Linda Hill: How to manage for collective creativity

Prevoditelj: Igor Pureta Recezent: Ivan Stamenković

I have a confession to make.

Imam priznanje za izreći.

I'm a business professor

Profesor sam poslovanja

whose ambition has been to help people learn to lead.

čija je ambicija pomoći ljudima da nauče voditi.

But recently, I've discovered

No, nedavno sam otkrila

that what many of us think of as great leadership

da mnogi od nas misle da sjajno rukovodstvo

does not work when it comes to leading innovation.

ne funkcionira kada je riječ o vođenju inovativnosti.

I'm an ethnographer.

Ja sam etnografkinja.

I use the methods of anthropology

Koristim metode antropologije

to understand the questions in which I'm interested.

kako bih razumjela pitanja koja me zanimaju.

So along with three co-conspirators,

Zajedno s tri suučesnika

I spent nearly a decade observing up close and personal

provela sam gotovo desetljeće promatrajući izbliza i osobno

exceptional leaders of innovation.

izvanredne voditelje inovativnosti.

We studied 16 men and women,

Proučavali smo 16 muškaraca i žena,

located in seven countries across the globe,

u sedam zemalja diljem planeta,

working in 12 different industries.

koji su radili u 12 različitih industrija.

In total, we spent hundreds of hours on the ground,

Sveukupno, potrošili smo stotine sati na terenu,

on-site, watching these leaders in action.

gledajući vođe na djelu.

We ended up with pages and pages and pages of field notes

Imali smo stranice i stranice zapisa s terena

that we analyzed and looked for patterns in what our leaders did.

koje smo analizirali i tražili uzorke u onome što su naši vođe radili.

The bottom line?

Rezultat toga?

If we want to build organizations that can innovate time and again,

Ako želimo izgraditi organizacije koje mogu inovirati iznova i iznova,

we must unlearn our conventional notions of leadership.

moramo zaboraviti konvencionalne strukture rukovodstva.

Leading innovation is not about creating a vision,

Voditi inovacije ne znači stvarati viziju,

and inspiring others to execute it.

i inspirirati druge da ju izvrše.

But what do we mean by innovation?

No, što ustvari smatramo inovacijom?

An innovation is anything that is both new and useful.

Inovacija je bilo što i novo i korisno.

It can be a product or service.

Može biti proizvod ili usluga.

It can be a process or a way of organizing.

Može biti proces ili način organizacije.

It can be incremental, or it can be breakthrough.

Može biti postupna ili probitačna.

We have a pretty inclusive definition.

Imamo poprilično uključivu definiciju.

How many of you recognize this man?

Koliko vas prepoznaje ovog čovjeka?

Put your hands up.

Dignite ruke.

Keep your hands up, if you know who this is.

Ostavite ruke u zraku ako znate tko je ovo.

How about these familiar faces?

A ova poznata lica?

(Laughter)

(Smijeh)

From your show of hands,

Prema vašim rukama

it looks like many of you have seen a Pixar movie,

se čini kako vas je mnogo gledalo Pixarov film,

but very few of you recognized Ed Catmull,

no malo vas prepoznaje Eda Catmulla,

the founder and CEO of Pixar --

osnivača i CEO Pixara --

one of the companies I had the privilege of studying.

jednog od poduzeća koje sam imala privilegiju proučavati.

My first visit to Pixar was in 2005,

Moj prvi posjet Pixaru je bio 2005.

when they were working on "Ratatouille,"

kada su radili na "Ratatouille",

that provocative movie about a rat becoming a master chef.

provokativnom filmu o štakoru koju postaje vrhunski kuhar.

Computer-generated movies are really mainstream today,

Računalno generirani filmovi su stvarno popularni danas,

but it took Ed and his colleagues nearly 20 years

no Edu i njegovim kolegama je trebalo gotovo 20 godina

to create the first full-length C.G. movie.

da stvore prvi dugometražni računalno animirani film.

In the 20 years hence, they've produced 14 movies.

U 20 godina otada, producirali su 14 filmova.

I was recently at Pixar, and I'm here to tell you

Nedavno sam bila u Pixaru i moram vam reći

that number 15 is sure to be a winner.

da će broj 15 biti sigurni pobjednik.

When many of us think about innovation, though,

Kada mnogi od nas razmišljaju o inovaciji,

we think about an Einstein having an 'Aha!' moment.

mislimo o Einsteinu kako ima "Aha!" trenutak.

