TED@BCG Toronto
Martin Danoesastro: What are you willing to give up to change the way we work?
马丁·达诺萨斯特罗: 你愿意为改变工作方式而放弃什么？
Filmed:
Readability: 3.4
2,048,855 views
如何打造一个不同于以往根深蒂固的工作文化，而是快速，灵活，富有创造力的团队？对于转型专家马丁·达诺萨斯特罗来说，一切都是从一个问题开始：“你愿意放弃什么？”他分享了创新浪潮两边的公司的经验，告诉我们如何构建组织结构，使各级人员能够快速做出决策并对变化作出反应。
Martin Danoesastro - Transformation expert
BCG’s Martin Danoesastro supports organizations to change their ways of working at scale, enabling them to succeed in an increasingly digital world. Full bio
BCG’s Martin Danoesastro supports organizations to change their ways of working at scale, enabling them to succeed in an increasingly digital world. Full bio
Double-click the English transcript below to play the video.
00:12
Have you ever watched
a flock of birds work together?
a flock of birds work together?
0
787
4227
你看过一群鸟成群飞行吗？
00:18
Thousands of animals,
flying in perfect synchrony:
flying in perfect synchrony:
1
6490
4267
上千只动物，
以完美的协调性成群飞行，
以完美的协调性成群飞行，
00:24
Isn't it fascinating?
2
12142
1781
是不是很壮观呢？
00:27
What I find remarkable is that these birds
would not be able to do that
would not be able to do that
3
15200
5133
我觉得最令人惊叹的是：
若这些鸟只能跟着一位领袖，
若这些鸟只能跟着一位领袖，
00:32
if they all would have
to follow one leader.
to follow one leader.
4
20357
2982
那它们就无法如此成群飞行。
00:36
Their reaction speed
would simply be too low.
would simply be too low.
5
24185
2915
因为如此一来，它们的
反应速度就太慢了。
反应速度就太慢了。
00:40
Instead, scientists believe
that these birds are relying on
that these birds are relying on
6
28070
4524
相反，科学家们相信这些鸟遵循着
几个简单的原则，
00:44
a few simple rules,
7
32618
1803
00:47
allowing every single bird
to make autonomous decisions
to make autonomous decisions
8
35353
4692
这些原则让每一只鸟都可以自主决策，
00:52
while still flying in perfect synchrony.
9
40069
2281
同时以完美的协调性成群飞行。
00:55
Their alignment enables their autonomy,
10
43275
3704
共识让它们能够自主行动，
00:59
and their autonomy
makes them fast and flexible.
makes them fast and flexible.
11
47003
4165
而它们的自主又让
群体行动更快更灵活。
群体行动更快更灵活。
01:04
Now, what does this have to do
with any one of us?
with any one of us?
12
52309
3212
那这跟我们有什么关系呢？
01:09
Well, it's one way of illustrating what
I believe to be the most important change
I believe to be the most important change
13
57248
6146
事实上，这是诠释
在我看来当今的工作方式中
在我看来当今的工作方式中
01:15
that is needed in ways of working today.
14
63418
2896
最重要的改变的一种方法。
01:19
The world is getting faster
and more complex,
and more complex,
15
67123
3098
世界正在变得越来越快，越来越复杂，
01:22
so we need a new way of working,
16
70245
2353
所以我们需要新的工作方式，
01:24
a way that creates
alignment around purpose,
alignment around purpose,
17
72622
3750
以目的为核心达成共识，
01:28
that takes out bureaucracy
18
76396
1869
取代官僚体制，
01:30
and that truly empowers people
to make decisions faster.
to make decisions faster.
19
78289
4500
真正授权每个人更快地做出决策。
01:35
But the question is:
20
83591
1859
但问题是：
01:37
In order to get there,
21
85474
1443
为了达成这个目标，
01:40
what are we willing to give up?
22
88101
2043
我们愿意放弃什么？
01:44
A few years ago, I was working with a bank
23
92087
2910
几年前，我与一家银行合作，
01:47
that wanted to embark
on a digital transformation.
on a digital transformation.
24
95021
3297
他们想进行数字化的改革，
01:50
They wanted their offering to be simpler,
more intuitive, more relevant.
more intuitive, more relevant.
25
98342
4428
希望提供更简单、
更直观、更贴心的服务。
更直观、更贴心的服务。
01:55
Now, I'm not sure how many of you
have seen a bank from the inside,
have seen a bank from the inside,
26
103913
5141
我不确定多少人了解银行内部的流程，
02:01
so let me try to illustrate
what many traditional banks look like.
what many traditional banks look like.
