Yves Morieux: As work gets more complex, 6 rules to simplify

Prevodilac: Jelena Ilisić Lektor: Ivana Korom

I have spent the last years

Proveo sam protekle godine

trying to resolve two enigmas:

pokušavajući da razrešim dve enigme:

Why is productivity so disappointing

zašto je produktivnost tako razočaravajuća

in all the companies where I work?

u svim kompanijama gde sam radio?

I have worked with more than 500 companies.

Radio sam u više od 500 kompanija.

Despite all the technological advances --

Uprkos svim tehnološkim prednostima:

computers, I.T., communications, telecommunications,

računari, I.T, komunikacije, telekomunikacije,

the Internet.

internet.

Enigma number two:

Enigma broj dva:

Why is there so little engagement at work?

zašto je tako malo angažovanosti u poslu?

Why do people feel so miserable,

Zašto se ljudi osećaju tako bedno,

even actively disengaged?

čak aktivno odvojeni?

Disengaging their colleagues.

Odvojeni od svojih kolega.

Acting against the interest of their company.

Postupaju suprotno interesu svojih kompanija.

Despite all the affiliation events,

Uprkos svim članskim događajima,

the celebration, the people initiatives,

proslavama, inicijativama,

the leadership development programs to train

programima razvoja vođstva, da bi se menadžeri

managers on how to better motivate their teams.

obučili kako da bolje motivišu svoje timove.

At the beginning, I thought there was

Na početku, mislio sam da se radi

a chicken and egg issue:

o pitanju kokoške ili jajeta.

Because people are less engaged, they are less productive.

Jer ako su ljudi manje angažovani, manje su produktivni.

Or vice versa, because they are less productive,

Ili obrnuto, zato što su manje produktivni,

we put more pressure and they are less engaged.

povećavamo pritisak i postaju manje angažovani.

But as we were doing our analysis

Ali dok smo vršili naše analize

we realized that there was a common root cause

shvatili smo da postoji zajednički koren uzroka

to these two issues

ova dva problema

that relates, in fact, to the basic pillars of management.

koji se odnosi, u stvari, na osnovne stubove menadžmenta.

The way we organize is based on two pillars.

Način naše organizacije se bazira na dva stuba.

The hard -- structure, processes, systems.

Čvrsti - struktura, procesi, sistemi.

The soft --

Nežni -

feelings, sentiments, interpersonal relationships, traits, personality.

osećaji, osećanja, međuljudski odnosi, osobine, ličnost.

And whenever a company

I kad god se kompanija

reorganizes, restructures, reengineers,

reorganizuje, restruktuira, ponovo stvara,

goes through a cultural transformation program,

prolazi kroz program kulturne transformacije,

it chooses these two pillars.

ona tada bira ova dva stuba.

Now, we try to refine them,

Sad, mi pokušamo da ih prečistimo,

we try to combine them.

pokušamo da ih kombinujemo.

The real issue is --

Pravi problem je -

and this is the answer to the two enigmas --

i to je odgovor na dve enigme -

these pillars are obsolete.

ovi stubovi su zastareli.

Everything you read in business books is based

Sve što čitate u knjigama o biznisu je zasnovano

either on one or the other

ili na jednom ili na drugom,

or their combination.

ili na njihovoj kombinaciji.

They are obsolete.

Zastareli su.

How do they work

Kako funkcionišu

when you try to use these approaches

kada pokušate sa ovim pristupom

in front of the new complexity of business?

pred novom složenošću biznisa?

The hard approach, basically is that you start from strategy,

Čvrsti pristup: u osnovi polazite od strategije,

requirements, structures, processes, systems, KPIs, scorecards,

zahteva, struktura, procesa, sistema, ključnih indikatora učinka, pokazatelja,

committees, headquarters, hubs, clusters,

odbora, sedišta, središta, grupa,

you name it.

samo recite.

I forgot all the metrics, incentives, committees, middle offices and interfaces.

Zaboravio sam sve matrice, podsticaje, odbore, posrednike i interfejse.

What happens basically on the left,

Šta se, zapravo dešava sa druge strane -

you have more complexity, the new complexity of business.

imate veću složenost, novu složenost biznisa.