But we all know that's a myth.

No svi znamo da je to mit.

Innovation is not about solo genius,

Inovacija se ne vrti oko solo genijalca,

it's about collective genius.

radi se o kolektivnom geniju.

Let's think for a minute about what it takes to make a Pixar movie:

Razmislimo na trenutak što znači raditi Pixarov film:

No solo genius, no flash of inspiration produces one of those movies.

Niti pojedinačni genij, niti bljesak inspiracije ne produciraju filmove.

On the contrary, it takes about 250 people four to five years,

Naprotiv, 250 ljudi treba 4-5 godina

to make one of those movies.

da završe jedan film.

To help us understand the process,

Da bismo bolje razumjeli proces,

an individual in the studio drew a version of this picture.

pojedinac je u studiju nacrtao verziju ove slike.

He did so reluctantly,

Napravio je to nevoljko,

because it suggested that the process was a neat series of steps

jer je pokazivalo da je taj proces uredan slijed koraka

done by discrete groups.

napravljen od zasebnih grupa.

Even with all those arrows, he thought it failed to really tell you

Čak i sa svim strelicama, mislio je da ne pokazuje dosljedno

just how iterative, interrelated and, frankly, messy their process was.

koliko je zapravo učestao, međusobno povezan, i iskreno, neuredan taj proces.

Throughout the making of a movie at Pixar, the story evolves.

Tijekom stvaranja filma u Pixaru, priča se razvija.

So think about it.

Razmislite o tome.

Some shots go through quickly.

Neke se stvari rješavaju brzo.

They don't all go through in order.

No, ne idu sve baš po redu.

It depends on how vexing the challenges are

Ovisi koliko je zbunjujuć izazov

that they come up with when they are working on a particular scene.

s kojim se susreću dok rade na jednoj sceni.

So if you think about that scene in "Up"

Ako razmislite o toj sceni u "Nebesima"

where the boy hands the piece of chocolate to the bird,

gdje dječak daje dio čokolade ptici,

that 10 seconds took one animator almost six months to perfect.

trebalo je jednom animatoru 6 mjeseci da usavrši tih 10 sekundi.

The other thing about a Pixar movie

Druga stvar kod Pixarovih filmova

is that no part of the movie is considered finished

je da se nijedan dio filma ne smatra gotovim

until the entire movie wraps.

dok nije gotov cijeli film.

Partway through one production, an animator drew a character

Usred jedne produkcije, animator je nacrtao lik

with an arched eyebrow that suggested a mischievous side.

s uzdignutom obrvom koja implicira nestašnu stranu.

When the director saw that drawing, he thought it was great.

Kada je redatelj vidio crtež, mislio je da je odličan.

It was beautiful, but he said,

Bio je divan, no rekao je:

"You've got to lose it; it doesn't fit the character."

"Moraš se toga riješiti, ne pristaje osobnosti lika."

Two weeks later, the director came back and said,

Dva tjedna kasnije, redatelj se vratio i rekao:

"Let's put in those few seconds of film."

"Stavimo ipak tih par sekundi filma."

Because that animator was allowed to share

Iz razloga što je animator smio podijeliti

what we referred to as his slice of genius,

ono o čemu pričamo kao osobnom dijelu genija,

he was able to help that director reconceive the character

bio je u mogućnosti pomoći redatelju da iznova smisli taj lik

in a subtle but important way that really improved the story.

na suptilan, no važan način koji je stvarno poboljšao priču.

What we know is, at the heart of innovation is a paradox.

Ono što znamo, je da je u srcu inovacije zapravo paradoks.

You have to unleash the talents and passions of many people

Morate osloboditi talente i strasti mnogo ljudi

and you have to harness them into a work that is actually useful.

i morate ih upregnuti u rad koji im je zapravo koristan.

Innovation is a journey.

Inovacija je pustolovina.

It's a type of collaborative problem solving,

Ona je vrsta suradničkog rješavanja problema,

usually among people who have different expertise

obično među ljudima koji imaju drugačiju ekspertizu

and different points of view.

i drugačija stajališta.

Innovations rarely get created full-blown.

Inovacije su rijetko stvorene odjednom.

As many of you know,

Kao što mnogi znaju,

they're the result, usually, of trial and error.

one su obično rezultat pokušaja i pogreške.

