Tim Leberecht: 3 ways to (usefully) lose control of your brand

95,341 views ใƒป 2012-10-08

TED


์•„๋ž˜ ์˜๋ฌธ์ž๋ง‰์„ ๋”๋ธ”ํด๋ฆญํ•˜์‹œ๋ฉด ์˜์ƒ์ด ์žฌ์ƒ๋ฉ๋‹ˆ๋‹ค.

00:00
Translator: Joseph Geni Reviewer: Morton Bast
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๋ฒˆ์—ญ: K Bang ๊ฒ€ํ† : Beomjo Park
00:15
Companies are losing control.
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๊ธฐ์—…์€ ์กฐ์ • ๋Šฅ๋ ฅ์„ ์ƒ์‹คํ•˜๊ณ  ์žˆ์Šต๋‹ˆ๋‹ค.
00:19
What happens on Wall Street
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์›”๊ฐ€(่ก—)์—์„œ ์ผ์–ด๋‚˜๋Š” ์ผ์€
00:20
no longer stays on Wall Street.
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๋” ์ด์ƒ ์›”๊ฐ€์—๋งŒ ๋จธ๋ฌผ์ง€ ์•Š์Šต๋‹ˆ๋‹ค.
00:22
What happens in Vegas ends up on YouTube. (Laughter)
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๋ผ์Šค๋ฒ ๊ฐ€์Šค์—์„œ ์ผ์–ด๋‚˜๋Š” ์ผ์€ ์œ ๋ทฐ๋ธŒ์—์„œ ๋๋‚˜์ฃ . (์›ƒ์Œ)
00:26
Reputations are volatile. Loyalties are fickle.
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๋ช…์„ฑ์€ ๊ธ‰๋ณ€ํ•ฉ๋‹ˆ๋‹ค. ์ถฉ์„ฑ๋„๋„ ๋ณ€๋•์„ ๋ถ€๋ฆฌ์ฃ .
00:31
Management teams seem increasingly
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๊ฒฝ์˜์ง„๋“ค์€ ์ ์  ๋”
00:33
disconnected from their staff. (Laughter)
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์‚ฌ์›๋“ค๊ณผ ๋ฉ€์–ด์ง€๋Š” ๊ฒƒ ๊ฐ™์Šต๋‹ˆ๋‹ค. (์›ƒ์Œ)
00:36
A recent survey said that 27 percent of bosses believe
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์ตœ๊ทผ ์„ค๋ฌธ์— ์˜ํ•˜๋ฉด ์‚ฌ์žฅ๋“ค ๊ฐ€์šด๋ฐ 27%๋Š”
00:40
their employees are inspired by their firm.
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์‚ฌ์›๋“ค์ด ํšŒ์‚ฌ์— ํ˜ผ์‹ ์„ ๋‹คํ•˜๊ณ  ์žˆ๋‹ค๊ณ  ๋ฏฟ๊ณ  ์žˆ์ง€๋งŒ
00:42
However, in the same survey, only four percent
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๊ทธ ๋ณด๊ณ ์„œ์—์„œ, ๊ฒจ์šฐ 4%์˜ ์‚ฌ์›๋“ค๋งŒ ๊ทธ ์ ์—
00:45
of employees agreed.
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๋™์˜ํ•˜๊ณ  ์žˆ์Šต๋‹ˆ๋‹ค.
00:47
Companies are losing control
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๊ธฐ์—…์€ ๊ทธ๋“ค์˜ ๊ณ ๊ฐ๊ณผ ์ข…์—…์›๋“ค์„
00:49
of their customers and their employees.
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์ œ๋Œ€๋กœ ์ œ์–ดํ•˜์ง€ ๋ชปํ•˜๊ณ  ์žˆ์Šต๋‹ˆ๋‹ค.
00:53
But are they really?
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์ •๋ง ๊ทธ๋Ÿด๊นŒ์š”?
00:55
I'm a marketer, and as a marketer, I know
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์ €๋Š” ๋งˆ์ผ€ํŒ… ์ „๋ฌธ๊ฐ€์ž…๋‹ˆ๋‹ค. ๋งˆ์ผ€ํŒ… ์ „๋ฌธ๊ฐ€์ด๊ธฐ์—
00:58
that I've never really been in control.
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์ œ๊ฐ€ ์กฐ์ •ํ•˜๋Š” ์œ„์น˜์— ์žˆ์–ด๋ณธ ์ ์ด ์ „ํ˜€ ์—†๋‹ค๋Š” ๊ฑด ์••๋‹ˆ๋‹ค.
01:01
Your brand is what other people say about you
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์˜› ๋ง์— ์ด๋ฅด๊ธฐ๋ฅผ, ๋‹น์‚ฌ์ž๊ฐ€ ๋ฐฉ์•ˆ์— ์—†์„ ๋•Œ
01:04
when you're not in the room, the saying goes.
