Why the secret to success is setting the right goals | John Doerr | TED

Prevoditelj: Igor Pureta Recezent: Sanda L

We're at a critical moment.

U kritičnom smo trenutku.

Our leaders,

Naše vodstvo,

some of our great institutions

neke naše najveće institucije

are failing us.

nas iznevjeruju.

Why?

Zašto?

In some cases, it's because they're bad

Ponekad zato što su loši

or unethical,

ili neetični,

but often, they've taken us to the wrong objectives.

ali često jer su nas vodili do pogrešnih ciljeva.

And this is unacceptable.

To je neprihvatljivo.

This has to stop.

To mora prestati.

How are we going to correct these wrongs?

Kako ćemo ispraviti te greške?

How are we going to choose the right course?

Kako ćemo izabrati pravi put?

It's not going to be easy.

Neće biti lako.

For years, I've worked with talented teams

Godinama smo radili s talentiranim timovima

and they've chosen the right objectives and the wrong objectives.

koji su birali ispravne i pogrešne ciljeve.

Many have succeeded, others of them have failed.

Mnogi su uspjeli, a neki od njih su griješili.

And today I'm going to share with you

Danas ću s vama podijeliti

what really makes a difference --

što zapravo stvara razliku --

that's what's crucial,

to je ono što je važno,

how and why

kako i zašto,

they set meaningful and audacious goals,

oni postavljaju smislene i smione ciljeve,

the right goals for the right reasons.

ispravne ciljeve iz ispravnih razloga.

Let's go back to 1975.

Vratimo se u 1975.

Yep, this is me.

Da, to sam ja.

I've got a lot to learn, I'm a computer engineer,

Imam puno toga za učiti. Ja sam računalni inžinjer.

I've got long hair,

Imam dugu kosu

but I'm working under Andy Grove,

i moj nadređeni je Andy Grove

who's been called the greatest manager of his or any other era.

kojeg nazivaju najboljim menadžerom njegove i bilo koje druge ere.

Andy was a superb leader and also a teacher,

Andy je bio izvrstan vođa i učitelj

and he said to me, "John, it almost doesn't matter what you know.

i rekao mi je: "John, gotovo je nevažno što znaš.

Execution is what matters the most."

Najvažnije je obaviti posao."

And so Andy invented a system called "Objectives and Key Results."

Pa je Andi izumio sustav nazvan "Ciljevi i ključni rezultati."

It kind of rolls off the tongue, doesn't it?

Gotovo potrgaš jezik na tom nazivu, zar ne?

And it's all about excellent execution.

U njemu se sve vrti oko izvrsno obavljenog posla.

So here's a classic video from the 1970s

Evo klasičnog videa iz 1970-ih

of professor Andy Grove.

koji je napravio profesor Andy Grove.

(Video) Andy Grove: The two key phrases of the management by objective systems

(Video) Andy Grove: Dvije ključne fraze sustava upravljanja temeljenog na ciljevima

are the objectives and the key results, and they match the two purposes.

su ciljevi i ključni rezultati. Oni su povezani s dvije svrhe.

The objective is the direction.

Ciljevi daju smjer,

The key results have to be measured,

a ključni rezultati trebaju biti izmjereni.

but at the end you can look and without any argument say,

Kad na kraju pogledamo rezultat, možemo i bez argumenata reći:

"Did I do that, or did I not do that?" Yes. No. Simple.

"Jesi li ili nisi to napravio?" Da. Ne. Jednostavno.

John Doerr: That's Andy.

John Doerr: To je Andy.

Yes. No. Simple.

Da. Ne. Jednostavno.

Objectives and Key Results,

Ciljevi i ključni rezultati,

or OKRs,

ili CKR,

are a simple goal-setting system

su sustav postavljanja ciljeva

and they work for organizations, they work for teams,

pogodan kako za organizacije, tako i za timove.

they even work for individuals.

Pogodan je i za pojedince.

The objectives are what you want to have accomplished.

Ciljevi su ono što želite postići.

The key results are how I'm going to get that done.

Ključni rezultati govore kako ću postići cilj.

Objectives. Key results.

Ciljevi. Ključni rezultati.

What and how.

Što i kako.

But here's the truth:

No, istina je sljedeća:

many of us are setting goals wrong,

mnogi od nas postavljaju pogrešne ciljeve.

and most of us are not setting goals at all.

Mnogi od nas uopće ne postavljaju ciljeve.

A lot of organizations set objectives and meet them.

Mnoge organizacije postavljaju ciljeve i ostvaruju ih.

They ship their sales, they introduce their new products,

Povećavaju prodaju, uvode nove proizvode.

they make their numbers,

Ostvaruju zadane brojke.

but they lack a sense of purpose to inspire their teams.

No, nedostaje im smisao postojanja koji inspirira njihove timove.

