Linda Hill: How to manage for collective creativity

Translator: Reza Putra Reviewer: Bagus D Ramadhan

I have a confession to make.

Perkenalkan,

I'm a business professor

saya adalah seorang guru besar bisnis

whose ambition has been to help people learn to lead.

yang berambisi melahirkan pemimpin.

But recently, I've discovered

Namun, saya sadar

that what many of us think of as great leadership

bahwa kepemimpinan yang baik

does not work when it comes to leading innovation.

belum tentu melahirkan inovasi.

I'm an ethnographer.

Sebagai seorang etnografer,

I use the methods of anthropology

saya menggunakan antropologi

to understand the questions in which I'm interested.

untuk mengerti tiap pertanyaan menarik.

So along with three co-conspirators,

Bersama tiga teman,

I spent nearly a decade observing up close and personal

saya menghabiskan hampir satu dekade mengamati

exceptional leaders of innovation.

para pembawa inovasi hebat dari dekat.

We studied 16 men and women,

Kami mengamati 16 pria dan wanita,

located in seven countries across the globe,

yang berasal dari tujuh negara,

working in 12 different industries.

dalam 12 industri yang berbeda.

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

Selama ratusan jam, di lapangan

on-site, watching these leaders in action.

mencermati aksi para pemimpin ini.

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

Berbekal berlembar-lembar catatan,

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

kami menganalisis dan mencari pola tindakan para pemimpin

The bottom line?

Hasilnya?

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

Jika kita ingin membuat organisasi yang berinovasi terus menerus

we must unlearn our conventional notions of leadership.

kita harus buang ide kuno kita tentang kepemimpinan.

Leading innovation is not about creating a vision,

Berinovasi tidak sekedar membuat visi,

and inspiring others to execute it.

dan membuat orang lain mengerjakannya.

But what do we mean by innovation?

Jadi, apa itu inovasi?

An innovation is anything that is both new and useful.

Inovasi berarti hal yang baru dan berguna.

It can be a product or service.

Bisa sebuah produk atau jasa;

It can be a process or a way of organizing.

sebuah proses atau cara berorganisasi;

It can be incremental, or it can be breakthrough.

sebuah evolusi ataupun terobosan.

We have a pretty inclusive definition.

Kami punya simpulan yang cukup bulat.

How many of you recognize this man?

Berapa banyak dari Anda yang mengenal pria ini?

Put your hands up.

Silakan angkat tangan.

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

Tetap angkat tangan Anda, jika Anda kenal pria ini.

How about these familiar faces?

Bagaimana dengan mereka?

(Laughter)

(Tawa)

From your show of hands,

Dari tangan Anda,

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

sepertinya... banyak yang sudah menonton film Pixar,

but very few of you recognized Ed Catmull,

tapi sedikit yang mengenal Ed Catmull,

the founder and CEO of Pixar --

pendiri dan CEO Pixar --

one of the companies I had the privilege of studying.

perusahaan yang kebetulan saya kaji.

My first visit to Pixar was in 2005,

Saya mengunjungi Pixar pertama kali pada 2005,

when they were working on "Ratatouille,"

saat "Ratatouille" sedang digarap,

that provocative movie about a rat becoming a master chef.

film provokatif yang menceritakan mimpi seekor tikus menjadi juru masak.

Computer-generated movies are really mainstream today,

Dewasa ini, film bergrafik komputer lazim ditemui,

but it took Ed and his colleagues nearly 20 years

butuh 20 tahun bagi Ed dan koleganya

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

untuk membuat film bergrafik komputer pertama.

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

20 tahun setelahnya, 14 film berhasil diproduksi.

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

Kembalinya dari Pixar, saya ingin menyampaikan

that number 15 is sure to be a winner.

Ke-15 film tersebut adalah kesuksesan Pixar.

When many of us think about innovation, though,

Saat berpikir tentang inovasi,

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

kita membayangkan Einstein dengan momen 'Aha!'-nya.

But we all know that's a myth.

Tapi kita tahu bahwa itu hanyalah mitos.

Innovation is not about solo genius,

Inovasi bukan tentang kecerdasan perorangan,

it's about collective genius.

melainkan kecerdasan kelompok.