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๋‹ค๋ฅธ ์‚ฌ๋žŒ๋“ค์€ ์—ฌ๋Ÿฌ๋ถ„์„ ์—ฌ๋Ÿฌ๋ถ„์˜ ๋ธŒ๋žœ๋“œ๋กœ ํ‰๊ฐ€ํ•œ๋‹ค๊ณ  ํ•ฉ๋‹ˆ๋‹ค.
01:07
Hyperconnectivity and transparency allow companies
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๊ทน๋„์˜ ์—ฐ๊ฒฐ์„ฑ๊ณผ ํˆฌ๋ช…์„ฑ์œผ๋กœ ๋ง๋ฏธ์•”์•„ ๊ธฐ์—…๋“ค์€
01:11
to be in that room now, 24/7.
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๊ทธ ๋ฐฉ ์•ˆ์— ์žˆ์Šต๋‹ˆ๋‹ค. ํ•˜๋ฃจ 24์‹œ๊ฐ„ ๋‚ด๋‚ด ์žˆ์ฃ .
01:14
They can listen and join the conversation.
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๊ทธ๋“ค์€ ๋Œ€ํ™”๋ฅผ ๋“ฃ๊ณ , ์ฐธ์—ฌํ•  ์ˆ˜ ์žˆ์Šต๋‹ˆ๋‹ค.
01:17
In fact, they have more control over the loss of control
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์‚ฌ์‹ค, ๊ทธ๋“ค์€ ์˜ˆ์ „์— ๊ทธ ์–ด๋Š ๋•Œ๋ณด๋‹ค ์กฐ์ • ๋Šฅ๋ ฅ์„ ์žƒ๋Š” ๊ฒƒ์— ๋Œ€ํ•ด
01:20
than ever before.
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ํ›จ์”ฌ ๋” ์ž˜ ์ œ์–ดํ•  ์ˆ˜ ์žˆ์–ด์š”.
01:22
They can design for it. But how?
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๊ทธ๋Ÿฐ ๊ฑธ ๋งŒ๋“ค์–ด ๋‚ผ ์ˆ˜๋„ ์žˆ์ง€์š”. ๊ทธ๋Ÿฐ๋ฐ, ์–ด๋–ป๊ฒŒ ๋งŒ๋“ค๊นŒ์š”?
01:25
First of all, they can give employees and customers more control.
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์ฒซ์งธ๋กœ, ๊ทธ๋“ค์€ ์‚ฌ์›๋“ค๊ณผ ๊ณ ๊ฐ๋“ค์—๊ฒŒ ๋” ๋งŽ์€ ์กฐ์ • ๋Šฅ๋ ฅ์„ ์ค„ ์ˆ˜ ์žˆ์Šต๋‹ˆ๋‹ค.
01:29
They can collaborate with them on the creation of ideas,
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๊ทธ๋ฆฌ๊ณ ๋Š” ๊ทธ๋“ค๊ณผ ํ•จ๊ป˜ ์•„์ด๋””์–ด, ์ง€์‹,
01:32
knowledge, content, designs and product.
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์ปจํ…์ธ , ๋””์ž์ธ๊ณผ ์ œํ’ˆ์„ ๋งŒ๋“ค์–ด๋‚ด๋Š” ์ž‘์—…์„ ํ•ฉ๋‹ˆ๋‹ค.
01:36
They can give them more control over pricing,
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์‹ฌ์ง€์–ด, ๊ทธ๋“ค์—๊ฒŒ ๊ฐ€๊ฒฉ์— ๋Œ€ํ•œ ์กฐ์ •๊ถŒ๋„ ์ค„ ์ˆ˜ ์žˆ์Šต๋‹ˆ๋‹ค.
01:38
which is what the band Radiohead did
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์ด๊ฑด "๋ผ๋””์˜คํ—ค๋“œ"๋ผ๋Š” ๋ฐด๋“œ๊ฐ€
01:40
with its pay-as-you-like online release of its album
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"In Rainbows"๋ผ๋Š” ์•จ๋ฒ”์„ '๋‚ด๊ณ ์‹ถ์€ ๋งŒํผ ๋‚ด์„ธ์š”'๋ผ๋Š” ๋ฐฉ์‹์œผ๋กœ
01:43
"In Rainbows." Buyers could determine the price,
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์ถœ์‹œํ•œ ๊ฒƒ๊ณผ ๊ฐ™์Šต๋‹ˆ๋‹ค. ๊ตฌ๋งค์ž๊ฐ€ ๊ฐ€๊ฒฉ์„ ๊ฒฐ์ •ํ•˜๋Š”๊ฑฐ์ฃ .
