These companies with no CEO are thriving

Prevodilac: Milenka Okuka Lektor: Ivana Korom

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

Postoji trgovina u Bruklinu u Njujorku

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

sa prodajom po metru kvadratnom četiri puta većom od bilo koje druge prodavnice

in the area.

u toj oblasti.

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

U njoj radi 10 000 radnika, a nemaju izvršnog direktora.

This place is the Park Slope Food Co-op,

Ovo mesto je zadruga Park sloup fud,

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

i jedna je od tri miliona zadruga koje postoje širom sveta.

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

Zadruge čine veliki deo globalne ekonomije:

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

zapošljavaju 280 miliona ljudi, tj. 10% svetske radne snage,

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

a ekvivalent od preko dva biliona dolara cirkuliše kroz njih svake godine.

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

Kako je moguće da firma sa 10 000 radnika nema izvršnog direktora?

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

Kako bismo odgovorili, moramo da govorimo o tome šta su zadruge i zašto su osnovane.

Let’s rewind to 1844.

Premotajmo nazad do 1844.

A group of 28 weavers in Rochdale, England

Grupa od 28 tkalja u Ročdejlu u Engleskoj

came together to create and co-own a store.

se okupila kako bi osnovala i zajedno posedovala radnju.

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

Kupujući na veliko direktno od dobavljača, mogli su da pregovaraju o cenama,

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

što im je omogućilo da kupuju stvari koje inače ne bi mogli da priušte.

They ran the store collectively and democratically,

Upravljali su radnjom kolektivno i demokratski,

which was remarkable at the time.

što je bilo zadivljujuće u to vreme.

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

Ročdejlsko udruženje ravnopravnih pionira nije prva zadruga na svetu,

but it was the first to publicize its principles—

ali jeste bila prva koja je publikovala svoje principe -

principles that guide co-ops to this day.

principe kojima se do danas vode zadruge.

Today, there are all kinds of co-ops:

Danas imamo razne vrste zadruga:

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

REI u SAD-u i S-grupa u Finskoj su velike potrošačke zadruge.

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

Kreditne zadruge i društva za uzajamno osiguranje

su zadruge u finansijskom sektoru.

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

A kada se zemljoradnici i drugi proizvođači udruže

radi se o zadrugama proizvođača.

And then there are worker co-ops,

A potom imamo radničke zadruge,

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

poput Mondragona u Španiji ili Čizborda u Berkliju, Kaliforniji,

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

koje su osnovane kako bi omogućile poslove za ljude iz komšiluka.

Some consumer co-ops, like Park Slope,

Neke potrošačke zadruge, poput Park sloupa,

require their members to work shifts in the store.

zahtevaju od svojih članova da rade u smenama u radnjama.

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

U zamenu za njihov rad, članovi plaćaju 15 do 50 posto manje za namirnice

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

i utiču na to koji proizvodi se hoće - ili neće - prodavati tu.

Three crucial things to know about co-ops:

Tri ključne stvari koje treba znati o zadrugama:

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

prvo, sve zadruge su u zajedničkom vlasništvu svojih članova,

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

bilo da su ti članovi potrošači, proizvođači, radnici ili bilo ko.

Unlike traditional companies, which can have outside shareholders,

Nasuprot tradicionalnim firmama, koje mogu da imaju spoljne akcionare,

all owners of a co-op are also members.

svi vlasnici zadruge su takođe članovi.

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

Drugo, zadruge se ne osnivaju zarad uvećanja profita.

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

Mnoge uistinu zarađuju značajan profit, ali to nije njihova osnovna misija.

So evaluating a co-op purely by traditional business metrics

Stoga procena zadruge isključivo tradicionalnom poslovnom metrikom

ignores the most important reason for their existence:

ignoriše najvažniji razlog njenog postojanja:

how well do they serve their members?

koliko dobro služi svojim članovima?

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

I treće, zadrugama upravljaju demokratski njihovi članovi.

But how do decisions get made?

Međutim, kako se odluke donose?

It varies.

Nije svuda isto.

At a small worker co-op like The Cheeseboard,

U maloj radničkoj zadruzi poput Čizborda,

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

operativne odluke na dnevnom nivou prosto donose njihovi radnici.

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

Kako zadruge rastu, ustanovljavaju neki oblik rukovodstva ili menadžmenta.

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

Park sloup ima generalnog menadžera koji predvodi oko 80 radnika.