27
109078
3816
让我试着形容一下
什么是传统的银行：
什么是传统的银行：
02:05
You see lots of people in suits
28
113857
3087
你能看到很多人穿着西装，
02:08
taking elevators to go
to their department,
to their department,
29
116968
3237
搭乘电梯抵达他们的部门，
02:12
marketers sitting with marketers,
engineers with engineers, etc.
engineers with engineers, etc.
30
120229
4233
营销人员坐在营销人旁边，
工程师坐在工程师旁边，依此类推。
工程师坐在工程师旁边，依此类推。
02:17
You see meetings with 20 people
31
125526
2310
你会看到二十个人的会议，
02:19
where nothing gets decided.
32
127860
2382
却没有做出任何决定。
02:22
Great ideas? They end up
in PowerPoint parking lots.
in PowerPoint parking lots.
33
130266
3765
即便有好的主意，
也会淹没在一堆幻灯片中。
也会淹没在一堆幻灯片中。
02:26
And there are endless handovers
between departments.
between departments.
34
134978
3868
各个部门之间的交接没完没了。
02:31
Getting anything done can take forever.
35
139658
3206
把事情搞定似乎遥遥无期。
02:35
So this bank knew
that in order to transform,
that in order to transform,
36
143988
3420
所以这家银行知道，想要改革，
02:39
they would have to improve
their time to market
their time to market
37
147432
2640
他们必须通过大幅改变工作方式
02:42
by drastically changing
their ways of working as well.
their ways of working as well.
38
150096
3928
来加速产品的上市时间，
02:46
But how?
39
154890
1151
但这该怎么做呢？
02:49
To get some inspiration, we decided
to go and have a look at companies
to go and have a look at companies
40
157071
3705
为了汲取一些灵感，
我们去拜访了那些看起来
我们去拜访了那些看起来
很有创意的公司，
02:52
that seem to be more innovative,
41
160800
1953
02:54
like Google, Netflix, Spotify, Zappos.
42
162777
3890
像是Google, Netflix, Spotify, Zappos。
02:59
And I remember how we were walking
the halls at one of these companies
the halls at one of these companies
43
167240
3599
我还记得在2014年的12月，
我和一个管理顾问，
我和一个管理顾问，
03:02
in December 2014,
44
170863
1991
以及一群银行家
03:04
a management consultant
and a team of bankers.
and a team of bankers.
45
172878
2808
穿过其中一家公司的大堂时的感受。
03:08
We felt like strangers in a strange land,
46
176337
2616
我们仿佛进入了一个奇异之地，
03:10
surrounded by beanbags and hoodies
47
178977
2124
被懒人沙发、卫衣、
03:13
and lots of smart, creative employees.
48
181125
2412
以及许多聪明，
有创造力的员工包围着。
有创造力的员工包围着。
03:16
So then we asked,
"How is your company organized?"
"How is your company organized?"
49
184262
2940
于是我们不禁问道：
“你们的公司是如何组建的？”
“你们的公司是如何组建的？”
03:19
And we expected to get an org chart.
50
187808
2186
我们预期会拿到一张组织结构表。
03:22
But instead, they used strange drawings
51
190018
3488
然而，他们画了一些奇怪的圆，
03:25
with funny names like "squads"
and "chapters" and "tribes"
and "chapters" and "tribes"
52
193530
3729
标着有趣的名称，像是“小队”、
“地方分会” 或是 “部落”，
“地方分会” 或是 “部落”，
03:29
to explain how they were organized.
53
197283
1752
以此来解释他们是如何运作的。
03:31
So then we tried to translate
that to our own world.
that to our own world.
54
199779
3715
我们试着把这些转译成自己的语言。
03:35
We asked, "How many people
are working for you?"
are working for you?"
55
203518
3410
我们接着问：“有多少人为你工作呢？”
03:39
"It depends."
56
207858
1651
“看情况。”
03:41
"Who do you report to?"
57
209533
1525
“你向谁报告呢？”
03:43
"It depends."
58
211970
1277
“看情况。”
03:45
"Who decides on your priorities?"
59
213940
2185
“谁决定你工作的优先顺序呢？”
“看情况。”
03:48
"It depends."
60
216919
1249
03:50
You can imagine our surprise.