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

Sejenak pikirkanlah bagaimana film Pixar diproduksi:

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

Mustahil film mereka diproduksi oleh satu orang secara instan.

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

Kenyataannya, butuh 250 orang dan 4-5 tahun

to make one of those movies.

untuk memproduksi satu film.

To help us understand the process,

Untuk memahami proses tersebut,

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

seseorang di Pixar membuat grafik ini,

He did so reluctantly,

dengan malas-malasan,

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

Karena grafik ini menyiratkan rangkaian proses,

done by discrete groups.

yang harus dikerjakan berkelompok secara seksama.

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

Meski dengan anak panah tersebut, gambar ini belum mampu bercerita

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

betapa banyak dan rumit prosesnya.

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

Sepanjang produksi, ada perubahan cerita.

So think about it.

Bayangkan.

Some shots go through quickly.

Ada adegan yang diambil dengan cepat.

They don't all go through in order.

Tanpa aturan.

It depends on how vexing the challenges are

Tergantung seberapa rumit tantangannya yang dihadapi,

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

sebuah ide bisa muncul secara mendadak.

So if you think about that scene in "Up"

Jika Anda ingat film "Up",

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

ada adegan Russell memberi coklat kepada burung,

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

butuh 6 bulan bagi animator untuk menyempurnakan adegan 10 detik tsb.

The other thing about a Pixar movie

Hal menarik lainnya dari film Pixar,

is that no part of the movie is considered finished

tidak ada bagian yang dianggap selesai

until the entire movie wraps.

sampai produksi diselesaikan.

Partway through one production, an animator drew a character

Misalnya, saat animator membuat tokoh

with an arched eyebrow that suggested a mischievous side.

dengan alis melengkung agar tampak jahat.

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

Sutradara mungkin suka saat melihatnya, dia pikir itu hebat.

It was beautiful, but he said,

Hingga kemudian,

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

"Hapus. Itu tidak cocok dengan penokohannya."

Two weeks later, the director came back and said,

2 minggu kemudian, sutradara kembali & berkata,

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

"Pasang alisnya untuk beberapa detik."

Because that animator was allowed to share

Karena opini animator dihargai

what we referred to as his slice of genius,

sebagai bagian dari keahliannya,

he was able to help that director reconceive the character

ia membantu sutradara untuk menghidupkan tokoh

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

secara halus namun penting bagi penyempurnaan cerita.

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

Kita tahu bahwa inti dari inovasi terdapat paradoks.

You have to unleash the talents and passions of many people

Anda harus menggali bakat dan minat banyak orang

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

dan mengasahnya agar bermanfaat.

Innovation is a journey.

Inovasi adalah sebuah perjalanan.

It's a type of collaborative problem solving,

Bentuk dari upaya pemecahan masalah bersama,

usually among people who have different expertise

sekelompok orang dengan ragam keahlian

and different points of view.

dan pandangan.

Innovations rarely get created full-blown.

Jarang ada inovasi yang langsung sempurna.

As many of you know,

Seperti Anda ketahui,

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

inovasi adalah buah dari eksperimen.

Lots of false starts, missteps and mistakes.

Diawali dengan awal yang keliru, salah langkah, dan kealpaan.

Innovative work can be very exhilarating,

Inovasi bisa sangat menggairahkan,

but it also can be really downright scary.

tapi juga amat menakutkan.

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

Bagaimana Pixar melakukannya?

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

tanyakan pada diri sendiri, apa yang terjadi?

For sure, history and certainly Hollywood,

Sejarah dan Hollywood tentu saja

is full of star-studded teams that have failed.

dipenuhi tim bertabur bintang yang pernah gagal.

Most of those failures are attributed

Kegagalan yang sering dihubungkan dengan

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

terlalu banyak pemain yang terlibat.

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

Tapi kenapa Pixar dengan timnya yang besar

is able to be so successful time and time again?

dapat sukses lagi dan lagi?

When we studied an Islamic Bank in Dubai,

Saat kami mengkaji sebuah bank Islam di Dubai,

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

merek mewah di Korea, atau organisasi sosial di Afrika,

we found that innovative organizations

kami menyimpulkan organisasi inovatif

are communities that have three capabilities:

adalah kelompok yang cakap dalam tiga hal:

creative abrasion, creative agility and creative resolution.

