How diversity makes teams more innovative | Rocío Lorenzo | TED

Prevoditelj: Sanda L Recezent: Ivan Stamenković

Fifteen years ago,

Prije petnaest godina

I thought that the diversity stuff was not something I had to worry about.

mislila sam da raznolikost nije nešto oko čega moram brinuti.

It was something an older generation had to fight for.

To je nešto za što se morala boriti starija generacija.

In my university, we were 50-50, male-female,

Na mojem fakultetu, omjer muškaraca i žena bio je 50:50

and we women often had better grades.

i često smo mi žene imale bolje ocjene.

So while not everything was perfect,

Iako nije sve bilo savršeno,

diversity and leadership decisions

odluke vezane za raznolikost i vodstvo

was something that would happen naturally over time, right?

bilo je nešto što bi se s vremenom prirodno dogodilo, zar ne?

Well, not quite.

Pa, ne baš posve.

While moving up the ladder working as a management consultant

Uspinjući se ljestvicom, radeći kao konzultantica za menadžment

across Europe and the US,

po Europi i SAD-u,

I started to realize how often I was the only woman in the room

počela sam uviđati koliko često sam bila jedina žena u prostoriji

and how homogenous leadership still is.

i koliko je vodstvo i dalje homogeno.

Many leaders I met

Mnoge vodeće osobe koje sam upoznala

saw diversity as something to comply with out of political correctness,

gledali su na prihvaćanje raznolikosti zbog političke korektnosti,

or, best case, the right thing to do,

ili, u najboljem slučaju, kao na nešto što je ispravno,

but not as a business priority.

no ne i kao na prioritet u poslovanju.

They just did not have a reason to believe

Jednostavno nisu imali razloga vjerovati

that diversity would help them achieve their most immediate, pressing goals:

da bi im raznolikost pomogla ostvariti njihove trenutno najhitnije ciljeve:

hitting the numbers, delivering the new product,

ostvariti zadane rezultate, pokrenuti novi proizvod,

the real goals they are measured by.

stvarne ciljeve po kojima im se mjeri rezultat.

My personal experience working with diverse teams

Moje iskustvo u radu s raznolikim timovima govori

had been that while they require a little bit more effort at the beginning,

da, iako u početku traže nešto više truda,

they did bring fresher, more creative ideas.

na kraju donose svježije, kreativnije ideje.

So I wanted to know:

Stoga sam željela znati:

Are diverse organizations really more innovative,

Jesu li raznolikije organizacije zaista i inovativnije

and can diversity be more than something to comply with?

te može li raznolikost biti nešto više od zadovoljavanja forme?

Can it be a real competitive advantage?

Može li ona biti prava kompetitivna prednost?

So to find out, we set up a study with the Technical University of Munich.

Zato smo pokrenuli istraživanje s Tehničkim sveučilištem u Münchenu.

We surveyed 171 companies in Germany, Austria and Switzerland,

Imali smo istraživanje među 171 kompanijom u Njemačkoj, Austriji i Švicarskoj,

and as we speak, we're expanding the study

i dok ovo pričam, istraživanje proširujemo

to 1,600 companies

na 1600 kompanija

in five additional countries around the world.

u još pet zemalja svijeta.

We asked those companies basically two things:

Pitali smo te kompanije doslovno dvije stvari:

how innovative they are and how diverse they are.

koliko su inovativni i koliko su raznoliki.

To measure the first one,

Kako bismo izmjerili prvo,

we asked them about innovation revenue.

pitali smo ih o prihodu kroz inovacije.

Innovation revenue is the share of revenues they've made

Prihod kroz inovacije dio je prometa koji su ostvarili

from new products and services in the last three years,

kroz nove proizvode i usluge u zadnje tri godine,

meaning we did not ask them how many creative ideas they have,

što znači da ih nismo pitali koliko kreativnih ideja imaju,

but rather if these ideas translate into products and services

već primjenjuju li se te ideje na proizvode i usluge

that really make the company more successful today and tomorrow.

koje kompaniju čine uspješnom danas i za budućnost.