61
218785
1788
你可以想象我们有多惊讶。
03:52
We were asking for what we thought
were some of the basic principles
were some of the basic principles
62
220597
3360
我们自认请教的是一些关于组建的
03:55
of organizations,
63
223981
1173
基本原则，
03:57
and their answer was, "It depends."
64
225178
2790
而他们的回答却是“看情况”。
04:01
Now, over the course of that day,
65
229404
1609
在那天之后，
04:03
we gained a better
understanding of their model.
understanding of their model.
66
231037
2511
我们对他们的工作模式
有了更深入的了解。
有了更深入的了解。
04:05
They believed in the power
of small, autonomous teams.
of small, autonomous teams.
67
233572
3918
他们相信精简而自主的
工作团队的力量。
工作团队的力量。
04:09
Their teams were like mini-start-ups.
68
237514
1925
他们的团队就像小型的创业公司。
04:11
They had product people
and IT engineers in the same team
and IT engineers in the same team
69
239463
3606
他们让产品部和工程师
在同一个团队里。
在同一个团队里。
04:15
so they could design, build
and test ideas with customers
and test ideas with customers
70
243093
3682
这样他们就能够跟顾客一起
设计、打造并测试想法，
设计、打造并测试想法，
04:18
independently of others in the company.
71
246799
2616
而无需依赖公司其他人。
04:21
They did not need handovers
between departments.
between departments.
72
249439
2602
他们不需要做部门之间的工作移交。
04:24
They had all the skills needed
right there in the team.
right there in the team.
73
252065
3413
他们所需要的人才就在团队里。
04:29
Now, at the end of that day,
we had a session
we had a session
74
257033
2862
在那天结束的时候，我们有一个环节，
04:31
to reflect on what we had learned.
75
259919
2008
回顾我们今天学到了什么。
04:34
And we had started to like their model,
76
262644
1905
我们开始欣赏他们的模式，
我们已经在思考如何
将某些想法用在银行业。
将某些想法用在银行业。
04:36
so we were already thinking of how
to apply some of these ideas to a bank.
to apply some of these ideas to a bank.
77
264573
4096
04:42
But then, one of the hosts,
a guy who had not said a word all day,
a guy who had not said a word all day,
78
270106
4166
这时候，接待方的一位
当天一直一言不发的人
当天一直一言不发的人
04:46
he suddenly said,
79
274296
1763
突然说：
04:48
"So I see you like our model.
80
276083
1952
“我看得出来，你们喜欢我们的模式，
04:50
But I have one question for you:
81
278059
1938
但我有一个问题问你们：
04:52
What are you willing to give up?"
82
280941
2068
你们愿意放弃什么呢？”
04:56
What were we willing to give up?
83
284989
1742
我们愿意放弃什么呢？
04:59
We did not have an answer immediately,
but we knew he was right.
but we knew he was right.
84
287627
3423
我们当下没有答案，
但我们知道他是对的。
但我们知道他是对的。
05:03
Change is not only about
embracing the new;
embracing the new;
85
291574
2794
改变不只是拥抱新的方法，
05:06
it's about giving up
on some of the old as well.
on some of the old as well.
86
294392
3254
同时也要放弃一些旧的做法。
05:11
Now, over the past five years,
87
299013
2065
过了五年之后，
05:13
I have worked with companies
all over the world
all over the world
88
301102
2425
我协助世界各地的公司
05:15
to change their ways of working.
89
303551
1611
改变他们的工作方式。
05:17
And clearly, every company
has their own skeptics
has their own skeptics
90
305658
3321
虽然每家公司都有他们自己的质疑，
05:21
about why this is not
going to work for them.
going to work for them.
91
309003
2873
觉得新方法对他们而言是行不通的：
05:24
"Our product is more complex,"
92
312581
1990
“我们的产品更复杂，”
05:26
or "They don't have
the legacy IT like we do,"
the legacy IT like we do,"
93
314595
3153
“他们不像我们有这么多老旧的系统，”
05:29
or "Regulators just won't allow this
in our industry."
in our industry."
94
317772
3384
或是“我们这个行业的监管者
不会允许我们这样做。”
不会允许我们这样做。”
05:34
But for this bank and also
for the other companies
for the other companies
95
322323
2810
但对于这家银行与其他
05:37
that I have worked with afterwards,
96
325157
1684
和我合作过的公司而言，
改变是可能的。
05:38
change was possible.