Kreatif dalam masa abrasi, bergerak, dan membuat putusan.

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

Kreatif dalam masa abrasi berarti kemampuan mengumpulkan gagasan

through debate and discourse.

melalui perdebatan dan diskusi.

In innovative organizations, they amplify differences,

Organisasi inovatif menghargai perbedaan,

they don't minimize them.

bukan menghilangkannya.

Creative abrasion is not about brainstorming,

Proses ini tidak sama dengan tukar pikiran

where people suspend their judgment.

di mana penilaian ditiadakan.

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

Meski tahu cara memotivasi diri, mereka tidak tahu berargumen dengan benar

to create a portfolio of alternatives.

untuk menampung setiap kemungkinan.

Individuals in innovative organizations

Individu dalam organisasi inovatif

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

selain belajar mencari tahu, mendengarkan,

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

mereka juga belajar mengemukakan pandangannya.

They understand that innovation rarely happens

Mereka tahu inovasi jarang terjadi

unless you have both diversity and conflict.

tanpa adanya keragaman dan konflik.

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

Kreatif bergerak berarti mampu menguji dan menyempurnakan gagasan

through quick pursuit, reflection and adjustment.

melalui pencarian, refleksi, dan penyesuaian secara cepat.

It's about discovery-driven learning

Inti proses ini adalah bereksplorasi

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

menuju masa depan dengan bebas.

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

Proses ini tentang desain berfikir yang juga berarti menggabungkan

of the scientific method and the artistic process.

metode ilmiah dengan seni.

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

Bereksperimen bukan menjalankan komando.

Experiments are usually about learning.

Bereksperimen berarti belajar.

When you get a negative outcome,

Saat mendapat masukan negatif,

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

Anda tetap mempelajari hal baru.

Pilots are often about being right.

Menjalankan komando terbatas pada upaya yang benar.

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

Ketika gagal, muncul pelemparan kesalahan.

The final capability is creative resolution.

Terakhir, kreatif membuat putusan.

This is about doing decision making

Proses ini berarti membuat keputusan

in a way that you can actually combine even opposing ideas

dengan menggabungkan setiap ide, bahkan yang berlawanan

to reconfigure them in new combinations

demi terciptanya kombinasi baru

to produce a solution that is new and useful.

dalam menghasilkan solusi baru dan efektif.

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

Organisasi inovatif tidak pernah menyesuaikan diri untuk diterima.

They don't compromise.

Mereka tidak berkompromi.

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

Mereka menolak dominasi kelompok atau individu.

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

bahkan kepada atasan atau pakar.

Instead, they have developed

Mereka justru mengembangkan

a rather patient and more inclusive decision making process

proses pengambilan keputusan dengan kepala dingin dan menyeluruh.

that allows for both/and solutions to arise

Hal ini memungkinkan mereka mendapat banyak solusi,

and not simply either/or solutions.

alih-alih solusi tunggal.

These three capabilities are why we see

Ketiga kemampuan ini menjelaskan

that Pixar is able to do what it does.

mengapa Pixar bisa berhasil.

Let me give you another example,

Contoh lainnya adalah

and that example is the infrastructure group of Google.

grup infrastruktur Google.

The infrastructure group of Google is the group

Kelompok itu bertugas

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

menjaga situs mereka terus berjalan setiap saat.

So when Google was about to introduce Gmail and YouTube,

Jadi ketika Google memperkenalkan Gmail dan YouTube,

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

mereka sadar sistem penyimpanan mereka tidak mencukupi.

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

Orang yg mengepalai para insinyur dan kelompok pada waktu itu adalah

was a man named Bill Coughran.

pria bernama Bill Coughran.

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

Bill bersama tim eksekutifnya, yang ia sebut Brain Trust

had to figure out what to do about this situation.

bertugas mencari solusi atas masalah itu.

They thought about it for a while.

Setelah beberapa lama.

Instead of creating a group to tackle this task,

Bukannya membentuk sebuah grup khusus,

they decided to allow groups to emerge spontaneously

mereka justru memfasilitasi kemunculan grup secara spontan

around different alternatives.

dengan segala kemungkinannya.

