These companies with no CEO are thriving

Translator: Hui Bin Go

There's a grocery store in Brooklyn, New York,

Ada satu kedai runcit di Brooklyn, New York,

with sales per square foot 4 times as high as any other grocery store

jumlah jualan per kaki segi ialah 4 kali kedai lain

in the area.

di kawasan itu.

10,000 people work there, and it doesn’t have a CEO.

Mempunyai 10,000 orang pekerja, dan tiada CEO.

This place is the Park Slope Food Co-op,

Tempat ini ialah Park Slope Food Co-op,

and it’s one of 3 million cooperatives, or co-ops for short, around the world.

dan ia adalah antara 3 juta buah koperasi, atau co-ops secara ringkasan, di dunia.

Co-ops are a big part of the global economy:

Co-ops adalah satu bahagian besar ekonomi global;

they employ 280 million people— 10% of the world’s workforce

mereka mangambil 280 juta pekerja- 10% tenaga kerja dunia

and the equivalent of over $2 trillion flow through their doors every year.

dan bersamaan lebih $2 trilion mengalir melalui pintu mereka setiap tahun.

How is it possible that a business with 10,000 workers doesn’t have a CEO?

Bagaimana ini berlaku bisnes dengan 10,000 pekerja tidak mempunyai CEO?

To answer that, we have to talk about what a co-op is and why they were founded.

Untuk jawapannya, kita harus bincang apa co-op dan kenapa ia wujud.

Let’s rewind to 1844.

Mari kita kembali ke 1844.

A group of 28 weavers in Rochdale, England

Sekumpulan 28 penenun di Rochdale, England

came together to create and co-own a store.

bersama-sama mencipta dan milik sebuah kedai.

By buying in bulk directly from suppliers, they could negotiate prices,

Dengan beli secara pukal dari pembekal, mereka boleh merunding harga,

which allowed all of them to buy stuff they couldn't otherwise afford.

ini bolehkan mereka membeli barangan yang mereka tidak mampu.

They ran the store collectively and democratically,

Mereka menguruskan kedai secara kolektif dan demokrasi,

which was remarkable at the time.

ini agak mengkagumkan pada masa itu.

The Rochdale Society of Equitable Pioneers wasn't the world's first co-op,

The Rochdale Society of Equitable Pioneers bukanlah co-op pertama di dunia,

but it was the first to publicize its principles—

tetapi merupakan yang pertama mengumumkan prinsipnya-

principles that guide co-ops to this day.

prinsip ini membimbing co-ops hingga kini.

Today, there are all kinds of co-ops:

Hari ini, terdapat banyak jenis co-ops;

REI in the US and S-Group in Finland are large consumer co-ops.

REI di AS dan S-Group di Finland adalah co-ops pengguna yang besar.

Credit unions and mutual insurance companies are financial sector co-ops.

Kesatuan kredit dan syarikat insurans mutual ialah co-ops sektor kewangan.

And when farmers or other producers come together, that's a producer co-op.

Dan apabila petani atau pengeluar lain pakat bersama, wujud co-op pengeluar.

And then there are worker co-ops,

Dan juga terdapat co-ops pekerja,

like Mondragon in Spain or The Cheeseboard in Berkeley, California,

seperti Mondragon di Sepanyol atau The Cheeseboard di Berkeley, California,

which are founded to provide jobs to people in the community.

yang diwujudkan untuk memberi kerja kepada penduduk komuniti.

Some consumer co-ops, like Park Slope,

Co-ops pengguna, seperti Park Slope,

require their members to work shifts in the store.

meminta ahli mereka bekerja syif dalam kedai.

In exchange for their work, members pay 15 to 50% less for groceries,

Sebagai pertukaran, ahli bayar 15 ke 50% kurang untuk barangan runcit,

and they influence what products are— or aren’t— sold there.

dan mereka mempengaruhi apa barang dijual atau tidak dijual di situ.

Three crucial things to know about co-ops:

Tiga perkara penting mengenai co-ops:

first, all co-ops are jointly owned by their members,

pertama, semua co-ops dimiliki bersama oleh ahli-ahlinya

whether those members are consumers, producers, workers, or whoever.

samada mereka pengguna, pengeluar, pekerja atau sesiapa saja.

Unlike traditional companies, which can have outside shareholders,

Berbeza dari syarikat tradisional, yang mempunyai pemegang saham luar,

all owners of a co-op are also members.

semua pemilik co-ops adalah ahli.

Second, co-ops are not founded to maximize profit.

Kedua, co-ops bukan bertujuan untuk mendapat untung maksimum.

Many do turn a significant profit, but that’s not their core mission.

Banyak yang dapat untung besar tetapi ini bukan misi utama mereka.

So evaluating a co-op purely by traditional business metrics

Oleh itu, menilai co-op melalui metriks tradisional semata-mata

ignores the most important reason for their existence:

mengabaikan sebab paling utama kewujudan mereka:

how well do they serve their members?

sebaik mana mereka melayani ahli mereka?

And third: co-ops are controlled democratically by their members.

Ketiga: co-op dikuasai secara demokratik oleh ahlinya.

But how do decisions get made?

Bagaimana segala keputusan dibuat?

It varies.

Ia adalah berbeza.

At a small worker co-op like The Cheeseboard,

Di co-op pekerja kecil seperti The Cheeseboard,

day-to-day operational decisions are just made by the workers.

keputusan operasi harian hanya dibuat oleh pekerja.

As co-ops get larger, they do institute some form of leadership or management.