So how do you set these goals the right way?

Kako onda postavljamo ciljeve na ispravan način?

First, you must answer the question, "Why?"

Najprije, treba odgovoriti na pitanje: "Zašto?"

Why?

Zašto?

Because truly transformational teams

Jer pravi transformacijski timovi

combine their ambitions to their passion and to their purpose,

spajaju svoju ambiciju sa svojom strašću i smislom.

and they develop a clear and compelling sense of why.

Razvijaju jasan i neodoljiv smisao za zašto.

I want to tell you a story.

Ispričat ću vam priču.

I work with a remarkable entrepreneur.

Radim s izvanrednom poduzetnicom.

Her name is Jini Kim.

Ime joj je Jini Kim.

She runs a company called Nuna.

Vodi poduzeće imenom Nuna.

Nuna is a health care data company.

Nuna je poduzeće za obradu podataka zdravstvene skrbi.

And when Nuna was founded,

Kad je Nuna osnovana,

they used data to serve the health needs of lots of workers at large companies.

koristili su podatke za zdravstvenu skrb mnogih radnika u velikim poduzećima.

And then two years into the company's life,

Dvije godine kasnije,

the federal government issued a proposal

savezna vlada je dala prijedlog

to build the first ever cloud database for Medicaid.

za stvaranje prve Medicaid baze podataka u oblaku.

Now, you'll remember that Medicaid is that program

Sjetit ćete se da je Medicaid program

that serves 70 million Americans,

koji uslužuje 70 milijuna Amerikanaca,

our poor, our children

siromašne, djecu

and people with disabilities.

i ljude s invaliditetom.

Nuna at the time was just 15 people

Nuna je u to vrijeme zapošljavala samo 15 ljudi,

and this database had to be built in one year,

a ta baza podataka je trebala biti završena unutar godine dana.

and they had a whole set of commitments that they had to honor,

Obvezali su se na puno toga,

and frankly, they weren't going to make very much money on the project.

a, iskreno, ne bi puno zaradili.

This was a bet-your-company moment,

To je biti-ili-ne-biti trenutak za poduzeće

and Jini seized it.

koji je Jini prihvatila.

She jumped at the opportunity. She did not flinch.

Prihvatila je priliku i nije ustuknula.

Why?

Zašto?

Well, it's a personal why.

To je osobni zašto.

Jini's younger brother Kimong has autism.

Njen mlađi brat Kimong je autističan,

And when he was seven,

a kad je imao sedam godina,

he had his first grand mal seizure

imao je prvi veliki napadaj

at Disneyland.

za vrijeme boravka u Disneylandu.

He fell to the ground. He stopped breathing.

Pao je na zemlju. Prestao je disati.

Jini's parents are Korean immigrants.

Njeni roditelji su korejski useljenici.

They came to the country with limited resources

U SAD su došli ograničenih resursa,

speaking little English,

slabo su govorili engleski

so it was up to Jini to enroll her family in Medicaid.

pa je Jini uključila obitelj u Medicaid program.

She was nine years old.

Tad je imala 9 godina.

That moment defined her mission,

Taj trenutak je odredio njenu misiju

and that mission became her company,

i ta je misija postala njeno poduzeće.

and that company bid on, won and delivered on that contract.

To se poduzeće kladilo na taj ugovor, dobilo ga i obavilo posao.

Here's Jini to tell you why.

Jini će nam reći zašto.

(Video) Jini Kim: Medicaid saved my family from bankruptcy,

(Video) Jini: Medicaid je spasio moju obitelj od bankrota

and today it provides for Kimong's health and for millions of others.

i danas se brine za bratovo zdravlje i zdravlje milijuna drugih.

Nuna is my love letter to Medicaid.

Nuna je moje ljubavno pismo Medicaidu.

Every row of data is a life

Svaki redak podataka je život

whose story deserves to be told with dignity.

čija priča zaslužuje biti ispričana s poštovanjem.

JD: And Jini's story tells us

JD: A njena priča nam govori

that a compelling sense of why can be the launchpad for our objectives.

da neodoljiv smisao za zašto može biti odskočna daska za naše ciljeve.

Remember, that's what we want to have accomplished.

Sjetite se, to je ono što želimo ostvariti.

And objectives are significant,

Ciljevi su značajni,

they're action-oriented,

orijentirani su na akciju,

they are inspiring,

nadahnjuju

and they're a kind of vaccine against fuzzy thinking.

i neka su vrsta cjepiva protiv nejasnog mišljenja.

You think a rockstar

Teško možete zamisliti

would be an unlikely user of Objectives and Key Results,

da rock zvijezda koristi "Ciljeve i ključne rezultate",

but for years, Bono has used OKRs

no Bono ih koristi godinama

to wage a global war against poverty and disease,

kako bi vodio globalni rat protiv siromaštva i bolesti,

and his ONE organization has focused on two really gorgeous,

a njegova organizacija ONE je usmjerena na dva zaista predivna

audacious objectives.

i smiona cilja.