Two groups coalesced.

Dua grup bersatu.

One became known as Big Table,

Satu menjadi Big Table,

the other became known as Build It From Scratch.

dan lainnya Build It From Scratch.

Big Table proposed that they build on the current system.

Big Table mengusulkan untuk memanfaat sistem yang ada.

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

Build It From Scratch mengusulkan pembuatan sistem baru.

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

Secara terpisah, kedua tim diperbolehkan bekerja penuh waktu

on their particular approach.

dengan pendekatan masing-masing.

In engineering reviews, Bill described his role as,

Dalam sebuah artikel, Bill menjelaskan perannya,

"Injecting honesty into the process by driving debate."

"Menanamkan kejujuran dalam sengitnya perdebatan."

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

Sebelumnya, timnya diminta membuat model dengan tujuan

"bump them up against reality and discover for themselves

"untuk menyadarkan dan membiarkan mereka menemukan sendiri

the strengths and weaknesses of their particular approach."

kekuatan dan kelemahan dari pendekatan yang mereka pakai."

When Build It From Scratch shared their prototype with the group

Saat Build It From Scratch menunjukkan prototipenya

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

dengan alarm yang akan mati di tengah malam

if something went wrong with the website,

jika terjadi sesuatu pada situs mereka,

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

mereka sadar desain mereka terbatas.

As the need for a solution became more urgent

Dan ketika solusi semakin dibutuhkan,

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

data dan bukti mulai berdatangan,

it became pretty clear that the Big Table solution

semakin jelas bahwa solusi yg ditawarkan Big Table

was the right one for the moment.

adalah yang paling tepat untuk saat itu.

So they selected that one.

Maka diputuskanlah.

But to make sure that they did not lose the learning

Untuk memastikan mereka belajar

of the Build it From Scratch team,

dari tim Build It From Scratch,

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

Bill meminta 2 anggotanya untuk bergabung pada tim baru

to work on the next-generation system.

yang akan menangani sistem generasi masa depan.

This whole process took nearly two years,

Proses ini menghabiskan waktu 2 tahun,

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

dan ingat bahwa mereka bekerja dengan ritme luar biasa cepat.

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

Di tahap awal, salah seorang insinyur menghampiri Bill dan berkata,

"We're all too busy for this inefficient system

"Kita terlalu sibuk untuk sistem yang tidak efisien

of running parallel experiments."

akibat 2 eksperimen ini."

But as the process unfolded, he began to understand

Seiring proses berlanjut, ia pun paham

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

kebaikan dari memaksimalkan potensi para orang bertalenta.

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

Ia mengaku, "Jika Anda memaksa kami untuk menjadi satu tim,

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

kami mungkin hanya berfokus pada siapa yang benar, dan menang,

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

bukan pada pembelajaran dan penemuan yang menjadi solusi terbaik bagi Google."

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

Mengapa Pixar dan Google dapat terus berinovasi?

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

Ini karena mereka menguasai ketiga kemampuan tadi.

They know how to do collaborative problem solving,

Mereka tahu cara memecahkan masalah bersama-sama,

they know how to do discovery-driven learning

cara belajar dengan bereksplorasi,

and they know how to do integrated decision making.

dan cara membuat keputusan terpadu.

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

Anda yang duduk di sana mungkin sedang bergumam,

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

"Kami tidak tahu bagaimana mempraktikannya pada organisasi kami.

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

Jadi, bagaimana Pixar bisa melakukannya,

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

Juga Google?"

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

Ketika para bawahan Bill bercerita,

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

bagi mereka, Bill adalah salah satu pemimpin terbaik di Silicon Valley,

we completely agreed; the man is a genius.

kami sepenuhnya setuju; ia memang jenius.

Leadership is the secret sauce.

Memimpin membutuhkan teknik rahasia.

But it's a different kind of leadership,

Tapi ini adalah bentuk lain dari kepemimpinan,

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

bukan seperti yang kebanyakan kita pikirkan.

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

Salah satu pemimpin yang pernah saya temui berkata,

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

"Linda, saya gak butuh buku kepemimpinan.