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

A najveća mreža radničkih i potrošačkih zadruga na svetu,

Mondragon, has a president and managers who lead

Mondragon, ima predsednika i menadžere koji predvode

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

otprilike 30 000 radnika-vlasnika i 50 000 radnika s ugovorom o delu.

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

Vodeće pozicije pak u zadruzi su veoma različite nego u tradicionalnoj firmi.

The leadership implements policies that its members or worker-owners

Rukovodstvo primenjuje propise na koje su njihovi članovi ili radnici-vlasnici

have agreed upon, by vote.

pristali glasanjem.

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

A u Mondragonu radnici mogu da glasaju da otpuste predsednika.

At a co-op, there’s no single person

U zadruzi ne postoji jedna osoba

with overarching, top-down power over everyone else,

sa sveobuhvatnom, hijerarhijskom moći nad svima ostalima,

like a CEO would have in a traditional company.

kao što je slučaj sa izvršnim direktorom u tradicionalnoj firmi.

Meanwhile, in both co-ops and traditional companies,

U međuvremenu, i u zadrugama i tradicionalnim firmama,

major company-wide decisions are made by voting.

važnije odluke na nivou firme se donose glasanjem.

But who votes and how is wildly different.

Međutim, ko glasa i kako se uveliko razlikuje.

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

U tradicionalnoj firmi, pravo glasa obično dolazi sa deonicama.

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

Što više deonica posedujete, više glasova imate.

Take Alphabet, the parent company of Google:

Uzmite Alfabet, majku-firmu Gugla:

there are thousands of shareholders,

ona ima na hiljade akcionara,

but the two founders control 51% of the votes

ali dva osnivača kontrolišu 51% glasova,

and therefore the direction of the company.

a samim tim i način poslovanja firme.

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

U zadruzi svaki član ima pravo glasa,

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

a u većini zadruga, svaki član dobija jedan glas.

That difference results in radically different policies

Ta razlika rezultira u radikalno različitim politikama

than you’d find at traditional companies.

nego što biste zatekli u tradicionalnim firmama.

For example, Mondragon limits the salaries of its management

Na primer, Mondragon ograničava zarade svog menadžmenta

to about 6 times what the lowest paid worker makes.

na vrednost od oko šest puta najniže zarade njenog radnika.

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

U Španiji, izvršni direktori tradicionalnih firmi u proseku zarađuju

143 times as much as a typical worker.

143 puta više od prosečnog radnika.

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

U Park sloupu se održava mesečni generalni sastanak

where any member can show up to vote,

na kom se bilo koji član može pojaviti i glasati,

and a motion needs a simple majority to pass.

a za odluku je potrebna prosta većina.

It then gets taken up by the Board of directors,

Nju potom preuzima bord direktora,

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

koji se sastoji od članova zadruge, radi zvanične potvrde.

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

U Čizbordu, radnici-vlasnici pokušavaju da postignu konsenzus za važnije odluke.

This means that some decisions can take a long time.

Ovo znači da je za neke odluke potrebno mnogo vremena.

For example, in the late 1970s,

Na primer, kasnih 1970-ih,

the workers debated whether to post a sign outside declaring

radnici su godinu ipo dana raspravljali da li da postave spoljni znak

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

koji obznanjuje da je Čizbord kolektiv.

But the extensive discussion, and disagreements,

Međutim, iscrpne rasprave i neslaganja

around that decision made it a solid one—

oko te odluke su je učinile čvrstom -

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

Čizbord i dalje reklamira činjenicu da je kolektiv

almost 50 years later.

skoro 50 godina kasnije.

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

A to nije jedino što dobro funkcioniše kod zadruga.

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

Studije iz Britanije pokazuju da startap zadruge imaju skoro dvostruko manje šanse

to close within five years as traditional businesses.

da se zatvore za pet godina u odnosu na tradicionalne firme.

And in one study, researchers polled 600 workers

A u jednoj studiji, istraživači su anketirali 600 radnika

at two in-home healthcare businesses:

u dva zdravstvena preduzeća za kućnu negu:

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

jedno je bilo radnička zadruga, a drugo tradicionalna firma.

The workers did similar work with similar salaries.

Radnici su radili sličan posao sa sličnim platama.

The biggest difference?

Najveća razlika?

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

Radnici u zadruzi su bili oko 40 posto srećniji na svojim poslovima.