To measure diversity, we looked at six different factors:

Kod mjerenja raznolikosti gledali smo šest čimbenika:

country of origin, age and gender, amongst others.

zemlju porijekla, dob i spol, među ostalima.

While preparing to go in the field with those questions,

Pripremajući se za izlazak na teren s tim pitanjima,

I sat down with my team

sjela sam sa svojim timom

and we discussed what we would expect as a result.

i popričali smo kakav rezultat bismo mogli očekivati.

To put it mildly, we were not optimistic.

Blago rečeno, nismo bili optimistični.

The most skeptical person on the team thought, or saw a real possibility,

Najskeptičnija osoba u timu vidjela je realnu mogućnost

that we would find nothing at all.

da nećemo naći baš ništa.

Most of the team was rather on the cautious side,

Većina tima bila je oprezna,

so we landed all together at "only if,"

pa smo se svi složili oko "samo ako",

meaning that we might find some kind of link

što znači da ćemo možda naći neku poveznicu

between innovation and diversity,

između inovacija i raznolikosti,

but not across the board --

ali ne u svemu,

rather only if certain criteria are met,

već samo ako su ispunjeni neki kriteriji,

for example leadership style, very open leadership style

poput vrlo otvorenog načina vodstva

that allowed people to speak up freely and safely and contribute.

koji ljudima omogućuje da slobodno i sigurno govore te doprinose timu.

A couple of months later, the data came in,

Nakon par mjeseci stigli su podaci

and the results convinced the most skeptical amongst us.

i rezultati su razuvjerili i najveće skeptike među nama.

The answer was a clear yes,

Odgovor je bio jednoznačno potvrdan,

no ifs, no buts.

bez "ako", bez "ali".

The data in our sample showed

Podaci iz uzorka su pokazali

that more diverse companies are simply more innovative, period.

da su raznolikije kompanije jednostavno i inovativnije.

Now, a fair question to ask is the chicken or the egg question,

Možemo se ovdje pitati je li prvo kokoš ili jaje,

meaning, are companies really more innovative

odnosno, jesu li kompanije zaista inovativnije

because they have a more diverse leadership,

jer imaju raznolikije vodstvo,

or the other way around?

ili obrnuto.

Which way is it?

Što je od toga točno?

Now, we do not know how much is correlation versus causation,

Ne znamo koliko je tu povezanosti naspram uzroka,

but what we do know is that clearly,

no, jasno znamo

in our sample, companies that are more diverse

da u našem uzorku, kompanije koje njeguju raznolikost

are more innovative,

ujedno su i inovativnije,

and that companies that are more innovative

a kompanije koje su inovativnije,

have more diverse leadership, too.

isto tako imaju i raznolikije vodstvo.

So it's fair to assume that it works both ways,

Zato možemo zaključiti da ovo vrijedi u oba smjera,

diversity driving innovation and innovation driving diversity.

raznolikost pokreće inovaciju, a inovacija raznolikost.

Now, once we published the results,

Kada smo objavili rezultate,

we were surprised about the reactions in the media.

bili smo iznenađeni reakcijom u medijima.

We got quite some attention.

Zaista smo privukli pažnju.

And it went from quite factual,

A naslovi su bili poput onih činjeničnih,

like "Higher Female Share Boosts Innovation"

"Veći udio žena potiče inovacije",

to a little bit more sensationalist.

do onih više senzacionalističkih.

(Laughter)

(Smijeh)

As you can see,

Kao što možete vidjeti,

"Stay-at-home Women Cost Trillions,"

"Kućanice koštaju bilijune"

and, my personal favorite,

i moj omiljeni naslov,

"Housewives Kill Innovation."

"Kućanice ubijaju inovaciju."

Well, there's no such thing as bad publicity, right?

No, ne postoji loša reklama, zar ne?

(Laughter)

(Smijeh)

On the back of that coverage,

Nakon tih objava

we started to get calls from senior executives

počeli smo dobivati pozive od viših menadžera

wanting to understand more,

koji su željeli saznati više,

especially -- surprise, surprise -- about gender diversity.

naročito - kojeg li iznenađenja - o raznolikosti na bazi spola.

I tend to open up those discussions by asking,

Ovakve rasprave obično započinjem pitanjem,

"Well, what do you think of the situation in your organization today?"