Lots of false starts, missteps and mistakes.

Mnogo pogrešnih početaka, pogrešnih koraka i samih pogrešaka.

Innovative work can be very exhilarating,

Inovativan posao može biti vrlo stimulirajuć

but it also can be really downright scary.

no može isto tako biti i zastrašujuć.

So when we look at why it is that Pixar is able to do what it does,

Kada pogledamo zašto Pixar može napraviti to što i radi,

we have to ask ourselves, what's going on here?

moramo se zapitati što se tamo događa.

For sure, history and certainly Hollywood,

Povijest i sam Hollywood

is full of star-studded teams that have failed.

su puni zvjezdanih timova koji nisu uspjeli.

Most of those failures are attributed

Većina tih neuspjeha su izazvani

to too many stars or too many cooks, if you will, in the kitchen.

prevelikim brojem zvijezda ili, ako želite, previše babica - kilavo dijete.

So why is it that Pixar, with all of its cooks,

Zašto onda Pixar, sa svojih previše babica

is able to be so successful time and time again?

može uvijek iznova biti toliko uspješan?

When we studied an Islamic Bank in Dubai,

Kada smo proučavali Islamsku banku u Dubaiju,

or a luxury brand in Korea, or a social enterprise in Africa,

ili luksuzni brend u Koreji, ili društveno poduzeće u Africi,

we found that innovative organizations

uvidjeli smo da su inovativne organizacije

are communities that have three capabilities:

zajednice koje imaju tri sposobnosti:

creative abrasion, creative agility and creative resolution.

kreativnu abraziju, kreativnu agilnost i kreativno odlučivanje.

Creative abrasion is about being able to create a marketplace of ideas

Kreativna abrazija je mogućnost stvaranja tržišta ideja

through debate and discourse.

kroz debate i diskurse.

In innovative organizations, they amplify differences,

U inovativnim organizacijama naglašavaju različitosti,

they don't minimize them.

ne umanjuju ih.

Creative abrasion is not about brainstorming,

Kreativna abrazija nije struja misli,

where people suspend their judgment.

gdje ljudi odbacuju svoj sud.

No, they know how to have very heated but constructive arguments

Ne, znaju kako imati užarene, no vrlo konstruktivne argumentacije

to create a portfolio of alternatives.

da stvore portfelj alternativa.

Individuals in innovative organizations

Pojednici u inovativnim organizacijama

learn how to inquire, they learn how to actively listen, but guess what?

uče kako se raspitati, uče kako aktivno slušati, no znate što?

They also learn how to advocate for their point of view.

Također uče kako stati iza svog stajališta.

They understand that innovation rarely happens

Razumiju da se inovacija rijetko događa

unless you have both diversity and conflict.

ako nemate i različitosti i sukob.

Creative agility is about being able to test and refine that portfolio of ideas

Kreativna agilnost je o sposobnosti da se testira i pročisti portfelj ideja

through quick pursuit, reflection and adjustment.

kroz brzu potragu, reflekciju i prilagodbu.

It's about discovery-driven learning

Radi se o učenju kroz otkrivanje

where you act, as opposed to plan, your way to the future.

gdje djelujete, umjesto da planirate, na svojem putu prema budućnosti.

It's about design thinking where you have that interesting combination

Radi se o načinu razmišljanja u kojemu imate zanimljivu kombinaciju

of the scientific method and the artistic process.

znanstvenih metoda i umjetničkog procesa.

It's about running a series of experiments, and not a series of pilots.

Radi se o provođenju niza eksperimenata, a ne nizu provođenja.

Experiments are usually about learning.

Eksperimenti su obično vezani za učenje.

When you get a negative outcome,

Kada dobijete negativan rezultat,

you're still really learning something that you need to know.

još uvijek učite nešto što biste trebali znati.

Pilots are often about being right.

Kod provođenja je obično važno biti u pravu.

When they don't work, someone or something is to blame.

Kada ne funkcionira, nešto ili netko je kriv.

The final capability is creative resolution.

Zadnja sposobnost je kreativna odlučnost.

This is about doing decision making

Radi se o donošenju odluka

in a way that you can actually combine even opposing ideas

na način na koji možete spojiti čak i suprotne ideje

to reconfigure them in new combinations

da ih presložite u nove kombinacije

to produce a solution that is new and useful.

da stvorite rješenje koje je i novo i korisno.