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

Membacanya bikin saya merasa tidak enak." (Tawa)

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

"Bab 1 meminta saya utk merancang visi.

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

Sekalipun mengikutinya, saya tidak punya jawabannya.

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

Saya tidak tahu arah yang dituju.

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

dan bahkan tidak yakin bisa sampai di sana."

For sure, there are times when visionary leadership

Yang pasti, ada waktunya kepemimpinan visioner

is exactly what is needed.

dibutuhkan oleh kita.

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

Tapi jika kita ingin organisasi dapat terus berinovasi,

we must recast our understanding of what leadership is about.

kita harus merombak pemahaman kita tentang kepemimpinan.

Leading innovation is about creating the space

Melakukan inovasi berarti membangun ruang

where people are willing and able to do the hard work

bagi tim untuk mau dan mampu bekerja keras

of innovative problem solving.

demi menciptakan masalah secara inovatif.

At this point, some of you may be wondering,

Sampai di sini, beberapa dari Anda mungkin berpikir,

"What does that leadership really look like?"

"Sebenarnya apa itu kepemimpinan?"

At Pixar, they understand that innovation takes a village.

Pixar percaya inovasi membutuhkan banyak orang.

The leaders focus on building a sense of community

Para pemimpinnya berfokus untuk menciptakan rasa memiliki

and building those three capabilities.

dan mengembangkan ketiga kemampuan itu.

How do they define leadership?

Apa arti kepemimpinan bagi mereka?

They say leadership is about creating a world

Kepemimpinan berarti menciptakan dunia

to which people want to belong.

yang diinginkan oleh setiap orang.

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

Dunia seperti apa yang diinginkan Pixar?

A world where you're living at the frontier.

Dunia di mana Anda mendiami batas akhir.

What do they focus their time on?

Pada apa mereka berfokus?

Not on creating a vision.

Bukan menciptakan visi.

Instead they spend their time thinking about,

Melainkan,

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

"Bagaimana mendesain studio menjadi ruang publik

so that people will interact?

sebagai wadah berinteraksi?

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

Dengan adanya kebijakan yang mendorong siapa pun

is allowed to give notes to the director

untuk menyampaikan opini mereka

about how they feel about a particular film.

kepada sutradara tentang filmnya.

What can we do to make sure

Apa yg dapat kita lakukan untuk memastikan

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

bahwa setiap disrupsi dan suara minoritas

speak up and are heard?

dapat didengar dalam organisasi?

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

Dan murah hati dalam memberi penghargaan."

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

Jika Anda pernah memperhatikan daftar tim produksi pada film Pixar,

but the babies born during a production are listed there.

bahwa bayi yang lahir selama produksi pun turut dicantumkan.

(Laughter)

(Tawa)

How did Bill think about what his role was?

Bagaimana Bill sendiri melihat perannya?

Bill said, "I lead a volunteer organization.

Bill berkata, "Saya memimpin para sukarelawan.

Talented people don't want to follow me anywhere.

Orang berbakat tidak pernah patuh pada apa pun perintahku.

They want to cocreate with me the future.

Mereka hanya ingin menciptakan masa depan denganku.

My job is to nurture the bottom-up

Pekerjaanku adalah mendidik bawahan naik ke atas

and not let it degenerate into chaos."

dan tidak membiarkannya terjatuh dalam kekalutan."

How did he see his role?

Bagaimana ia melihat perannya?

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

"Saya adalah panutan, perekat,

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

penghubung, penengah.

I'm never a dictator of viewpoints."

Bukan pemaksa kehendak."

Advice about how you exercise the role?

Punya saran cara memainkan peran Anda?

Hire people who argue with you.

Pekerjakan orang yang berlawanan dengan Anda.

And, guess what?

Dan tebak?

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

Kadang lebih baik bersikap tak jelas dan samar.

Some of you may be wondering now,

Kalian mungkin berpikir,

what are these people thinking?

Apa yang mereka pikirkan?

They're thinking,

Sebenarnya mereka sedang berpikir.

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

"Saya bukan visioner, tapi arsitek sosial.

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

Saya membangun ruang di mana orang mau dan mampu

to share and combine their talents and passions."

untuk berbagi dan menggabungkan bakat dan semangat mereka."