01:46
but the offer was exclusive, and only stood for a limited period of time.
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๋ฌผ๋ก , ๊ทธ๋Ÿฐ ์ œ์•ˆ์€ ์ผ๋ถ€์—๊ฒŒ๋งŒ ์ฃผ์–ด์กŒ๊ณ  ํ•œ์ •๋œ ๊ธฐ๊ฐ„ ๋™์•ˆ๋งŒ ๊ฐ€๋Šฅํ•˜๊ฒŒ ํ–ˆ์Šต๋‹ˆ๋‹ค.
01:51
The album sold more copies than previous releases of the band.
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๊ทธ ๋ฐด๋“œ๋Š” ์ด ์•จ๋ฒ”์„ ์ด์ „ ์•จ๋ฒ”๋ณด๋‹ค ๋” ๋งŽ์ด ํŒ”์•˜์Šต๋‹ˆ๋‹ค.
01:55
The Danish chocolate company Anthon Berg
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๋ด๋งˆํฌ์˜ ์ตธ์ฝ”๋ › ํšŒ์‚ฌ์ธ ์•ˆํ†ค ๋ฒ ๋ฅดํฌ๋Š”
01:58
opened a so-called "generous store" in Copenhagen.
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์ฝ”ํŽœํ•˜๊ฒ์— ์†Œ์œ„ ๋งํ•˜๋Š” "๋งˆ์Œ์”จ ์ข‹์€ ์ƒ์ "์„ ์—ด์—ˆ์Šต๋‹ˆ๋‹ค.
02:01
It asked customers to purchase chocolate
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๊ฐ€๊ฒŒ์—์„œ๋Š” ๊ณ ๊ฐ์—๊ฒŒ ๊ณ ๊ฐ์ด ์‚ฌ๋ž‘ํ•˜๋Š” ์‚ฌ๋žŒ๋“ค์—๊ฒŒ
02:04
with the promise of good deeds towards loved ones.
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์„ ํ–‰์„ ํ•˜๊ฒ ๋‹ค๋Š” ์•ฝ์†๋งŒ์œผ๋กœ ๋ฌผ๊ฑด์„ ๋‚ด์ค๋‹ˆ๋‹ค.
02:07
It turned transactions into interactions,
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๊ฑฐ๋ž˜๋ฅผ ์ƒํ˜ธ ์ž‘์šฉ์œผ๋กœ, ๊ทธ๋ฆฌ๊ณ 
02:10
and generosity into a currency.
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ํ˜ธ์˜๋ฅผ ํ™”ํ๋กœ ๋ฐ”๊พผ๊ฑฐ์ฃ .
02:13
Companies can even give control to hackers.
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๊ธฐ์—…์€ ์‹ฌ์ง€์–ด ํ•ด์ปค๋“ค์—๊ฒŒ๋„ ์กฐ์ •๊ถŒ์„ ๋ถ€์—ฌํ•ฉ๋‹ˆ๋‹ค.
02:15
When Microsoft Kinect came out,
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์—‘์Šค๋ฐ•์Šค ๊ฒŒ์ž„๊ธฐ์˜ ๋ชจ์…˜ ์„ผ์„œ์ธ
02:18
the motion-controlled add-on to its Xbox gaming console,
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๋งˆ์ดํฌ๋กœ์†Œํ”„ํŠธ์˜ ํ‚ค๋„ฅํŠธ๊ฐ€ ์ถœ์‹œ๋ ๋•Œ,
02:22
it immediately drew the attention of hackers.
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๊ณง๋ฐ”๋กœ ํ•ด์ปค๋“ค์˜ ๊ด€์‹ฌ์„ ๋Œ์—ˆ์Šต๋‹ˆ๋‹ค.
02:25
Microsoft first fought off the hacks, but then shifted course
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์ฒ˜์Œ์— ๋งˆ์ดํฌ๋กœ์†Œํ”„ํŠธ๋Š” ํ•ด์ปค๋“ค๊ณผ ๋งž์„ฐ์ง€๋งŒ
02:29
when it realized that actively supporting the community
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ํ™œ๋ฐœํ•˜๊ฒŒ ๊ฒŒ์ž„ ์ปค๋ฎค๋‹ˆํ‹ฐ๋ฅผ ์ง€์›ํ•˜๋Š” ๊ฒƒ์ด ์ด๋“์ด ๋  ์ˆ˜ ์žˆ๋‹ค๋Š”
02:32
came with benefits.
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๊ฒƒ์„ ๊นจ๋‹ซ๊ณ ๋Š” ๊ณง ๋ฐฉํ–ฅ์„ ๋ฐ”๊พธ๊ฒŒ ๋ฉ๋‹ˆ๋‹ค.