When you look at innovative organizations, they never go along to get along.

Kada gledate inovativne organizacije, nikad se ne slažu samo da bi se slagali.

They don't compromise.

Ne rade kompromise.

They don't let one group or one individual dominate,

Ne dopuštaju jednoj grupi ili jednom pojedincu da dominira,

even if it's the boss, even if it's the expert.

čak i ako je šef, čak i ako je ekspert.

Instead, they have developed

Umjesto toga su razvili

a rather patient and more inclusive decision making process

strpljiv i uključiv proces donošenja odluka

that allows for both/and solutions to arise

koji dopušta stvaranje "oboje - i" rješenja,

and not simply either/or solutions.

a ne samo "ili - ili" rješenja.

These three capabilities are why we see

Ove tri sposobnosti nam omogućuju vidjeti

that Pixar is able to do what it does.

kako Pixar može to što radi.

Let me give you another example,

Dat ću vam još jedan primjer,

and that example is the infrastructure group of Google.

a taj primjer je infrastrukturna grupa Google-a.

The infrastructure group of Google is the group

Infrastrukturna grupa Google-a je grupa

that has to keep the website up and running 24/7.

koja mora održavati stranicu dostupnom 24/7.

So when Google was about to introduce Gmail and YouTube,

Kada je Google predstavljao Gmail i YouTube,

they knew that their data storage system wasn't adequate.

znali su da njihov sustav za spremanje podataka nije odgovarajuć.

The head of the engineering group and the infrastructure group at that time

Glava inžinjerske grupe i infrastrukturne grupe u to vrijeme

was a man named Bill Coughran.

je bio čovjek imenom Bill Coughran.

Bill and his leadership team, who he referred to as his brain trust,

Bill i njegov tim rukovoditelja, koje je zvao njegovom grupom mozgova,

had to figure out what to do about this situation.

su morali zaključiti što će u ovakvoj situaciji.

They thought about it for a while.

Razmišljali su o tome neko vrijeme.

Instead of creating a group to tackle this task,

Umjesto da stvore grupu koja će se uhvatiti u koštac s ovim zadatkom,

they decided to allow groups to emerge spontaneously

odlučili su dopustiti grupama da se razviju spontano

around different alternatives.

oko različitih alternativa.

Two groups coalesced.

Pojavile su se dvije grupe.

One became known as Big Table,

Jedna je postala poznata kao Veliki stol,

the other became known as Build It From Scratch.

a druga kao Izgradi od nule.

Big Table proposed that they build on the current system.

Veliki stol je dao ideju da grade na trenutnom sustavu.

Build It From Scratch proposed that it was time for a whole new system.

Izgradi od nule je dao ideju da je vrijeme za potpuno novi sustav.

Separately, these two teams were allowed to work full-time

Odvojeno, ova su dva tima radili puno radno vrijeme

on their particular approach.

na svom specifičnom pristupu.

In engineering reviews, Bill described his role as,

U inžinjerskim izvještajima, Bill je opisao svoju ulogu kao

"Injecting honesty into the process by driving debate."

"Uključivanje iskrenosti u proces predvodeći raspravu."

Early on, the teams were encouraged to build prototypes so that they could

U početku, timovi su bili ohrabreni da grade prototipove kako bi ih mogli

"bump them up against reality and discover for themselves

"sudariti s realnošću da sami saznaju

the strengths and weaknesses of their particular approach."

vrline i mane svog pristupa."

When Build It From Scratch shared their prototype with the group

Kada je Izgradi od nule podijelio svoj prototip s grupom

whose beepers would have to go off in the middle of the night

čiji bi se pejdžeri aktivirali usred noći

if something went wrong with the website,

ako bi nešto pošlo po krivu sa stranicom,

they heard loud and clear about the limitations of their particular design.

čuli su jasno i glasno ograničenja svog dizajna.

As the need for a solution became more urgent

Kako je potreba za rješenjem postala sve hitnija

and as the data, or the evidence, began to come in,

i kako su podaci, odnosno dokazi, počeli dolaziti,

it became pretty clear that the Big Table solution

postalo je očito da je rješenje Velikog stola

was the right one for the moment.

zasad ono pravo.

So they selected that one.

Stoga su odabrali to rješenje.