97
326865
2018
05:41
Within a year, we completely
blew up the old silos
blew up the old silos
98
329771
3629
一年之内，我们完全打破了以往
05:45
between marketing,
product, channels and IT.
product, channels and IT.
99
333424
2990
营销、产品、渠道和
信息技术部门间的孤立。
信息技术部门间的孤立。
05:48
Three thousand employees were reorganized
into 350 multidisciplinary teams.
into 350 multidisciplinary teams.
100
336438
6073
三千多名员工被重新组织成
三百五十多个专业合作团队。
三百五十多个专业合作团队。
05:55
So instead of product people
sitting just with product people
sitting just with product people
101
343241
3067
取代以往产品经理坐在一起、
05:58
and engineers with engineers,
102
346332
1885
工程师们坐在一起的模式，
06:00
a product person and an engineer
were now members of the same team.
were now members of the same team.
103
348241
4080
现在产品经理和工程师
隶属于一个团队。
隶属于一个团队。
你可能是团队里负责开立账户的一员
06:04
You could be a member of a team
responsible for account opening
responsible for account opening
104
352927
3121
06:08
or for the mobile banking app, etc.
105
356072
2485
或是负责移动银行应用软件，等等。
新组织架构正式运作的那天，
06:12
At the go-live date
of that new organization,
of that new organization,
106
360668
2333
06:15
some people were shaking hands
for the very first time,
for the very first time,
107
363691
3302
有些同事之间是第一次握手，
06:19
only to find out that they had been
sitting two minutes away from each other
sitting two minutes away from each other
108
367844
4262
同时发现彼此的座位之间
仅有两分钟的步行距离，
仅有两分钟的步行距离，
06:24
but they were sending each other emails
and status reports for the last 10 years.
and status reports for the last 10 years.
109
372130
4775
而在过去的十年中，他们可能仅仅
在给彼此发电子邮件和进度报告。
在给彼此发电子邮件和进度报告。
06:29
You would hear someone saying,
110
377815
1430
你可能听到有人说：
06:31
"Ah, so you're the guy that I
was always chasing for answers."
was always chasing for answers."
111
379269
3384
“原来你就是那位
我一直追着要答案的人。”
我一直追着要答案的人。”
06:34
(Laughter)
112
382677
1357
（笑声）
06:36
But now, they're having coffee
together every day.
together every day.
113
384058
3423
但现在他们每天都一起喝咖啡。
06:40
If the product guy has an idea,
he can just raise it
he can just raise it
114
388199
3031
如果产品经理有个想法，
可以直接提出来，
可以直接提出来，
06:43
to get input from the engineer
who is sitting right next to him.
who is sitting right next to him.
115
391254
3619
立刻就能获得坐在
他旁边的工程师的意见。
他旁边的工程师的意见。
06:47
They can decide to test
with customers immediately --
with customers immediately --
116
395722
3631
他们可以决定立刻进行顾客测试，
06:51
no handovers, no PowerPoints, no red tape,
117
399377
3573
不用移交、幻灯片或耗时的繁琐手续，
就能直接把事情搞定。
06:54
just getting stuff done.
118
402974
2075
06:58
Now, getting there is not easy.
119
406806
2124
要做到这样的程度并不容易。
07:01
And as it turns out,
120
409636
1614
我们发现
07:03
"What are you willing to give up?"
121
411274
1676
“你们愿意放弃什么？”
07:04
is exactly the right question to ask.
122
412974
2263
就是最核心的问题。
07:08
Autonomous decision-making
requires multidisciplinary teams.
requires multidisciplinary teams.
123
416761
4673
自主决策需要跨行业合作的团队。
07:13
Instead of decisions going
up and down the organization,
up and down the organization,
124
421458
3096
摒弃公司范围内繁琐迂回的决策过程，
07:16
we want the team to decide.
125
424578
1827
我们希望让团队自己做决定。
07:18
But to do so, we need all the skills
and expertise for that decision
and expertise for that decision
126
426429
4174
但要做到这一点，我们需要
团队拥有所有必需的
团队拥有所有必需的
07:22
in the team.
127
430627
1574
技能和专长。
07:24
And this brings difficult trade-offs.
128
432225
1949
随之而来的就是困难的取舍。
07:27
Can we physically co-locate our people
who are working in different buildings,
who are working in different buildings,
129
435077
3897
我们能重新整合大家工作的
07:30
different cities or even
different countries today?
different countries today?