02:34
The sense of co-ownership, the free publicity,
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๊ณต๋™ ์†Œ์œ ์˜ ๋Š๋‚Œ๊ณผ ์ž์œ ๋กœ์šด ๊ณต๊ณต์„ฑ,
02:37
the added value, all helped drive sales.
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๋ถ€๊ฐ€ ๊ฐ€์น˜, ์ด๋Ÿฐ ๋ชจ๋“  ๊ฒƒ์ด ๋ฉ”์ถœ์— ๋„์›€์ด ๋ฉ๋‹ˆ๋‹ค.
02:40
The ultimate empowerment of customers
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๊ณ ๊ฐ์— ๋Œ€ํ•œ ๊ถ๊ทน์˜ ์ž„ํŒŒ์›Œ๋จผํŠธ (๊ถŒํ•œ ์œ„์ž„)๋Š”
02:42
is to ask them not to buy.
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๊ณ ๊ฐ์—๊ฒŒ ๊ตฌ๋งคํ•˜์ง€ ๋ง์•„ ๋‹ฌ๋ผ๊ณ  ์š”์ฒญํ•˜๋Š” ๊ฒƒ์ž…๋‹ˆ๋‹ค.
02:45
Outdoor clothier Patagonia encouraged prospective buyers
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์•„์›ƒ๋„์–ด ์˜๋ฅ˜๋ฅผ ํŒ๋งคํ•˜๋Š” ํŒฌํƒ€๊ณ ๋‹ˆ์•„๋Š” ์ž ์žฌ ๊ณ ๊ฐ์—๊ฒŒ
02:49
to check out eBay for its used products
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์‹ ์ œํ’ˆ์„ ๊ตฌ์ž…ํ•˜๊ธฐ ์ „์— ์ด๋ฒ ์—์„œ ์ค‘๊ณ ํ’ˆ์„ ์‚ฌ์„œ
02:52
and to resole their shoes before purchasing new ones.
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์‹ ๋ฐœ ๋ฐ‘์ฐฝ์„ ๊ฐˆ์•„ ์‚ฌ์šฉํ•ด ๋ณด๋ผ๊ณ  ๊ถŒ์žฅํ–ˆ์Šต๋‹ˆ๋‹ค.
02:56
In an even more radical stance against consumerism,
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์‹ฌ์ง€์–ด๋Š” ์†Œ๋น„์ž ์ œ์ผ์ฃผ์˜์— ํ›จ์”ฌ ๋” ๊ธ‰์ง„์ ์ธ ์ž์„ธ๋ฅผ ์ทจํ•˜์—ฌ
02:59
the company placed a "Don't Buy This Jacket"
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๊ทธ ํšŒ์‚ฌ๋Š” "์ด ์™ธํˆฌ๋ฅผ ์‚ฌ์ง€๋งˆ์„ธ์š”"๋ผ๋Š” ๊ด‘๊ณ ๋ฅผ
03:01
advertisement during the peak of shopping season.
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์ตœ๊ณ ์˜ ์‡ผํ•‘ ๊ธฐ๊ฐ„ ์ค‘์— ๋‚ด๊ฑธ์—ˆ์Šต๋‹ˆ๋‹ค.
03:05
It may have jeopardized short-term sales,
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๊ทธ๊ฑด ๋‹จ๊ธฐ๊ฐ„ ๋งค์ถœ์— ์ƒ๋‹นํ•œ ์œ„ํ—˜์„ ์ฃผ์—ˆ์„์ง€๋„ ๋ชจ๋ฅด์ง€๋งŒ
03:07
but it builds lasting, long-term loyalty
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๊ณต์œ ๋œ ๊ฐ€์น˜๋ฅผ ํ†ตํ•ด ์ง€์†์ ์ด๊ณ  ์žฅ๊ธฐ์ ์ธ
03:10
based on shared values.
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์ถฉ์„ฑ์‹ฌ์„ ์Œ“์•˜์Šต๋‹ˆ๋‹ค.
03:12
Research has shown that giving employees more control
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์—ฐ๊ตฌ์— ์˜ํ•˜๋ฉด, ์‚ฌ์›๋“ค์—๊ฒŒ ์ž์‹ ์˜ ์—…๋ฌด์— ๋Œ€ํ•ด ๋” ๋งŽ์€
03:15
over their work makes them happier and more productive.
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์กฐ์ •๊ถŒ์„ ์ฃผ๋ฉด ์‚ฌ์›๋“ค์ด ๋” ํ–‰๋ณตํ•ดํ•˜๊ณ  ์ƒ์‚ฐ์„ฑ๋„ ์˜ฌ๋ผ๊ฐ„๋‹ค๊ณ  ํ•ฉ๋‹ˆ๋‹ค.