But to make sure that they did not lose the learning

No kako bi bili sigurni da nisu izgubili učenje

of the Build it From Scratch team,

od tima Izgradi od nule,

Bill asked two members of that team to join a new team that was emerging

Bill je tražio dva člana tog tima da se priključe novom timu koji je

to work on the next-generation system.

radio na sustavu nove generacije.

This whole process took nearly two years,

Ovaj cijeli proces je trajao gotovo dvije godine,

but I was told that they were all working at breakneck speed.

no rekli su mi kako su svi radili vrtoglavom brzinom.

Early in that process, one of the engineers had gone to Bill and said,

Rano u procesu, jedan od inžinjera je došao Billu i rekao:

"We're all too busy for this inefficient system

"Ovdje smo svi previše zauzeti za ovaj neučinkovit sustav

of running parallel experiments."

vođenja paralelnih eksperimenata."

But as the process unfolded, he began to understand

No kako se proces odvijao, počeo je shvaćati

the wisdom of allowing talented people to play out their passions.

mudrost u dopuštanju talentiranim ljudima da se vode svojim strastima.

He admitted, "If you had forced us to all be on one team,

Priznao je: "Da ste nas prisilili da budemo svi u jednom timu,

we might have focused on proving who was right, and winning,

možda bismo se fokusirali na dokazivanje tko je u pravu i na pobjeđivanje

and not on learning and discovering what was the best answer for Google."

a ne na učenje i otkrivanje što je najbolje rješenje za Google."

Why is it that Pixar and Google are able to innovate time and again?

Zašto su Pixar i Google u mogućnosti inovirati opet i opet?

It's because they've mastered the capabilities required for that.

Jer su usavršili sposobnosti potrebne za to.

They know how to do collaborative problem solving,

Znaju kako zajedno riješiti problem,

they know how to do discovery-driven learning

znaju kako učiti putem otkrivanja

and they know how to do integrated decision making.

i znaju kako integrirano donositi odluke.

Some of you may be sitting there and saying to yourselves right now,

Neki od vas možda sjede ovdje i govore si:

"We don't know how to do those things in my organization.

"U mojoj organizaciji ne znamo kako to učiniti.

So why do they know how to do those things at Pixar,

Zašto onda u Pixaru znaju,

and why do they know how to do those things at Google?"

i zašto onda u Googleu znaju?"

When many of the people that worked for Bill told us,

Kada nam je mnogo ljudi koji su radili za Billa reklo

in their opinion, that Bill was one of the finest leaders in Silicon Valley,

da je po njihovom mišljenju Bill jedan od najboljih vođa u Silicon Valley-u,

we completely agreed; the man is a genius.

mi smo se potpuno složili; čovjek je genije.

Leadership is the secret sauce.

Rukovodstvo je tajni sastojak.

But it's a different kind of leadership,

No drugačija vrta rukovodstva,

not the kind many of us think about when we think about great leadership.

ne ona na koju mnogi pomisle kada razmišljaju o sjajnom rukovodstvu.

One of the leaders I met with early on said to me,

Jedan od vođa koje sam prije srela mi je rekao:

"Linda, I don't read books on leadership.

"Linda, ne čitam knjige o rukovodstvu.

All they do is make me feel bad." (Laughter)

Sve što učine je to da se loše osjećam." (Smijeh)

"In the first chapter they say I'm supposed to create a vision.

"U prvom poglavlju kažu da trebam imati viziju.

But if I'm trying to do something that's truly new, I have no answers.

No, ako pokušavam napraviti nešto uistinu novo, nemam odgovore.

I don't know what direction we're going in

Ne znam u kojem smjeru idemo

and I'm not even sure I know how to figure out how to get there."

i nisam ni siguran da znam smisliti kako doći do tamo."

For sure, there are times when visionary leadership

Naravno, postoje vremena kada su vizionarski vođe

is exactly what is needed.

upravo ono što je potrebno.

But if we want to build organizations that can innovate time and again,

No, ako želimo izgraditi organizacije koje mogu iznova i iznova inovirati,

we must recast our understanding of what leadership is about.

moramo ponovno shvatiti o čemu se u rukovodstvu zapravo radi.

Leading innovation is about creating the space

Voditi inovaciju znači stvarati prostor

where people are willing and able to do the hard work

gdje su ljudi spremni i voljni obavljati težak posao

of innovative problem solving.

rješavanja problema inovacije.