The first is debt relief

Prvi je smanjenje duga

for the poorest countries in the world.

najsiromašnijim zemljama svijeta.

The next is universal access to anti-HIV drugs.

Drugi je sveobuhvatan pristup lijekovima protiv HIV-a.

Now, why are these good objectives?

Zašto su to dobri ciljevi?

Let's go back to our checklist.

Vratimo se našem spisku.

Significant? Check. Concrete? Yes.

Značajno? Jest. Konkretno? Jest.

Action-oriented? Yes.

Akcijski usmjereno? Jest.

Inspirational?

Nadahnjujuće?

Well, let's just listen to Bono.

Poslušajmo Bona.

(Video) Bono: So you're passionate?

(Video) Bono: Jeste li strastveni?

How passionate?

Koliko strastveni?

What actions does your passion lead you to do?

Na koje vas aktivnosti navodi vaša strast?

If the heart doesn't find a perfect rhyme with the head,

Ako vaše srce nije u savršenom suglasju s vašom glavom,

then your passion means nothing.

vaša strast ne znači ništa.

The OKR framework cultivates the madness,

Ciljevi i ključni rezultati potiču mahnitost

the chemistry contained inside it.

i kemiju koja se unutar nje stvara.

It gives us an environment for risk,

Daje nam okolinu za poduzimanje rizika,

for trust,

za povjerenje

where failing is not a fireable offense.

u kojoj greška nije prijestup koji izaziva gnjev.

And when you have that sort of structure and environment

Kad imate takvu vrstu strukture i okoline

and the right people,

i prave ljude,

magic is around the corner.

čarolija je odmah iza ugla.

JD: I love that.

JD: Jako mi se to sviđa.

OKRs cultivate the madness,

CKR potiče mahnitost,

and magic is right around the corner.

a čarolija je odmah iza ugla.

This is perfect.

To je savršeno.

So with Jini we've covered the whys,

S Jini smo pokrili "zašto",

with Bono the whats of goal-setting.

a s Bonom "što" u postavljanju ciljeva.

Let's turn our attention to the hows.

Usmjerimo našu pažnju na "kako".

Remember, the hows are the key results.

Zapamtite, "kako" su ključni rezultati.

That's how we meet our objectives.

To je način ispunjenja ciljeva.

And good results are specific and time-bound.

Dobri rezultati su posebni i povezani s trenutkom.

They're aggressive but realistic.

Oni su nasrtljivi, ali realistični.

They're measurable, and they're verifiable.

Oni su mjerljivi i mogu se provjeriti.

Those are good key results.

To su dobri ključni rezultati.

In 1999, I introduced OKRs to Google's cofounders,

1999. sam predstavio CKR osnivačima Googlea.

Larry and Sergey.

Larryju i Sergeyu.

Here they are, 24 years old in their garage.

Evo ih ovdje. S 24 godine u njihovoj garaži.

And Sergey enthusiastically said he'd adopt them.

Sergej je oduševljeno rekao da bi ih prihvatio.

Well, not quite.

Ne baš tim riječima.

What he really said was,

Ono što je zaista rekao je:

"We don't have any other way to manage this company,

"Mi nemamo niti jedan drugi način za upravljanje poduzećem

so we'll give it a go."

pa ćemo ovo isprobati."

(Laughter)

(Smijeh)

And I took that as a kind of endorsement.

I ja sam to uzeo kao vrstu odobrenja.

But every quarter since then,

Od tada, svaki kvartal,

every Googler has written down her objectives and her key results.

svaki radnik Googlea je pisao svoje ciljeve i ključne rezultate.

They've graded them,

Ocijenjivali su ih

and they've published them for everyone to see.

i omogućili svima da ih vide.

And these are not used for bonuses or for promotions.

Oni nisu bili korišteni za dobivanje bonusa ili promaknuće.

They're set aside.

Držali su ih podalje od toga.

They're used for a higher purpose,

Koristili su ih za višu svrhu,

and that's to get collective commitment

za postizanje zajedničke predanosti

to truly stretch goals.

za osmišljavanje boljih i većih ciljeva.

In 2008, a Googler, Sundar Pichai, took on an objective

2008. jedan od njih, Sundar Pichai, je postavio za cilj

which was to build the next generation client platform

izgradnju korisničke platforme nove generacije

for the future of web applications --

za buduće web aplikacije --

in other words, build the best browser.

drugim riječima, izraditi najbolji preglednik.

He was very thoughtful about how he chose his key results.

Vrlo je smišljeno izabrao svoje ključne rezultate.

How do you measure the best browser?