03:19
The Brazilian company Semco Group famously
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๋ธŒ๋ผ์งˆ ํšŒ์‚ฌ์ธ ์…ˆ์ฝ” ๊ทธ๋ฃน์€ ์ข…์—…์›๋“ค์ด
03:22
lets employees set their own work schedules
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์ž์‹ ์˜ ์—…๋ฌด์™€ ์ผ์ •, ์‹ฌ์ง€์–ด ๊ธ‰์—ฌ๊นŒ์ง€ ์ •ํ•  ์ˆ˜ ์žˆ๊ฒŒํ•œ ๊ฒƒ์œผ๋กœ
03:25
and even their salaries.
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์œ ๋ช…ํ•ฉ๋‹ˆ๋‹ค.
03:27
Hulu and Netflix, among other companies,
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์—ฌ๋Ÿฌ ํšŒ์‚ฌ์ค‘์—, ํ›Œ๋ฃจ์™€ ๋„ทํ”Œ๋ฆญ์Šค๋Š”
03:29
have open vacation policies.
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ํœด๊ฐ€ ์ •์ฑ…์ด ์•„์˜ˆ ์—†์Šต๋‹ˆ๋‹ค.
03:32
Companies can give people more control,
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๊ธฐ์—…๋“ค์€ ์‚ฌ๋žŒ๋“ค์—๊ฒŒ ๋” ๋งŽ์€ ์กฐ์ •๊ถŒ์„ ์ค„ ์ˆ˜ ์žˆ์ง€๋งŒ
03:34
but they can also give them less control.
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๋˜ ๋™์‹œ์— ์ ๊ฒŒ ์ค„ ์ˆ˜๋„ ์žˆ์Šต๋‹ˆ๋‹ค.
03:39
Traditional business wisdom holds that trust
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์ „ํ†ต์ ์ธ ์‚ฌ์—…์  ์ง€ํ˜œ์— ๋”ฐ๋ฅด๋ฉด, ์‹ ์šฉ์€
03:41
is earned by predictable behavior,
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์˜ˆ์ธก๊ฐ€๋Šฅํ•œ ํ–‰๋™์„ ํ†ตํ•ด ์Œ“์ธ๋‹ค๊ณ  ํ•ฉ๋‹ˆ๋‹ค.
03:44
but when everything is consistent and standardized,
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ํ•˜์ง€๋งŒ ๋ชจ๋“  ๊ฒƒ์ด ์ผ๊ด€๋˜๊ณ  ํ‘œ์ค€ํ™”๋˜๋ฉด
03:47
how do you create meaningful experiences?
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์–ด๋–ป๊ฒŒ ์˜๋ฏธ์žˆ๋Š” ๊ฒฝํ—˜์„ ๋งŒ๋“ค์–ด ๋‚ผ๊นŒ์š”?
03:50
Giving people less control might be a wonderful way
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์‚ฌ๋žŒ๋“ค์—๊ฒŒ ์กฐ์ •๊ถŒ์„ ์ ๊ฒŒ ์ฃผ๋Š” ๊ฒƒ์ด
03:53
to counter the abundance of choice
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๋„“์–ด์ง€๋Š” ์„ ํƒ์˜ ํญ์— ๋Œ€์‘๋„ ํ•˜๊ณ 
03:55
and make them happier.
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์‚ฌ๋žŒ๋“ค๋„ ํ–‰๋ณตํ•˜๊ฒŒ ๋งŒ๋“œ๋Š” ํ›Œ๋ฅญํ•œ ๋ฐฉ๋ฒ•์ด ๋  ์ˆ˜๋„ ์žˆ์Šต๋‹ˆ๋‹ค.
03:57
Take the travel service Nextpedition.
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๋„ฅ์ŠคํŠธํ”ผ๋””์…˜์ด๋ผ๋Š” ์—ฌํ–‰์‚ฌ๋ฅผ ๋ณด์ฃ .
04:00
Nextpedition turns the trip into a game,
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์ด ํšŒ์‚ฌ๋Š” ์—ฌํ–‰์„ ๊ฒŒ์ž„์ฒ˜๋Ÿผ ๋งŒ๋“ค์—ˆ์Šต๋‹ˆ๋‹ค.
04:03
with surprising twists and turns along the way.
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์—ฌํ–‰์ค‘์— ๊นœ์ง ์ด๋ฒคํŠธ์™€ ๋ณ€ํ™”๋ฅผ ์ฃผ๋Š” ๋ฐฉ๋ฒ•์„ ์‚ฌ์šฉํ–ˆ์Šต๋‹ˆ๋‹ค.