At this point, some of you may be wondering,

U ovom trenutku se neki od vas možda pitaju:

"What does that leadership really look like?"

"Kako to rukovodstvo izgleda?"

At Pixar, they understand that innovation takes a village.

U Pixaru shvaćaju da je za inovaciju potrebno selo.

The leaders focus on building a sense of community

Voditelji su usmjereni na gradnju osjećaja zajednice

and building those three capabilities.

i izgradnju te tri sposobnosti.

How do they define leadership?

Kako definiraju rukovodstvo?

They say leadership is about creating a world

Kažu da je u rukovodstvu riječ o stvaranju svijeta

to which people want to belong.

kojemu ljudi žele pripadati.

What kind of world do people want to belong in at Pixar?

Kakvom svijetu ljudi u Pixaru žele pripadati?

A world where you're living at the frontier.

Svijetu gdje živite na granici.

What do they focus their time on?

Na što fokusiraju vrijeme?

Not on creating a vision.

Ne na stvaranje vizije.

Instead they spend their time thinking about,

Umjesto toga provode vrijeme razmišljajući:

"How do we design a studio that has the sensibility of a public square

"Kako da stvorimo studio u kojem postoji osjećaj javnog trga

so that people will interact?

tako da ljudi međusobno komuniciraju?

Let's put in a policy that anyone, no matter what their level or role,

Stavit ćemo politiku da bilo tko, nevažno na kojoj razini ili u kojoj ulozi

is allowed to give notes to the director

ima pravo dati naputke redatelju

about how they feel about a particular film.

o tome kako se osjeća u vezi određenog filma.

What can we do to make sure

Što možemo učiniti da osiguramo

that all the disruptors, all the minority voices in this organization,

da se svi glasovi manjina u ovoj orgnizaciji

speak up and are heard?

oglase i čuju?

And, finally, let's bestow credit in a very generous way."

I zadnje, darujmo im priznanje na vrlo velikodušan način."

I don't know if you've ever looked at the credits of a Pixar movie,

Ne znam jeste li ikada gledali odjavnu špicu na Pixarovom filmu,

but the babies born during a production are listed there.

no bebe rođene tijekom produkcije su navedene tamo.

(Laughter)

(Smijeh)

How did Bill think about what his role was?

Kako je Bill razmišljao o tome koja je njegova uloga?

Bill said, "I lead a volunteer organization.

Rekao je: "Ja vodim organizaciju volontera.

Talented people don't want to follow me anywhere.

Talentirani ljudi me ne žele posvuda slijediti.

They want to cocreate with me the future.

Žele stvarati budućnost sa mnom.

My job is to nurture the bottom-up

Moj posao je da njegujem odozdo prema gore

and not let it degenerate into chaos."

i ne dopustim da se izrodi kaos."

How did he see his role?

Kako je vidio svoju ulogu?

"I'm a role model, I'm a human glue,

"Ja sam uzor, ljudsko ljepilo,

I'm a connector, I'm an aggregator of viewpoints.

ja sam poveznica, ja spajam stajališta.

I'm never a dictator of viewpoints."

Nikad ih ne diktiram."

Advice about how you exercise the role?

Savjet kako da vježbate svoju ulogu?

Hire people who argue with you.

Zaposlite ljude koji će se svađati s vama.

And, guess what?

I pogodite što?

Sometimes it's best to be deliberately fuzzy and vague.

Nekada je najbolje namjerno biti nejasan i maglovit.

Some of you may be wondering now,

Neki od vas se možda pitaju,

what are these people thinking?

što ti ljudi razmišljaju?

They're thinking,

Oni razmišljaju:

"I'm not the visionary, I'm the social architect.

"Nisam vizionar, ja sam društveni arhitekt.

I'm creating the space where people are willing and able

Stvaram prostor gdje su ljudi voljni i sposobni

to share and combine their talents and passions."

dijeliti i spajati svoje talente i strasti."

If some of you are worrying now that you don't work at a Pixar,

Ako neke od vas trenutno brine što ne radite u Pixaru,

or you don't work at a Google,

ili u Googleu,

I want to tell you there's still hope.

reći ću vam da još postoji nada.

We've studied many organizations

Proučavali smo mnogo organizacija

that were really not organizations you'd think of

koje nisu onakve kakvima biste

as ones where a lot of innovation happens.

zamišljali one gdje se događa mnogo inovacija.