Apabila co-ops jadi lebih besar, mereka akan wujudkan kepimpinan atau pengurusan.

Park Slope has a general manager who leads the 80 or so employees.

Park Slope mempunyai seorang pengurus besar bagi pimpin lebih kurang 80 pekerja.

And the largest network of worker and consumer co-ops in the world,

Rangkaian co-ops pekerja dan pengguna terbesar di dunia,

Mondragon, has a president and managers who lead

Mondragon, ada seorang presiden dan pengurus-pengurus

the roughly 30,000 worker-owners and 50,000 contract workers.

untuk pimpin 30,000 pekerja-pemilik dan 50,000 pekerja kontrak.

But leadership roles in a co-op are very different than in a traditional company.

Namun, peranan pemimpin di co-ops adalah amat berbeza daripada syarikat tradisional

The leadership implements policies that its members or worker-owners

Pemimpin laksanakan polisi yang dipersetujui ahli atau pekerja-pemilik

have agreed upon, by vote.

melalui pengundian.

And at Mondragon workers, can vote to fire the president.

Di Mandrogon, pekerja boleh undi untuk memecat presiden.

At a co-op, there’s no single person

Di co-ops, tiada seorang pun

with overarching, top-down power over everyone else,

ada kuasa menyeluruh dari atas ke bawah ke atas semua orang,

like a CEO would have in a traditional company.

seperti kuasa seorang CEO dalam syarikat tradisional.

Meanwhile, in both co-ops and traditional companies,

Sementara itu, co-ops dan syarikat tradisional,

major company-wide decisions are made by voting.

kedua-dua buat keputusan penting melalui undi.

But who votes and how is wildly different.

Tetapi siapa dan cara undi sangat berbeza.

In a traditional company, voting rights usually come with shares of stock.

Di syarikat tradisional, hak undi bergantung kepada jumlah saham.

The more shares you own, the more votes you have.

Semakin banyak saham, semakin banyak undi anda.

Take Alphabet, the parent company of Google:

Misalnya Alphabet, syarikat induk Google:

there are thousands of shareholders,

terdapat beribu pemegang saham,

but the two founders control 51% of the votes

namun dua pengasas syarikat menguasai 51% undi

and therefore the direction of the company.

dan menguasai arah tujuan syarikat itu.

In a co-op, every member has the right to vote,

Di co-op setiap ahli mempunyai hak mengundi,

and in most co-ops, every member gets one vote.

kebanyakan co-ops, setiap ahli ada satu undi.

That difference results in radically different policies

Perbezaan ini menghasilkan dasar yang sangat berbeza

than you’d find at traditional companies.

dari syarikat tradisional.

For example, Mondragon limits the salaries of its management

Misalnya, Mondragon menghadkan jumlah gaji pihak pengurusan

to about 6 times what the lowest paid worker makes.

ke 6 kali gaji terendah para pekerja.

In Spain, CEOs of traditional companies make, on average,

Di Sepanyol, CEO syarikat tradisional secara purata, menerima gaji

143 times as much as a typical worker.

143 kali daripada gaji pekerja biasa.

At Park Slope, there’s a monthly general meeting,

Di Park Slope, terdapat mesyuarat agung bulanan,

where any member can show up to vote,

setiap ahli boleh hadir untuk undi,

and a motion needs a simple majority to pass.

dan usul perlukan majoriti mudah untuk diluluskan.

It then gets taken up by the Board of directors,

Kemudian dipertimbangkan oleh Lembaga Pengarah,

which is composed of co-op members, for official approval.

yang terdiri daripada ahli co-op, untuk lulusan rasmi.

At The Cheeseboard, the worker-owners try to reach consensus on major decisions.

Di The Cheeseboard, pekerja-pemilik cuba capai persetujuan keputusan majoriti.

This means that some decisions can take a long time.

Maksudnya sesetengah keputusan akan ambil masa yang panjang.

For example, in the late 1970s,

Misalnya, pada akhir 1970-an,

the workers debated whether to post a sign outside declaring

pekerja berdebat untuk meletakkan tanda di luar bagi memaklumkan

that The Cheeseboard was a collective for one and a half years.

The Cheeseboard adalah kolektif untuk satu setengah tahun.

But the extensive discussion, and disagreements,

Namun perbincangan meluas dan perselisihan faham

around that decision made it a solid one—

keputusan ini jadikan ia keputusan kukuh-

The Cheeseboard still advertises the fact that it’s a collective

The Cheeseboard masih mengiklankan fakta yang ia adalah kolektif

almost 50 years later.

untuk 50 tahun seterusnya.

And that’s not all that’s working well at co-ops.

Bukan itu saja kebaikan co-ops.

Studies in the UK show that co-op start-ups are almost half as likely

Kajian di UK menunjukkan jumlah co-op adalah separuh dari jumlah syarikat

to close within five years as traditional businesses.

tradisional yang mungkin ditutup selepas lima tahun beroperasi.

And in one study, researchers polled 600 workers

Dalam satu kajian, pengkaji meninjau 600 pekerja

at two in-home healthcare businesses:

dari 2 buah syarikat kesihatan di rumah;

one was a worker co-op and the other was a traditional company.

satu ialah co-op pekerja dan satu lagi ialah syarikat tradisional.

The workers did similar work with similar salaries.

Pekerja lakukan kerja dan terima gaji yang hampir sama.

The biggest difference?

Perbezaan terbesar?

Co-op workers were about 40% happier with their jobs.

Pekerja co-op adalah 40% lebih bahagia dengan kerja mereka.