04:07
It does not tell the traveler where she's going
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ํšŒ์‚ฌ๋Š” ์—ฌํ–‰์ž์—๊ฒŒ ๋งˆ์ง€๋ง‰ ์ˆœ๊ฐ„๊นŒ์ง€
04:09
until the very last minute, and information is provided
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์–ด๋””๋กœ ๊ฐ€๋Š”์ง€ ์•Œ๋ ค์ฃผ์ง€ ์•Š๊ณ , ์ •๋ณด๋„ ๋”ฑ ํ•„์š”ํ•œ ์‹œ์ ์—
04:12
just in time. Similarly, Dutch airline KLM
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์ œ๊ณตํ•ฉ๋‹ˆ๋‹ค. ๋น„์Šทํ•œ ๋ฐฉ๋ฒ•์œผ๋กœ, ๋„ค๋œ๋ž€๋“œ ํ•ญ๊ณต์‚ฌ์ธ KLM์€
04:16
launched a surprise campaign, seemingly randomly
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๊นœ์ง ํ–‰์‚ฌ๋ฅผ ์‹œ์ž‘ํ–ˆ์Šต๋‹ˆ๋‹ค.
04:19
handing out small gifts to travelers
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๋ชฉ์ ์ง€๋กœ ๊ฐ€๋Š” ๋„์ค‘,
04:22
en route to their destination.
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์—ฌํ–‰๊ฐ๋“ค์—๊ฒŒ ๋ฌด์ž‘์œ„๋กœ ์ž‘์€ ์„ ๋ฌผ์„ ์ฃผ๋Š” ๊ฒƒ์ด์ฃ 
04:24
U.K.-based Interflora monitored Twitter
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์˜๊ตญ์— ์ž๋ฆฌํ•œ '์ธํ„ฐํ”„๋กœ๋ผ'๋ผ๋Š” ํšŒ์‚ฌ๋Š” ํŠธ์œ„ํ„ฐ๋ฅผ ์ฐธ๊ณ ํ•˜์—ฌ
04:27
for users who were having a bad day,
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๊ณ ๊ฐ์ด ๊ธฐ๋ถ„์ด ์ข‹์ง€ ์•Š์€ ๋‚ ,
04:29
and then sent them a free bouquet of flowers.
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๊ทธ๋“ค์—๊ฒŒ ๊ณต์งœ๋กœ ๊ฝƒ์„ ๋ณด๋‚ด์ฃผ์—ˆ์Šต๋‹ˆ๋‹ค.
04:33
Is there anything companies can do to make
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์‚ฌ์›์ด ์‹œ๊ฐ„์— ์ซ“๊ธฐ๋Š” ๋Š๋‚Œ์„ ๋ฐ›์ง€ ์•Š๋„๋ก
04:35
their employees feel less pressed for time? Yes.
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ํšŒ์‚ฌ๊ฐ€ ํ•  ์ˆ˜ ์žˆ๋Š” ๋‹ค๋ฅธ ๋ฐฉ๋ฒ•์ด ์žˆ์„๊นŒ์š”? ๋„ค, ์žˆ์Šต๋‹ˆ๋‹ค.
04:38
Force them to help others.
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์‚ฌ์›๋“ค์—๊ฒŒ ๋‹ค๋ฅธ ์‚ฌ๋žŒ์„ ๋•๋„๋ก ํ•˜๋ฉด ๋ฉ๋‹ˆ๋‹ค.
04:41
A recent study suggests that having employees complete
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์ตœ๊ทผ์˜ ์—ฐ๊ตฌ๋ฅผ ๋ณด๋ฉด, ์‚ฌ์›๋“ค์—๊ฒŒ ํ•˜๋ฃจ์—
04:45
occasional altruistic tasks throughout the day
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๋•Œ๋•Œ๋กœ ์ดํƒ€์ ์ธ ์ผ์„ ํ•˜๊ฒŒ ํ•˜๋ฉด
04:47
increases their sense of overall productivity.
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์‚ฌ์›๋“ค์˜ ์ „๋ฐ˜์ ์ธ ์ƒ์‚ฐ๋ ฅ์ด ํ–ฅ์ƒ๋œ๋‹ค๊ณ  ํ•ฉ๋‹ˆ๋‹ค.
04:51
At Frog, the company I work for, we hold internal
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์ œ๊ฐ€ ์ผํ•˜๋Š” 'ํ”„๋กœ๊ทธ'์—๋Š” ๋‚˜์ด๋“  ์‚ฌ์›๊ณผ ์ Š์€ ์‚ฌ์›์„ ๋งบ์–ด์ฃผ๋Š”
04:55
speed meet sessions that connect old and new employees,
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์‚ฌ๋‚ด ์Šคํ”ผ๋“œ ๋ฏธํŒ… ์‹œ๊ฐ„์„ ๊ฐ–์Šต๋‹ˆ๋‹ค.