Kako ćete izmjeriti najbolji preglednik?

It could be ad clicks or engagement.

Možete brojem klikova na oglase ili angažman korisnika.

No. He said: numbers of users,

On je izabrao broj korisnika,

because users are going to decide

jer će korisnici odlučiti

if Chrome is a great browser or not.

je li Chrome izvrstan preglednik ili ne.

So he had this one three-year-long objective:

On je imao taj trogodišnji cilj:

build the best browser.

izraditi najbolji preglednik.

And then every year he stuck to the same key results,

I svake godine je provjeravao ključne rezultate,

numbers of users, but he upped the ante.

broj korisnika. I stalno je povećavao cilj.

In the first year, his goal was 20 million users

Prve godine njegov je cilj bio 20 milijuna korisnika.

and he missed it.

I nije ga ostvario.

He got less than 10.

Imao je manje od 10 milijuna.

Second year, he raised the bar to 50 million.

U drugoj godini je povisio ljestvicu na 50 milijuna.

He got to 37 million users.

Stigao je do 37 milijuna.

Somewhat better.

Nešto bolje.

In the third year,

U trećoj godini

he upped the ante once more to a hundred million.

cilj je postavljen na 100 milijuna.

He launched an aggressive marketing campaign,

Započeo je agresivnu marketinšku kampanju,

broader distribution, improved the technology, and kaboom!

proširio kanale distribucije, unaprijedio tehnologiju i booom!

He got 111 million users.

Imao je 111 milijuna korisnika.

Here's why I like this story,

Zašto volim ovu priču?

not so much for the happy ending,

Ne toliko zbog sretnog završetka,

but it shows someone carefully choosing the right objective

već zato što je netko pažljivo izabrao pravi cilj

and then sticking to it year after year after year.

i držao ga se godinu za godinom.

It's a perfect story for a nerd like me.

To je izvrsna priča za tipa poput mene.

Now, I think of OKRs as transparent vessels

Ja CKR zamišljam kao prozirne posude

that are made from the whats and hows of our ambitions.

napravljene od "zašto" i "kako" naših ambicija.

What really matters is the why that we pour into those vessels.

Ono što je zaista važno je "zašto" koje lijevamo u te posude.

That's why we do our work.

Zašto radimo svoj posao.

OKRs are not a silver bullet.

CKR nije srebrni metak.

They're not going to be a substitute for a strong culture

On neće zamijeniti jaku korporativnu kulturu

or for stronger leadership,

ili snažno vodstvo.

but when those fundamentals are in place, they can take you to the mountaintop.

No, kad su ti temelji dobro posloženi, CKR vas može odvesti do vrha.

I want you to think about your life for a moment.

Razmislite na trenutak o svom životu.

Do you have the right metrics?

Imate li pravi način mjerenja?

Take time to write down your values,

Odvojite vrijeme i zabilježite svoje vrijednosti,

your objectives and your key results.

ciljeve i ključne rezultate.

Do it today.

Učinite to danas.

If you'd like some feedback on them, you can send them to me.

Ako želite neku povratnu informaciju o njima, možete ih poslati meni

I'm [email protected].

na [email protected].

If we think of the world-changing goals

Ako razmišljamo o ciljevima koji će promijeniti svijet,

of an Intel, of a Nuna, of Bono,

o Intelu, Nuni, Bonu,

of Google,

Googleu,

they're remarkable:

oni su izvanredni:

ubiquitous computing,

sveprisutna računala,

affordable health care, high-quality for everyone,

zdravstvena skrb visoke kvalitete dostupna svima,

ending global poverty,

iskorjenjivanje globalnog siromaštva,

access to all the world's information.

pristup svim svjetskim informacijama.

Here's the deal:

Kladimo se da su

every one of those goals is powered today by OKRs.

svi ti ciljevi promatrani kroz CKR.

Now, I've been called the Johnny Appleseed of OKRs

Mene zovu Johnny Appleseeed CKR-a

for spreading the good gospel according to Andy Grove,

jer, prema Andyju Groveu, širim dobro evanđelje.

but I want you to join me in this movement.

Želim da mi se pridružite u ovom pokretu.

Let's fight for what it is that really matters,

Borimo se za ono što je zaista važno

because we can take OKRs beyond our businesses.

jer CKR možemo primijeniti i izvan naših poslova.

We can take them to our families,

Možemo ga koristiti u našim obiteljima,

to our schools,

školama,

even to our governments.

čak i vladama.

We can hold those governments accountable.

Možemo od vlada tražiti odgovornost.

We can transform those informations.

Možemo preoblikovati te informacije.

We can get back on the right track

Možemo se vratiti na pravi put

if we can and do measure what really matters.

ako možemo mjeriti i mjerimo ono što je zaista važno.

Thank you.

Hvala vam.

(Applause)

(Pljesak)