"Što mislite o stanju u vašoj organizaciji danas?"

And a frequent reaction to that is,

A tu je česta reakcija,

"Well, we're not yet there, but we're not that bad."

"Pa, nismo još posve uspjeli u tome, ali nismo ni tako loši."

One executive told me, for example,

Jedan voditelj, na primjer, rekao mi je

"Oh, we're not that bad.

"Pa nismo tako loši.

We have one member in our board who is a woman."

U našem odboru imamo jednog ženskog člana."

(Laughter)

(Smijeh)

And you laugh --

Vi se smijete --

(Applause)

(Pljesak)

Now, you laugh, but he had a point in being proud about it,

Vi se smijete, ali on je bio u pravu što se ponosio time,

because in Germany,

jer u Njemačkoj,

if you have a company

ako imate kompaniju

and it has one member on the board who is a woman,

u kojoj je samo jedna žena u odboru,

you are part of a select group of 30

dio ste odabrane grupe od 30

out of the 100 largest publicly listed companies.

od ukupno 100 najvećih javno izlistanih kompanija.

The other 70 companies have an all-male board,

Ostalih 70 kompanija ima sve muške članove u odboru,

and not even one of these hundred largest publicly listed companies

a niti jedna od tih 100 najvećih javno izlistanih kompanija

have, as of today, a female CEO.

do danas nema ženu na poziciji izvršnog direktora.

But here's the critically important insight.

No, evo ključne stvari.

Those few female board members alone,

Tih nekoliko žena članica u odborima

they won't make a difference.

neće ništa promijeniti.

Our data shows that for gender diversity to have an impact on innovation,

Naši podaci pokazuju, da bi spolna raznolikost imala utjecaja na inovacije,

you need to have more than 20 percent women in leadership.

morate imati više od 20 posto žena na vodećim pozicijama.

Let's have a look at the numbers.

Pogledajmo brojke.

As you can see, we divided the sample into three groups,

Kao što možete vidjeti, uzorak smo podijelili u tri grupe,

and the results are quite dramatic.

a rezultati su prilično dramatični.

Only in the group where you have more than 20 percent women in leadership,

Samo u grupi gdje je više od 20 posto žena na vodećim pozicijama,

only then you see a clear jump in innovation revenue

samo tada vidite jasan skok u prihodima od inovacija

to above-average levels.

na iznadprosječne razine.

So experience and data shows that you do need critical mass

Dakle, iskustvo i podaci pokazuju da trebate kritičnu masu

to move the needle,

za vidljivu promjenu

and companies like Alibaba, JP Morgan or Apple

i kompanije poput Alibabe, JP Morgana ili Applea

have as of today already achieved that threshold.

danas su već na tom pragu.

Another reaction I got quite a lot was,

Druga reakcija koju sam često dobivala je,

"Well, it will get solved over time."

"Pa, riješit će se to kroz neko vrijeme."

And I have all the sympathy in the world for that point of view,

I posve suosjećam s takvim gledištem,

because I used to think like that, too.

jer sam i ja tako razmišljala.

Now, let's have a look here again and look at the numbers,

Pogledajmo sada ponovo ovdje, i to brojke,

taking Germany as an example.

uzmimo Njemačku kao primjer.

Let me first give you the good news.

Prvo dobra vijest.

So the share of women who are college graduates

Udio žena koje su diplomirale

and have at least 10 years of professional experience

i imaju barem 10 godina profesionalnog iskustva

has grown nicely over the last 20 years,

lijepo je narastao u zadnjih 20 godina,

which means the pool in which to fish for female leaders

što znači da je masa iz koje se mogu birati žene lideri

has increased over time,

s vremenom porasla,

and that's great.

što je odlično.

Now, according to my old theory,

Prema mojoj staroj teoriji,

the share of women in leadership

udio žena na vodećim pozicijama

would have grown more or less in parallel, right?

trebao bi manje-više paralelno narasti, zar ne?

Now, let's have a look at what happened in reality.

Pogledajmo sada što se stvarno dogodilo.