05:00
helping them get to know each other fast.
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๊ทธ๋ž˜์„œ ๋น ๋ฅธ ์‹œ๊ฐ„์•ˆ์— ์„œ๋กœ๋ฅผ ์•Œ๊ฒŒ ํ•˜๋Š” ๊ฒ๋‹ˆ๋‹ค.
05:03
By applying a strict process, we give them less control,
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์—„๊ฒฉํ•œ ๊ณผ์ •์„ ์ ์šฉํ•˜์—ฌ, ๊ทธ๋“ค์—๊ฒŒ ์กฐ์ •๊ถŒ๊ณผ ์„ ํƒ๊ถŒ์„์„ ์ ๊ฒŒ ์ฃผ์ง€๋งŒ
05:06
less choice, but we enable more and richer social interactions.
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์‚ฌํšŒ์  ์ƒํ˜ธ ๊ด€๊ณ„๋ฅผ ๋”์šฑ ๋‹ค์–‘ํ•˜๊ณ  ํ’๋ถ€ํ•˜๊ฒŒ ํ•ฉ๋‹ˆ๋‹ค.
05:11
Companies are the makers of their fortunes,
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๊ธฐ์—…์€ ์ž์‹ ์˜ ๋ถ€๋ฅผ ์ฐฝ์ถœํ•ฉ๋‹ˆ๋‹ค.
05:14
and like all of us, they are utterly exposed to serendipity.
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๊ทธ๋ฆฌ๊ณ  ์šฐ๋ฆฌ ๋ชจ๋‘๊ฐ€ ๊ทธ๋ ‡๋“ฏ, ๊ธฐ์—…์€ ์ƒ๋‹นํžˆ ๋งŽ์€ ๋œป๋ฐ–์˜ ํ–‰์šด์„ ๋งŒ๋‚˜๊ฒŒ ๋ฉ๋‹ˆ๋‹ค.
05:18
That should make them more humble, more vulnerable
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๊ทธ๊ฒƒ์ด ๊ธฐ์—…์„ ๋” ๊ฒธ์†ํ•˜๊ฒŒ, ๋” ์ทจ์•ฝํ•˜๊ฒŒ,
05:21
and more human.
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๋” '์ธ๊ฐ„'๊ฐ™๊ฒŒ ํ•ฉ๋‹ˆ๋‹ค.
05:24
At the end of the day, as hyperconnectivity
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๊ฒฐ๊ตญ ๊ฐ€์žฅ ์ค‘์š”ํ•œ ๊ฒƒ์€, ์ ˆ์ •์˜ ์—ฐ๊ณ„์„ฑ๊ณผ ํˆฌ๋ช…์„ฑ์œผ๋กœ ๋ง๋ฏธ์•”์•„
05:27
and transparency expose companies' behavior
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๊ธฐ์—…์˜ ํ–‰์œ„๊ฐ€ ๋‚ฑ๋‚ฑ์ด ๋“œ๋Ÿฌ๋‚˜๊ธฐ ๋•Œ๋ฌธ์—
05:29
in broad daylight, staying true to their true selves
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์ง„์ •ํ•œ ๊ธฐ์—… ์ž์‹ ์—๊ฒŒ ์ง„์‹คํ•ด์ง€๋Š” ๊ฒƒ์ด
05:33
is the only sustainable value proposition.
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์œ ์ผํ•˜๊ฒŒ ์ง€์†๊ฐ€๋Šฅํ•œ ๊ฐ€์น˜์ œ์•ˆ์ž…๋‹ˆ๋‹ค.
05:37
Or as the ballet dancer Alonzo King said,
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ํ˜น์€ ๋ฐœ๋ ˆ ๋Œ„์„œ์ธ ์•Œ๋ก ์กฐ ํ‚น์ด ๋ง ํ–ˆ๋“ฏ์ด,
05:39
"What's interesting about you is you."
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"๋‹น์‹ ์—๊ฒŒ์„œ ํฅ๋ฏธ๋กœ์šด ๊ฒƒ์€ ๋ฐ”๋กœ ๋‹น์‹ ์ž…๋‹ˆ๋‹ค"
05:42
For the true selves of companies to come through,
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๊ธฐ์—…์˜ ์ง„์ •ํ•œ ์ •์ฒด์„ฑ์ด ๋‚˜ํƒ€๋‚˜๋ ค๋ฉด
05:45
openness is paramount,
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๊ณต๊ฐœ์„ฑ์ด ์ œ์ผ ์ค‘์š”ํ•ฉ๋‹ˆ๋‹ค.
05:48
but radical openness is not a solution,
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๊ทธ๋ ‡์ง€๋งŒ ๊ณผ๊ฒฉํ•œ ๊ณต๊ฐœ์„ฑ์ด ๋‹ต์ด ๋˜์ง€๋Š” ์•Š์Šต๋‹ˆ๋‹ค.