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

Jika Anda risau karena tidak pernah bekerja untuk Pixar,

or you don't work at a Google,

atau Google,

I want to tell you there's still hope.

Anda masih punya harapan.

We've studied many organizations

Kami mengkaji banyak organisasi

that were really not organizations you'd think of

yang dianggap tidak lazim

as ones where a lot of innovation happens.

menelurkan inovasi.

We studied a general counsel in a pharmaceutical company

Kami mengkaji penasihat hukum perusahaan farmasi

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

yang sedang mencari pengacara,

19 competitors, to collaborate and innovate.

19 pesaing berkolaborasi & berinovasi.

We studied the head of marketing at a German automaker

Kami mengkaji direktur pemasaran produsen mobil Jerman

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

di mana mereka beranggapan bahwa insinyur desain

not the marketeers, who were allowed to be innovative.

bukan praktisi pemasaran yang dapat berinovasi.

We also studied Vineet Nayar at HCL Technologies,

Kami juga mengkaji Vineet Nayar dari HCL Technologies,

an Indian outsourcing company.

perusahaan penyedia tenaga kerja asal India.

When we met Vineet,

Ketika kami bertemu Vineet,

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

ia menganggap perusahaannya menyimpang.

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

Kami mengamati kala HCL berubah menjadi penggerak inovasi TI skala global.

At HCL technologies, like at many companies,

Di HCL, seperti perusahaan pada umumnya,

the leaders had learned to see their role as setting direction

para pemimpin memahami perannya sebagai pemberi arahan

and making sure that no one deviated from it.

dan memastikan tidak ada penyimpangan.

What he did is tell them it was time for them

Vineet memberitahu mereka waktunya bagi para pemimpin

to think about rethinking what they were supposed to do.

untuk mempertimbangkan kembali apa yang semestinya mereka lakukan.

Because what was happening is that everybody was looking up

Karena yang terjadi adalah semua orang melihat ke atas

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

tanpa menyadari kebutuhan akan inovasi hirarkis

we saw at Pixar or Google.

sebagaimana terjadi pada Pixar dan Google.

So they began to work on that.

Sejak itu mereka mengupayakannya.

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

Mereka tak lagi menyediakan jawaban atau solusi.

Instead, what they did is they began to see

Melainkan mulai mengamati

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

orang-orang yg berada di posisi terbawah, para pencetus muda,

the people who were closest to the customers,

orang-orang yang dekat dengan para pelanggan,

as the source of innovation.

sebagai sumber inovasi.

They began to transfer the organization's growth

Mereka mulai mengalihkan pertumbuhan organisasi

to that level.

pada tahap tersebut.

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

Menurut Vineet, ini disebut membalikkan piramida

so that you could unleash the power of the many

untuk menghimpun banyak kekuatan

by loosening the stranglehold of the few,

dengan melepaskan sedikit penguasaan jabatan,

and increase the quality and the speed of innovation

sambil meningkatkan mutu dan kecepatan berinovasi

that was happening every day.

sebagaimana terjadi hari ini.

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

Kenyataannya, Vineet dan semua pemimpin yang kami kaji

were in fact visionaries.

adalah visioner.

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

Jelas mereka tahu apa yang bukan menjadi peran mereka.

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

Jadi, saya tidak melihat ketidaktahuan Anda tentang Ed adalah kebetulan.

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

Karena Ed, seperti juga Vineet, memahami peran kita sebagai pemimpin

is to set the stage, not perform on it.

ialah mempersiapkan panggung, bukan tampil.

If we want to invent a better future,

Jika kita ingin menciptakan masa depan yang lebih baik,

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

dan itulah mengapa kita berada di sini,

then we need to reimagine our task.

kita harus menata kembali tugas kita.

Our task is to create the space

Tugas untuk membangun ruang

where everybody's slices of genius

di mana setiap kecerdasan yang ada pada setiap orang

can be unleashed and harnessed,

dapat digali dan bermanfaat,

and turned into works of collective genius.

serta diwujudkan ke dalam karya hasil dari kecerdasan bersama.

Thank you.

Terima kasih.

(Applause)

(Tepuk tangan)