We need quality, cost, reliability, speed.

Potrebni su nam kvalitet, cena, pouzdanost, brzina.

And every time there is a new requirement,

I svaki put kad postoji novi zahtev,

we use the same approach.

mi koristimo isti pristup.

We create dedicated structure processed systems,

Stvaramo posvećene strukturalno obrađene sisteme,

basically to deal with the new complexity of business.

da bi se, u suštini, nosili sa novom složenošću biznisa.

The hard approach creates just complicatedness

Čvrsti pristup sam stvara komplikacije

in the organization.

u organizaciji.

Let's take an example.

Uzmimo primer.

An automotive company, the engineering division

Automobilska kompanija, inženjersko odelenje,

is a five-dimensional matrix.

je matrica u pet dimenzija.

If you open any cell of the matrix,

Ako otvorite bilo koju ćeliju matrice,

you find another 20-dimensional matrix.

naći ćete drugu matricu od 20 dimenzija.

You have Mr. Noise, Mr. Petrol Consumption,

Imate gdina Buku, gdina Potrošnju Goriva,

Mr. Anti-Collision Properties.

gdina Osobine Protiv Sudara.

For any new requirement,

Za bilo koji novi zahtev,

you have a dedicated function

imate posvećenu funkciju

in charge of aligning engineers against

zaduženu za ravnanje inženjera prema

the new requirement.

novom zahtevu.

What happens when the new requirement emerges?

Šta se dešava kada se pojavi novi zahtev?

Some years ago, a new requirement

Pre nekoliko godina, novi zahtev

appeared on the marketplace:

se pojavio na tržištu:

the length of the warranty period.

trajanje perioda garancije.

So therefore the new requirement is repairability,

Pa je tako novi zahtev popravljivost,

making cars easy to repair.

stvaranje automobila koje je lakše popraviti.

Otherwise when you bring the car to the garage to fix the light,

Inače, kada dovezete auto u garažu da popravite svetlo,

if you have to remove the engine

ako morate odstraniti motor

to access the lights,

da biste pristupili svetlima,

the car will have to stay one week in the garage

auto će morati da ostane u garaži jednu sedmicu

instead of two hours, and the warranty budget will explode.

umesto dva sata, i budžet za garancije će eksplodirati.

So, what was the solution using the hard approach?

Pa šta je rešenje uz korišćenje čvrstog pristupa?

If repairability is the new requirement,

Ako je popravljivost novi zahtev,

the solution is to create a new function,

rešenje je stvaranje nove funkcije,

Mr. Repairability.

gdin Popravljivost.

And Mr. Repairability creates the repairability process.

I gdin Popravljivost stvara proces popravljivosti.

With a repairability scorecard, with a repairability metric

Sa rezulatatima popravljivosti, sa matricom popravljivosti,

and eventually repairability incentive.

i na kraju, podsticajima popravljivosti.

That came on top of 25 other KPIs.

To dolazi povrh 25 drugih ključnih indikatora učinka (KIU).

What percentage of these people is variable compensation?

Koji procenat ovih ljudi je promenljiva kompenzacija?

Twenty percent at most, divided by 26 KPIs,

Najviše dvadeset posto, podeljeno sa 26 KIU,

repairability makes a difference of 0.8 percent.

popravljivost pravi razliku od 0,8 posto.

What difference did it make in their actions,

Koliku razliku je donela u njihovim delima,

their choices to simplify? Zero.

u njihovim izborima da pojednostave? Nula.

But what occurs for zero impact? Mr. Repairability, process,

Ali šta se pojavljuje za nulti uticaj? Gdin Popravljivost, proces,

scorecard, evaluation, coordination with the 25 other coordinators

rezultati, procena, koordinacija sa 25 drugih koordinatora

to have zero impact.

da bismo imali nulti uticaj.

Now, in front of the new complexity of business,

Sad, pred novom složenošću biznisa,

the only solution is not drawing boxes

jedino rešenje nije crtanje kutija

with reporting lines.

sa linijama izveštaja.

It is basically the interplay.

To je u osnovi uzajamno dejstvo.

How the parts work together.