05:51
because when everything is open, nothing is open.
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์™œ๋ƒํ•˜๋ฉด, ๋ชจ๋“ ๊ฒŒ ๊ณต๊ฐœ๋˜๊ณ  ๋‚˜๋ฉด, ๊ณต๊ฐœํ•  ๊ฒŒ ๋‚จ์ง€ ์•Š์œผ๋‹ˆ๊นŒ์š”.
05:54
"A smile is a door that is half open and half closed,"
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"๋ฏธ์†Œ๋Š” ๋ฐ˜์€ ์—ด๋ฆฌ๊ณ  ๋ฐ˜์€ ๋‹ซํžŒ ๋ฌธ์ด๋‹ค."
05:59
the author Jennifer Egan wrote.
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๋ผ๊ณ  ์ž‘๊ฐ€ '์ œ๋‹ˆํผ ์ด๊ฑด'์ด ์ผ์Šต๋‹ˆ๋‹ค.
06:01
Companies can give their employees and customers
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๊ธฐ์—…์€ ์ข…์—…์›๊ณผ ๊ณ ๊ฐ๋“ค์—๊ฒŒ ์กฐ์ •๊ถŒ์„ ๋” ์ค„ ์ˆ˜๋„,
06:04
more control or less. They can worry about how much
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๋œ ์ค„ ์ˆ˜๋„ ์žˆ์Šต๋‹ˆ๋‹ค. ๊ธฐ์—…์€ ์–ผ๋งˆ ๋งŒํผ์˜ ๊ณต๊ฐœ์„ฑ์ด
06:07
openness is good for them, and what needs to stay closed.
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์ž์‹ ๋“ค์—๊ฒŒ ์ข‹์€์ง€, ๋ฌด์—‡์ด ๋น„๊ณต๊ฐœ๋กœ ๋‚จ๊ฒจ์ ธ์•ผ ํ•˜๋Š”์ง€ ๊ฑฑ์ •ํ•  ์ˆ˜ ์žˆ์Šต๋‹ˆ๋‹ค.
06:11
Or they can simply smile, and remain open
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์•„๋‹ˆ๋ฉด, ๊ทธ๋ƒฅ ๋‹จ์ˆœํžˆ ๋ฏธ์†Œ๋งŒ ์ง“๊ณ  ๋ชจ๋“  ๊ฐ€๋Šฅ์„ฑ์— ๋Œ€ํ•ด์„œ๋งŒ
06:15
to all possibilities.
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๊ณต๊ฐœ์ ์ผ ์ˆ˜๋„ ์ž‡์Šต๋‹ˆ๋‹ค.
06:17
Thank you. (Applause)
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๊ฐ์‚ฌํ•ฉ๋‹ˆ๋‹ค. (๋ฐ•์ˆ˜)
06:21
(Applause)
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(๋ฐ•์ˆ˜)
์ด ์›น์‚ฌ์ดํŠธ ์ •๋ณด

์ด ์‚ฌ์ดํŠธ๋Š” ์˜์–ด ํ•™์Šต์— ์œ ์šฉํ•œ YouTube ๋™์˜์ƒ์„ ์†Œ๊ฐœํ•ฉ๋‹ˆ๋‹ค. ์ „ ์„ธ๊ณ„ ์ตœ๊ณ ์˜ ์„ ์ƒ๋‹˜๋“ค์ด ๊ฐ€๋ฅด์น˜๋Š” ์˜์–ด ์ˆ˜์—…์„ ๋ณด๊ฒŒ ๋  ๊ฒƒ์ž…๋‹ˆ๋‹ค. ๊ฐ ๋™์˜์ƒ ํŽ˜์ด์ง€์— ํ‘œ์‹œ๋˜๋Š” ์˜์–ด ์ž๋ง‰์„ ๋”๋ธ” ํด๋ฆญํ•˜๋ฉด ๊ทธ๊ณณ์—์„œ ๋™์˜์ƒ์ด ์žฌ์ƒ๋ฉ๋‹ˆ๋‹ค. ๋น„๋””์˜ค ์žฌ์ƒ์— ๋งž์ถฐ ์ž๋ง‰์ด ์Šคํฌ๋กค๋ฉ๋‹ˆ๋‹ค. ์˜๊ฒฌ์ด๋‚˜ ์š”์ฒญ์ด ์žˆ๋Š” ๊ฒฝ์šฐ ์ด ๋ฌธ์˜ ์–‘์‹์„ ์‚ฌ์šฉํ•˜์—ฌ ๋ฌธ์˜ํ•˜์‹ญ์‹œ์˜ค.

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