It's not even close,

Nije još ni blizu,

which means I was so wrong

što znači da nisam bila u pravu

and which means that my generation,

i da je moja generacija,

your generation,

vaša generacija,

the best-educated female generation in history,

najbolje obrazovana ženska generacija u povijesti,

we have just not made it.

samo što još nismo uspjele.

We have failed to achieve leadership in significant numbers.

Nismo uspjele doći na vodeće pozicije u značajnijem broju.

Education just did not translate into leadership.

Obrazovanje se jednostavno nije preslikalo na vodeće pozicije.

Now, that was a painful realization for me

Bila je to za mene bolna spoznaja

and made me realize,

uz koju sam shvatila,

if we want to change this,

da ako to želimo promijeniti,

we need to engage, and we need to do better.

moramo se uključiti i biti bolje.

Now, what to do?

I što nam je činiti?

Achieving more than 20 percent women in leadership

Osvojiti više od 20 posto vodećih pozicija kao žene

seems like a daunting task to many,

mnogima se čini kao obeshrabrujući zadatak,

understandably, given the track record.

što je i razumljivo, obzirom na prijašnje brojke.

But it's doable,

No, izvedivo je

and there are many companies today that are making progress there

i mnogo je kompanija danas koje u tome ostvaruju napredak

and doing it successfully.

i čine to uspješno.

Let's take SAP, the software company, as an example.

Uzmimo kao primjer softversku kompaniju SAP.

They had, in 2011, 19 percent women in leadership,

2011. imali su 19 posto žena na vodećim pozicijama,

yet they decided to do better,

ipak, odlučili su biti još bolji

and they did what you do in any other area of business

i učinili ono što biste vi napravili u onom dijelu poslovanja

where you want to improve.

gdje želite poboljšanje.

They set themselves a measurable target.

Postavili su sebi mjerljiv cilj.

So they set themselves a target of 25 percent for 2017,

Zadali su si cilj od 25 posto za 2017.

which they have just achieved.

koji su upravo ostvarili.

The goals made them think more creatively about developing leaders

Pomoću ciljeva su kreativnije razmišljali o razvijanju vodećih pozicija

and tapping new recruiting pools.

te korištenju novih izvora zapošljavanja.

They now even set a target of 30 percent women in leadership for 2022.

Već sad su postavili cilj od 30 posto žena na vodećim pozicijama za 2022.

So experience shows it's doable,

Dakle, iskustvo pokazuje da je to izvedivo

and at the end of the day,

i na kraju

it all boils down to two decisions that are taken every day

sve se svodi na dvije odluke koje svakodnevno poduzimaju

in every organization by many of us:

mnogi od nas u svakoj organizaciji:

who to hire and who to develop and promote.

koga zapošljavamo, koga razvijamo te kome omogućujemo napredovanje.

Now, nothing against women's programs,

Nemam ništa protiv programa za žene,

networks, mentoring, trainings.

povezivanja, mentorstva, treninga.

All is good.

Sve je to u redu.

But it is these two decisions

No, radi se o te dvije odluke

that at the end of the day send the most powerful change signal

koje na kraju šalju najjaču poruku o promjeni

in any organization.

u svakoj organizaciji.

Now, I never set out to be a diversity advocate.

Nikada se nisam postavila kao zagovaratelj raznolikosti.

I am a business advisor.

Radim kao poslovna savjetnica.

But now my goal is to change the face of leadership,

No, sada je moj cilj promijeniti lice vodstva,

to make it more diverse --

da bude raznolikije

and not so that leaders can check a box

ali ne na način da vodeće osobe samo označe polja u upitniku

and feel like they have complied with something

i misle da su time nešto usvojili,

or they have been politically correct.

ili da su bili politički korektni,

But because they understand,

već zato što razumiju

they understand that diversity is making their organization

da raznolikost njihovu organizaciju čini

more innovative, better.

inovativnijom, boljom.

And by embracing diversity, by embracing diverse talent,

Prihvaćajući raznolikost i raznolike talente,

we are providing true opportunity for everyone.

osiguravamo istinsku priliku za svakoga.

Thank you. Thank you so much.

Hvala. Velika vam hvala.

(Applause)

(Pljesak)