015 championship,
204
634960
2656
Osvojili smo prvenstvo 2015.
10:49
and we're favored to win again this year.
205
637640
2240
i imamo velike šanse osvojiti ga i ove
godine.
godine.
10:52
There are many explanations for this.
206
640600
2056
Mnogo je objašnjenja za to.
10:54
They have some fabulous players,
207
642680
1720
Imaju stvarno nevjerojatne igrače,
10:57
but one of the key reasons
208
645120
1776
a jedan od ključnih razloga
10:58
is their head coach, Steve Kerr,
is an inclusive leader.
is an inclusive leader.
209
646920
5440
je njihov glavni trener, Steve Ker
jedan sveobuhvatni voditelj.
jedan sveobuhvatni voditelj.
11:05
When Kerr came to the Warriors in 2014,
210
653360
2616
Kada je Kerr pristupio Warriorsima 2014.
11:08
the Warriors were looking
for a major transformation.
for a major transformation.
211
656000
2680
oni su bili spremni za generalnu
transformaciju.
transformaciju.
11:11
They hadn't won a national
championship since 1975.
championship since 1975.
212
659480
4480
Nisu osvojili prvenstvo od 1975.
11:17
Kerr came in, and he had a clear vision,
213
665640
3176
Kerr je došao i imao je jasnu viziju
11:20
and he immediately got to work.
214
668840
2400
i odmah je prionuo poslu.
11:24
From the outset,
215
672480
1336
Od samog početka
11:25
he reached out and engaged
the players and the staff.
the players and the staff.
216
673840
4096
posegnuo je za angažmanom igrača i
radnika.
radnika.
11:29
He created an environment of open debate
and solicited suggestions.
and solicited suggestions.
217
677960
4280
Stvorio je okruženje otvorenih razgovora
i tražio savjete.
i tražio savjete.
11:35
During games he would often ask,
218
683360
1696
Tijekom igre je često pitao:
11:37
"What are you seeing that I'm missing?"
219
685080
1880
"VIdite li što ja ne vidim?"
11:40
One the best examples of this
came in game four of the 2015 finals.
came in game four of the 2015 finals.
220
688000
5760
Jedan od najboljih primjera takvog stava
stigao je u četvrtoj utakmici finala 2015.
stigao je u četvrtoj utakmici finala 2015.
11:46
The Warriors were down two games to one
221
694600
2120
Warriorsi su već izgubili dvije utakmice
11:49
when Kerr made the decision
to change the starting lineup;
to change the starting lineup;
222
697880
4160
kada je Kerr donio odluku da promijeni startnu
petoricu;
petoricu;
11:54
a bold move by any measure.
223
702600
3400
Na svaki način hrabar potez.
11:59
The Warriors won the game
and went on to win the championship.
and went on to win the championship.
224
707360
2920
Worriorsi su pobijedili i nastavili niz
do osvajanja prvenstva.
do osvajanja prvenstva.
12:02
And it is widely viewed
225
710960
1256
A taj potez se smatra
12:04
that that move was
the pivotal move in their victory.
the pivotal move in their victory.
226
712240
3680
onim koji je bio ključan za njihovu
pobjedu.
pobjedu.
12:09
Interestingly, it wasn't
actually Kerr's idea.
actually Kerr's idea.
227
717440
3680
Zanimljivo, to nije bila Kerrova ideja.
12:14
It was the idea of his 28-year-old
assistant, Nick U'Ren.
assistant, Nick U'Ren.
228
722560
3600
To je bila ideja njegovog 28-godišnjeg
pomoćnika Nick U'Rena.
pomoćnika Nick U'Rena.
12:19
Because of Kerr's leadership style,
229
727160
2176
Zbog Kerrovog stila rukovođenja,
12:21
U'Ren felt comfortable
bringing the idea forward.
bringing the idea forward.
230
729360
2840
U'Ren se osjećao slobodan iznijeti
tu ideju.
tu ideju.
12:25
And Kerr not only listened,
231
733240
1976
Kerr nije samo slušao,
12:27
but he implemented the idea
232
735240
1560
on je tu ideju i primijenio
12:29
and then afterwards,
233
737520
1656
i svima pričao da
12:31
gave U'Ren all the credit --
234
739200
1960
je U'Ren taj kome pripadaju zasluge --
12:34
actions all consistent with Kerr's
highly inclusive approach to leadership.
highly inclusive approach to leadership.
235
742520
5520
što je sve u skladu s Kerrovim
sveobuhvatnim pristupom rukovođenju.
sveobuhvatnim pristupom rukovođenju.
12:41
In the era of "always-on" transformation,
236
749280
2656
U doba "stalne" transformacije
12:43
organizations are always
going to be transforming.
going to be transforming.
237
751960
3680
organizacije će se stalno transformirati.
12:49
But doing so does not
have to be exhausting.
have to be exhausting.
238
757200
3240
No to ne treba biti iscrpljujuće.
12:54
We owe it to ourselves,
239
762080
2176
Mi dugujemo sebi,
12:56
to our organizations
240
764280
1976
svojim organizacijama
12:58
and to society more broadly
241
766280
1720
i društvu oko nas
13:01
to boldly transform
our approach to transformation.
our approach to transformation.
242
769000
3840
da hrabro promjenimo naš pristup
promjeni.
promjeni.
13:05
To do that,
243
773920
1656
Da bismo u tome uspjeli
13:07
we need to start putting people first.
244
775600
3480
trebamo početi stavljati ljude na prvo
mjesto.
mjesto.
13:11
Thank you.
245
779800
1216
Hvala vam.
13:13
(Applause)
246
781040
6952
(Pljesak)
ABOUT THE SPEAKER
Jim Hemerling - Organizational change expertBCG's Jim Hemerling practices smart ways to deal with, and even grow from, the unavoidable and accelerating transformations taking place at work.
Why you should listen
Jim Hemerling is a Senior Partner and Managing Director in The Boston Consulting Group's People & Organization and Transformation Practices. He is a BCG Fellow with a focus on high-performance organization transformation. He also leads BCG's global Behavior & Culture topic.
Hemerling has published extensively on transformation, organization effectiveness and culture. He is co-editor of Transformation: Delivering and Sustaining Breakthrough Performance, a synthesis of BCG's latest thinking on transformation to be published in November 2016.
His previous book, Globality: Competing with Everyone from Everywhere for Everything, coauthored with Arindam Bhattacharya and Harold L. Sirkin, was chosen by The Economist for their Best Books of the Year in 2008. He has coauthored columns for Bloomberg and Businessweek and has been featured in Fortune, Manager magazine and on CNBC.
Hemerling holds a BASc and M. Eng degrees and an MBA with distinction. He is a member of the board of governors of Opportunity International.
Jim Hemerling | Speaker | TED.com