130
438998
2482
不同的大楼，城市甚至国家吗？
07:33
Or should we invest
in better videoconferencing?
in better videoconferencing?
131
441504
2462
或者，我们应该投资
更好的视频会议工具吗？
更好的视频会议工具吗？
07:36
And how do we ensure consistency
in the way we do things
in the way we do things
132
444510
3633
我们如何确保不同团队行事的
07:40
across these teams?
133
448167
1301
一致性？
07:42
We still need some kind
of management matrix.
of management matrix.
134
450092
2628
我们仍需要一种管理体系。
07:46
Now, all these changes to structure
and process and procedure --
and process and procedure --
135
454487
5729
要实现所有这些组织架构、
过程和步骤的改变——
过程和步骤的改变——
07:52
they are not easy.
136
460240
1283
并不容易。
07:54
But in the end,
137
462515
1937
但最终，
07:56
I found that the most
difficult thing to change
difficult thing to change
138
464476
3330
我发现最难改变的
07:59
is our own behavior.
139
467830
1547
是我们自己的行为。
08:02
Let me try to illustrate.
140
470961
1433
让我试着解释一下：
如果我们希望团队更高效，更灵活，
更有创意，就像是一个小型的创业团队，
更有创意，就像是一个小型的创业团队，
08:05
If we want these teams to be fast,
flexible, creative, like a mini-start-up,
flexible, creative, like a mini-start-up,
141
473216
4303
那他们必须被授权，能够自主决策。
08:09
they have to be empowered and autonomous.
142
477543
3013
08:13
But this means we cannot have leaders
commanding their people what to do,
commanding their people what to do,
143
481321
4119
这代表我们不能有主管不停
来下指令告诉别人：做什么，
来下指令告诉别人：做什么，
08:17
when to do, how to do.
144
485464
1826
何时做，怎么做。
08:19
No micromanagers.
145
487314
1467
无需微观管理者（控制狂）。
08:21
But it also means that each employee
needs to become a leader,
needs to become a leader,
146
489749
4821
这也代表每个员工都需要成为领导者，
08:26
regardless of their formal title.
147
494594
2152
无论他们在工作中的正式职称是什么。
08:28
It's about all of us stepping up
to take initiative.
to take initiative.
148
496770
3836
这是让我们每个人都
往前站一步，采取主动性。
往前站一步，采取主动性。
08:34
Now obviously, we also cannot afford
149
502208
2907
当然，我们无法承受
08:37
to have all these teams
running in different directions,
running in different directions,
150
505139
3094
所有团队都朝向不同的方向前进，
08:40
because that would
certainly lead to chaos.
certainly lead to chaos.
151
508257
2836
因为这肯定会带来混乱。
08:43
So we need alignment and autonomy
at the same time,
at the same time,
152
511704
4778
所以我们需要同时实现共识和自主，
08:48
just like a flock of birds.
153
516506
1687
就像一群鸟一样。
08:51
In an organizational setting,
154
519594
2277
在一个组织环境里，
08:53
this requires new behaviors,
155
521895
1770
我们需要新的行为方法，
08:55
and with each new behavior,
156
523689
2106
每个新行为的诞生
08:57
there is giving up
on something old as well.
on something old as well.
157
525819
2821
也意味着一些旧的方法要被舍弃。
09:01
Leaders have to make sure
that everyone in the organization
that everyone in the organization
158
529751
4002
领导者必须确认组织里的每一个人
09:05
is aligned around
the overall purpose -- the why --
the overall purpose -- the why --
159
533777
3168
有一致的整体目标——即为什么——
09:08
and the overall priorities -- the what.
160
536969
2288
有在整体上一致的优先顺序——即做什么。
09:11
But then they have to let go
and trust their teams
and trust their teams
161
539281
3808
然后他们应该放手，相信团队
09:15
to make the right decisions
on how to get there.
on how to get there.
162
543113
3098
将做出对的决策来达到目的。
09:19
Now, creating alignment requires
open and transparent communication.
open and transparent communication.
163
547633
5335
达成共识需要开放且透明的沟通。
09:24
But you know how they say
that information is a source of power?
that information is a source of power?
164
552992
3225
大家常说信息就是力量，
09:29
Well, for some managers,
165
557189
1720
但对于一些管理者来说，
09:30
sharing information may feel as if
they're giving up that source of power.
they're giving up that source of power.
166
558933
4501
分享信息就如同放弃自己的权力。
09:36
And it's not just managers.