Kako staze rade zajedno.

The connections, the interactions, the synapses.

Veze, interakcije, sinapse.

It is not the skeleton of boxes, it is the nervous system

To nije skelet od kutija, to je nervni sistem

of adaptiveness and intelligence.

prilagodljivosti i inteligencije.

You know, you could call it cooperation, basically.

Znate, možete to u osnovi zvati saradnjom.

Whenever people cooperate,

Kad god ljudi sarađuju,

they use less resources. In everything.

oni koriste manje sredstava. U svemu.

You know, the repairability issue

Znate, pitanje popravljivosti

is a cooperation problem.

je problem saradnje.

When you design cars, please take into account

Kada dizajnirate automobile, molim vas uzmite u obzir

the needs of those who will repair the cars

potrebe onih koji će ih popravljati

in the after sales garages.

u garažama posle prodaje.

When we don't cooperate we need more time,

Kada ne sarađujemo, potrebno nam je više vremena,

more equipment, more systems, more teams.

više opreme, više sistema, više timova.

We need -- When procurement, supply chain, manufacturing don't cooperate

Potrebno nam je - kada nabavka, lanac snabdevanja, proizvodnja ne sarađuju,

we need more stock, more inventories, more working capital.

potrebno nam je više zaliha, više radnog kapitala.

Who will pay for that?

Ko će to platiti?

Shareholders? Customers?

Akcionari? Kupci?

No, they will refuse.

Ne, oni će odbiti.

So who is left? The employees,

Pa ko ostaje? Zaposleni,

who have to compensate through their super

koji moraju da kompenzuju manjak saradnje

individual efforts for the lack of cooperation.

kroz svoje izuzetne lične napore.

Stress, burnout, they are overwhelmed, accidents.

Stres, istrošenost, oni su zatrpani, nesreće.

No wonder they disengage.

nije čudo što su odvojeni.

How do the hard and the soft try to foster cooperation?

Kako "čvrsto" i "nežno" pokušavaju da gaje saradnju?

The hard: In banks, when there is a problem

Čvrsto: u bankama, kada postoji problem

between the back office and the front office,

između pozadinskog i isturenog odeljenja,

they don't cooperate. What is the solution?

oni ne sarađuju. Šta je rešenje?

They create a middle office.

Stvorili su odeljenje između.

What happens one year later?

Šta se desilo nakon jedne godine?

Instead of one problem between the back and the front,

Umesto jednog problema između isturenog i pozadinskog,

now I have two problems.

sada imamo dva problema.

Between the back and the middle

Između zadnjeg i srednjeg

and between the middle and the front.

i između srednjeg i prednjeg.

Plus I have to pay for the middle office.

Plus, moramo da platimo za odeljenje u sredini.

The hard approach is unable to foster cooperation.

Čvrsti pristup ne može da gaji saradnju.

It can only add new boxes, new bones in the skeleton.

Može samo da dodaje nove kutije, nove kosti u skeletu.

The soft approach:

Nežni pristup:

To make people cooperate, we need to make them like each other.

da bi ljudi sarađivali, moramo ih navesti da vole jedni druge.

Improve interpersonal feelings,

Poboljšati međuljudska osećanja,

the more people like each other, the more they will cooperate.

što više ljudi vole jedni druge, više će sarađivati.

It is totally wrong.

To je totalno pogrešno.

It is even counterproductive.

Čak je i kontraproduktivno.

Look, at home I have two TVs. Why?

Vidite, kod kuće imam dva TV-a. Zašto?

Precisely not to have to cooperate with my wife.

Upravo da ne bih morao sarađivati sa svojom ženom.

(Laughter)

(Smeh)

Not to have to impose tradeoffs to my wife.

Ne moram da namećem kompromise svojoj ženi.

And why I try not to impose tradeoffs to my wife

A razlog što pokušavam da joj ne namećem ove kompromise

is precisely because I love my wife.

je upravo to što volim svoju ženu.

If I didn't love my wife, one TV would be enough:

Da ne volim ženu, jedan TV bi bio dovoljan:

You will watch my favorite football game,

"Gledaćeš moj omiljeni fudbalski meč,

if you are not happy, how is the book or the door?

ako nisi srećna, šta misliš o knjizi ili o vratima?"