We studied a general counsel in a pharmaceutical company

Proučavali smo opće vijeće u farmaceutskom poduzeću

who had to figure out how to get the outside lawyers,

koje je moralo shvatiti kako da vanjske odvjetnike,

19 competitors, to collaborate and innovate.

19 natjecatelja, navedu da surađuju i inoviraju.

We studied the head of marketing at a German automaker

Proučavali smo vrh marketinga u njemačkom proizvođaču automobila

where, fundamentally, they believed that it was the design engineers,

gdje su, temeljno, vjerovali da su inžinjeri dizajna,

not the marketeers, who were allowed to be innovative.

a ne marketinški stručnjaci, ti kojima je dopušteno biti inovatian.

We also studied Vineet Nayar at HCL Technologies,

Proučavali smo i Vineeta Nayara na HCL Technologies,

an Indian outsourcing company.

indijsko outsourcing poduzeće.

When we met Vineet,

Kada smo upoznali Vineeta,

his company was about, in his words, to become irrelevant.

njegovo poduzeće je, po njegovim riječma, postajalo nevažno.

We watched as he turned that company into a global dynamo of I.T. innovation.

Gledali smo kako je preokrenuo poduzeće u globalni generator IT inovacija.

At HCL technologies, like at many companies,

Na HCL Technologies, kao i u mnogim poduzećima,

the leaders had learned to see their role as setting direction

voditelji su naučili da je njihova uloga zadati smjer

and making sure that no one deviated from it.

i osigurati da nitko ne odstupa od njega.

What he did is tell them it was time for them

Ono što je napravio, je da im je rekao da je vrijeme

to think about rethinking what they were supposed to do.

da razmisle o ponovnom zaključivanju onoga što trebaju napraviti.

Because what was happening is that everybody was looking up

Ono što se događalo je da su svi gledali prema gore

and you weren't seeing the kind of bottom-up innovation

i niste mogli vidjeti inovaciju odozdo prema gore

we saw at Pixar or Google.

kao u Pixaru ili Googleu.

So they began to work on that.

Pa su počeli raditi na tome.

They stopped giving answers, they stopped trying to provide solutions.

Prestali su davati odgovore, prestali su pokušavati davati rješenja.

Instead, what they did is they began to see

Umjesto toga, počeli su vidjeti

the people at the bottom of the pyramid, the young sparks,

ljude na dnu piramide, mlade iskre,

the people who were closest to the customers,

ljude koji su najbliži korisnicima,

as the source of innovation.

kao izvor inovacija.

They began to transfer the organization's growth

Počeli su prebacivati rast organizacije

to that level.

na tu razinu.

In Vineet's language, this was about inverting the pyramid

Na Vineetovom jeziku, radilo se o okretanju piramide

so that you could unleash the power of the many

kako biste oslobodili moć mnogih

by loosening the stranglehold of the few,

otpuštajući vlast nekolicine,

and increase the quality and the speed of innovation

i povećali kvalitetu i brzinu inovacija

that was happening every day.

koje se događaju svaki dan.

For sure, Vineet and all the other leaders that we studied

Zasigurno su Vineet i svi ostali vođe koje smo proučavali

were in fact visionaries.

ustvari vizionari.

For sure, they understood that that was not their role.

Zasigurno razumiju da to nije njihova uloga.

So I don't think it is accidental that many of you did not recognize Ed.

Stoga ne mislim da je slučajno što niste prepoznali Eda.

Because Ed, like Vineet, understands that our role as leaders

Jer Ed, kao i Vineet, razumije da je uloga vođa

is to set the stage, not perform on it.

postaviti binu, a ne nastupati na njoj.

If we want to invent a better future,

Ako želimo izumiti bolju budućnost,

and I suspect that's why many of us are here,

a mislim da je to razlog zašto su mnogi ovdje,

then we need to reimagine our task.

moramo ponovno zamisliti svoj zadatak.

Our task is to create the space

Naš zadatak je stvoriti prostor

where everybody's slices of genius

gdje svačiji dio genija

can be unleashed and harnessed,

može biti oslobođen i usmjeren

and turned into works of collective genius.

i pretvoren u rad kolektivnog genija.

Thank you.

Hvala vam.

(Applause)

(Pljesak)