167
564237
2051
这不仅限于管理者。
09:38
The teams need to communicate
openly and transparently as well.
openly and transparently as well.
168
566312
3545
团队亦需要开放且透明的沟通。
09:42
In these companies, the teams
typically work in short sprints,
typically work in short sprints,
169
570315
3661
在这些公司，团队常常采取
短时间密集工作的方式。
短时间密集工作的方式。
09:46
and at the end of every sprint,
they organize a demo session
they organize a demo session
170
574000
3229
每一次项目的尾声，
他们都会组织一次演示活动，
他们都会组织一次演示活动，
09:49
to share the output
of what they've done, transparently.
of what they've done, transparently.
171
577253
3120
公开透明的分享他们的劳动成果。
09:53
And every day,
172
581587
1650
每天，
09:55
each member of the team gives an update
173
583261
2255
每个团队成员都会更新
09:57
of what they are working on individually.
174
585540
2364
他们各自的工作状况。
10:01
Now, all this transparency
can be uncomfortable for people,
can be uncomfortable for people,
175
589225
4767
这样的透明度可能会
让一些人觉得不自在，
让一些人觉得不自在，
10:06
because suddenly, there is
no place to hide anymore.
no place to hide anymore.
176
594016
3959
因为突然之间，一切都变得无处可藏了。
10:09
Everything we do
is transparent for everyone.
is transparent for everyone.
177
597999
3569
我们做的所有事情
对他人来说都是透明的。
对他人来说都是透明的。
10:14
So, alignment is not easy,
178
602867
2205
所以达成共识并不容易，
10:17
and providing autonomy
is not so obvious, either.
is not so obvious, either.
179
605096
3143
赋予自主权也不是一蹴而就的。
10:21
One executive at another company
180
609157
1970
另一个公司的主管
10:23
likes to explain how he used to be
a master of milestone-tracking.
a master of milestone-tracking.
181
611151
4515
曾以“进度管理专家”自诩；
10:28
Now, today, to know how things are going,
182
616238
3877
而现在要想掌握情况，
10:32
instead of looking at status reports,
183
620139
2066
他不再看进度报告，
10:34
he needs to walk down to the team floors
to attend one of their sessions.
to attend one of their sessions.
184
622229
4347
他必须走进每一个团队，
参加他们的会议。
参加他们的会议。
10:38
And instead of telling people what to do,
185
626600
2072
不再是告诉别人该怎么做，
10:40
he looks for ways to help them.
186
628696
1763
而是寻找帮助团队的方式。
10:43
That is radical change
187
631000
1770
对于自诩是
10:44
for someone who used to be
a master of milestone-tracking.
a master of milestone-tracking.
188
632794
3602
“进度管理专家”的人来说，
这是一个巨大的改变。
这是一个巨大的改变。
10:49
But in the old world, this executive said,
189
637777
2561
这位主管说：
“在过去的思维里，
“在过去的思维里，
10:52
"I only had the illusion of control.
190
640362
2541
我只拥有控制权的假象。
10:54
In reality, many projects would run
over time and over budget, anyway.
over time and over budget, anyway.
191
642927
5549
实际上很多项目仍会拖延，超出预算；
11:00
Now I have much more transparency,
192
648500
2242
现在，我拥有更高的透明度。
11:02
and I can course-correct
much earlier if needed."
much earlier if needed."
193
650766
3350
必要的话，我可以及早修正事态发展。”
11:07
And middle managers
need to change as well.
need to change as well.
194
655228
2499
中层管理者也必须做出改变。
11:10
First of all, without the handovers
and the PowerPoint,
and the PowerPoint,
195
658201
3066
首先，没有工作移交与幻灯片演示，
11:13
there's less of a need
for middle managers.
for middle managers.
196
661291
2548
将需要更少的中层管理者。
11:15
And in the old world, there was
this idea of thinkers and doers.
this idea of thinkers and doers.
197
663863
3865
在旧的思维里，
区分了“思考者”与“执行者”，
区分了“思考者”与“执行者”，
11:19
Employees would just follow orders.
198
667752
2188
员工只负责执行命令。
11:22
But now, instead of only
managing other people,
managing other people,
199
670554
3810
但现在，除了单纯管理员工，
中层管理者更被期待扮演
教练兼球员的角色。
教练兼球员的角色。
11:26
middle managers were expected
to become player-coaches.
to become player-coaches.