(Laughter)

(Smeh)

The more we like each other,

Što se više sviđamo jedni drugima,

the more we avoid the real cooperation

više izbegavamo pravu saradnju

that would strain our relationships by imposing tough tradeoffs.

koja bi napregnula našu vezu namećući teške kompromise.

And we go for a second TV or we escalate

I mi biramo drugi TV,

the decision above for arbitration.

ili odluka gore eskalira za arbitražu.

Definitely, these approaches are obsolete.

Definitivno, ovi pristupi su zastareli.

To deal with complexity, to enhance the nervous system,

Da bismo se nosili sa složenošću, da bismo proširili novi sistem,

we have created what we call the smart simplicity approach

stvorili smo ono što zovemo pametan, jednostavan pristup,

based on simple rules.

baziran na jednostavnim pravilima.

Simple rule number one:

Jednostavno pravilo broj jedan:

Understand what others do.

shvati šta ostali rade.

What is their real work?

Šta je zaista njihov posao?

We need to go beyond the boxes,

Potrebno je da idemo izvan okvira,

the job descriptions, beyond the surface

opisa posla, izvan površine kontejnera,

of the container, to understand the real content.

da bismo shvatili pravi sadržaj.

Me, designer, if I put a wire here,

Ja, dizajner, ako stavim žicu ovde,

I know that it will mean that we will have to

znam da to znači da ćemo morati

remove the engine to access the lights.

da odstranimo motor da bismo pristupili svetlima.

Second, you need to reenforce integrators.

Drugo, morate ponovo da nametnete integratore.

Integrators are not middle offices, they are managers,

Integratori nisu posrednici, oni su menadžeri,

existing managers that you reinforce

postojeći menadžeri koje ojačavate

so that they have power and interest

tako da imaju moć i interes

to make others cooperate.

da navedu ostale na saradnju.

How can you reinforce your managers as integrators?

Kako da ojačate vaše menadžere kao integratore?

By removing layers.

Uklanjajući slojeve.

When there are too many layers

Kada postoji previše slojeva,

people are too far from the action,

ljudi su predaleko od akcije,

therefore they need KPIs, metrics,

pa su im zato potrebni KUI, matrice,

they need poor proxies for reality.

potrebni su im bedni zastupnici stvarnosti.

They don't understand reality

Oni ne razumeju stvarnost,

and they add the complicatedness of metrics, KPIs.

i oni dodaju kompikovanost matrica KIU.

By removing rules -- the bigger we are,

Uklanjanjem pravila - što smo veći,

the more we need integrators,

potrebno nam je više integratora,

therefore the less rules we must have,

zato moramo imati manje pravila,

to give discretionary power to managers.

da bismo dali diskrecionu moć menadžerima.

And we do the opposite --

A mi radimo suprotno -

the bigger we are, the more rules we create.

što smo veći, stvaramo više pravila.

And we end up with the Encyclopedia Britannica of rules.

I na kraju dobijemo Enciklopediju Britaniku pravila.

You need to increase the quanitity of power

Potrebno je da povećate kvantitet moći,

so that you can empower everybody

tako da osposobite svakoga

to use their judgment, their intelligence.

da koristi svoje rasuđivanje, svoju inteligenciju.

You must give more cards to people

Morate dati ljudima više karata,

so that they have the critical mass of cards

tako da imaju kritičnu masu karata

to take the risk to cooperate,

da preuzimaju rizik da sarađuju,

to move out of insulation.

da izađu iz izolacije.

Otherwise, they will withdraw. They will disengage.

U suprotnom, povući će se. Odvojiće se.

These rules, they come from game theory

Ova pravila dolaze iz teorije igara

and organizational sociology.

i organizacione sociologije.

You can increase the shadow of the future.

Možete pojačati senku budućnosti.

Create feedback loops that expose people

Stvoriti petlje povratnih veza koje izlažu ljude

to the consequences of their actions.

posledicama njihovih dela.

This is what the automotive company did

To je uradila automobilska kompanija

when they saw that Mr. Repairability had no impact.

kada su rekli da gdin Popravljivost nema uticaja.