200
674388
3382
11:30
So imagine, for the last 10 years,
201
678408
2940
想象一下：过去十年，
11:33
you have just been telling
other people what to do,
other people what to do,
202
681372
2763
你只需要告诉别人做什么，
11:36
but now you're expected
to do things yourself again.
to do things yourself again.
203
684159
2799
但现在你被期待更亲力亲为。
11:40
Clearly, this model is not for everyone,
204
688554
1977
虽然这样的模式并不是
所有人都能接受，
所有人都能接受，
11:42
and some great people leave the company.
205
690555
2529
一些人才也因此离开了公司。
11:45
But the result is a new culture
206
693609
1898
但结果是新的职场文化——
11:47
with less hierarchy.
207
695531
1454
降低了官僚色彩。
11:50
And all of this is hard work.
208
698813
2303
这些成果来之不易，
11:54
But it's worth it.
209
702272
1534
但这很值得。
11:55
The companies that I worked with,
210
703830
1830
我合作的那些公司，
11:57
they were used to deploying
new product features a few times per year.
new product features a few times per year.
211
705684
4299
以往他们一年只能对产品的
新功能进行有限几次的部署，
新功能进行有限几次的部署，
12:02
Now they have releases every few weeks,
212
710007
2999
而现在，他们每隔几周
就会更新产品功能；
就会更新产品功能；
12:05
and without the handovers
and the red tape,
and the red tape,
213
713030
2459
无需工作移交、耗时的繁琐手续，
12:07
the whole organization
becomes more efficient.
becomes more efficient.
214
715513
2759
整个工作组都变得更高效。
12:10
And finally, if you walk the halls
of these companies today,
of these companies today,
215
718296
3630
最后，若你走进这些公司的大厅，
12:13
you just feel a new energy.
216
721950
2192
你能感到一股新的力量。
12:16
It feels as if you're walking
the halls of a very large start-up.
the halls of a very large start-up.
217
724166
4044
就像走在一个非常大型的创业公司里。
12:21
Now, to be fair, these companies,
they cannot claim victory yet.
they cannot claim victory yet.
218
729448
3882
平心而论，这些公司
还不能自称已经成功。
还不能自称已经成功。
12:25
But at least with this new model,
219
733931
2101
但至少在这样新的模式下，
12:28
they are much better prepared
to respond to change.
to respond to change.
220
736056
3559
他们能够更好的应对改变。
12:33
The world is getting faster
and more complex,
and more complex,
221
741209
3112
世界正在经历着越来越快，
越来越复杂的改变，
越来越复杂的改变，
12:36
so we need to reboot our way of working.
222
744345
2257
我们必须重新调整工作的方式。
12:39
And the hardest part of that change
is not in structure
is not in structure
223
747382
3396
而其中最难的不是改变架构、
12:42
or process or procedure,
224
750802
2625
过程或步骤，
12:45
and it's also not just
senior executives taking charge.
senior executives taking charge.
225
753451
3268
也不仅是让资深管理者承担责任。
12:49
Leaders will be all of those
in the organization
in the organization
226
757394
2769
那些拥抱改变的人，
就是组织里的领导者。
就是组织里的领导者。
12:52
who embrace the change.
227
760187
1617
12:54
We all have to lead the change.
228
762200
2295
我们必须一同领导变革。
12:57
So the question is:
229
765732
1445
所以问题是：
13:00
What are you willing to give up?
230
768030
2275
你愿意放弃什么？
13:03
Thank you.
231
771503
1172
谢谢大家。
（掌声）
13:04
(Applause)
232
772699
3689
Translated by Heze Ma
ABOUT THE SPEAKER
Martin Danoesastro - Transformation expertBCG’s Martin Danoesastro supports organizations to change their ways of working at scale, enabling them to succeed in an increasingly digital world.
Why you should listen
Martin Danoesastro supports organizations all over the world to come to a better way of working -- a way that creates alignment around purpose, takes out bureaucracy and empowers people to make decisions faster. He helps large, traditional organizations learn from digital innovators and replace their old departmental silos with organizations built around small, empowered, persistent, multi-disciplinary teams.
Danoesastro is a senior partner and managing director of The Boston Consulting Group, based in the firm's Amsterdam office. He leads DigitalBCG in Western Europe, Africa and South America. He holds an MBA from Kellogg School of Management and an MSc in Applied Physics from Delft University of Technology.
Martin Danoesastro | Speaker | TED.com