They said to the design engineers:

Rekli su dizajnerskim inženjerima:

Now, in three years, when the new car is launched on the market,

za tri godine, kada novi auto bude lansiran na tržište,

you will move to the after sales network, and become in charge

vi ćete preći u posleprodajnu mrežu, i postaćete zaduženi

of the warranty budget,

za budžet garancija,

and if the warranty budget explodes,

i ako budžet garancija eksplodira,

it will explode in your face. (Laughter)

eksplodiraće vama u lice. (Smeh)

Much more powerful than 0.8 percent variable compensation.

Mnogo moćnije nego 0,8 procenata kompenzacije promenljive.

You need also to increase reciprocity,

Morate takođe pojačati reciprocitet,

by removing the buffers that make us self-sufficient.

uklanjanjem amortizera koji nas čine samodovoljnima.

When you remove these buffers,

Kada odstranite ove amortizere,

you hold me by the nose, I hold you by the ear.

vi mene držite za nos, ja vas za uvo.

We will cooperate.

Mi ćemo sarađivati.

Remove the second TV.

Uklonite drugi TV.

There are many second TVs at work

Postoji mnogo drugih TV-a koji rade,

that don't create value,

a koji ne stvaraju vrednost,

they just provide dysfunctional self-sufficiency.

već samo pružaju disfunkcionalnu samodovoljnost.

You need to reward those who cooperate

Morate nagraditi one koji sarađuju

and blame those who don't cooperate.

i optužiti one koji ne sarađuju.

The CEO of The Lego Group,

Generalni direktor LEGO grupacije,

Jorgen Vig Knudstorp, has a great way to use it.

Jorgen Vig Knudstorp, upotrebljava to na sjajan način.

He says, blame is not for failure,

On kaže, optužba nije za neuspeh,

it is for failing to help or ask for help.

nego za neuspeh u pomaganju ili traženju pomoći.

It changes everything.

To menja sve.

Suddenly it becomes in my interest to be transparent

Odjednom postaje moj interes da budem transparentan

on my real weaknesses, my real forecast,

u vezi sa svojim pravim slabostima, mojom pravom prognozom,

because I know I will not be blamed if I fail,

jer znam da neću biti okrivljen ako ne uspem,

but if I fail to help or ask for help.

nego ako ne uspem da pomognem ili da tražim pomoć.

When you do this, it has a lot of implications

Kada ovo radite, postoji mnogo implikacija

on organizational design.

na organizacioni dizajn.

You stop drawing boxes, dotted lines, full lines;

Prestajete da crtate kutije, tačkaste linije, pune linije;

you look at their interplay.

posmatrate njihovo uzajamno dejstvo.

It has a lot of implications on financial policies

Ima mnogo implikacija na finansijsku politiku

that we use.

koju koristimo.

On human resource management practices.

Na prakse upravljanja ljudskim resursima.

When you do that, you can manage complexity,

Kada to radite, možete se nositi sa složenošću,

the new complexity of business,

novom složenošću biznisa,

without getting complicated.

bez komplikacija.

You create more value with lower cost.

Stvarate više vrednosti po manjoj ceni.

You simultaneously improve performance and satisfaction at work

Vi simultano poboljšavate učinak i zadovoljstvo na poslu

because you have removed the common root cause

jer ste uklonili zajednički koren uzroka

that hinders both.

što sprečava obe komplikovanosti.

Complicatedness: This is your battle, business leaders.

Ovo je vaša bitka, poslovne vođe.

The real battle is not against competitors.

prava bitka nije protiv vaših konkurenata.

This is rubbish, very abstract.

To su gluposti, to je vrlo apstraktno.

When do we meet competitors to fight them?

Kada se srećemo sa konkurentima da bismo se borili s njima?

The real battle is against ourselves,

Prava bitka je protiv nas samih,

against our bureaucracy, our complicatedness.

protiv naše birokratije, naše komplikovanosti.

Only you can fight, can do it.

Samo vi se možete boriti, možete to učiniti.

Thank you.

Hvala.

(Applause)

(Aplauz)