Linda Hill: How to manage for collective creativity

Prevodilac: Ljiljana Ikodinovic Lektor: Mile Živković

I have a confession to make.

Moram nešto da vam priznam.

I'm a business professor

Ja sam profesor biznisa

whose ambition has been to help people learn to lead.

čija je ambicija da ljude nauči kako da vode.

But recently, I've discovered

Ali nedavno sam otkrila

that what many of us think of as great leadership

da ono što mnogi od nas smatraju odličnim vođstvom

does not work when it comes to leading innovation.

ne daje rezultate kada je u pitanju vođenje inovacija.

I'm an ethnographer.

Ja sam etnograf.

I use the methods of anthropology

Koristim metode antropologije

to understand the questions in which I'm interested.

da razumem pitanja koja me zanimaju.

So along with three co-conspirators,

Tako sam uz troje saučesnika

I spent nearly a decade observing up close and personal

provela gotovo deceniju posmatrajući izbliza i privatno

exceptional leaders of innovation.

izuzetne vođe u inovacijama.

We studied 16 men and women,

Izučavali smo 16 muškaraca i žena,

located in seven countries across the globe,

u sedam zemalja širom sveta,

working in 12 different industries.

zaposlenih u 17 različitih delatnosti.

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

Proveli smo stotine sati na terenu,

on-site, watching these leaders in action.

na licu mesta, posmatrajući ove lidere na delu.

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

Završili smo sa stranicama i stranicama zapisa sa terena

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

koje smo analizirali i u kojima smo tražili model

onoga što su naši lideri činili.

The bottom line?

Suština?

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

Ukoliko hoćemo da izgradimo organizacije sposobne da iznova daju nešto novo,

we must unlearn our conventional notions of leadership.

moramo da zaboravimo konvencionalni pojam liderstva.

Leading innovation is not about creating a vision,

Voditi inovacije nije kreiranje vizije,

and inspiring others to execute it.

i inspirisanje drugih da je sprovode.

But what do we mean by innovation?

Ali šta podrazumevamo pod inovacijom?

An innovation is anything that is both new and useful.

Inovacija je sve što je istovremeno novo i korisno.

It can be a product or service.

Ona može biti proizvod ili usluga.

It can be a process or a way of organizing.

Može biti proces ili način organizovanja.

It can be incremental, or it can be breakthrough.

Može biti postepeni ili nagli napredak.

We have a pretty inclusive definition.

Imamo vrlo uključujuću definiciju.

How many of you recognize this man?

Koliko vas prepoznaje ovog čoveka?

Put your hands up.

Podignite ruku.

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

Držite ruku podignutom ukoliko znate ko je ovo.

How about these familiar faces?

A ova poznata lica?

(Laughter)

(Smeh)

From your show of hands,

Po broju podignutih ruku

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

bi se reklo da su mnogi od vas gledali Piksarov film,

but very few of you recognized Ed Catmull,

ali vas je vrlo malo prepoznalo Eda Katmula,

the founder and CEO of Pixar --

osnivača i generalnog direktora Piksara,

one of the companies I had the privilege of studying.

jedne od kompanija koju sam imala privilegiju da izučavam.

My first visit to Pixar was in 2005,

Moja prva poseta Piksaru je bila 2005.

when they were working on "Ratatouille,"

kada su radili na Ratatuiju,

that provocative movie about a rat becoming a master chef.

tom provokativnom filmu o pacovu koji postaje vrhunski kuvar.

Computer-generated movies are really mainstream today,

Kompjuterski generisani filmovi su danas zaista opšte pristuni,

but it took Ed and his colleagues nearly 20 years

ali je Edu i njegovim kolegama bilo potrebno gotovo 20 godina

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

da naprave prvi dugometražni kompjuterski generisani film.

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

Tokom narednih 20 godina proizveli su 14 filmova.

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

Nedavno sam bila u Piksaru, i mogu da vam kažem

that number 15 is sure to be a winner.

da će broj 15 biti sigurni hit.

When many of us think about innovation, though,

Ipak, kada većina od nas misli o inovaciji

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

misli o Ajnštajnu tokom "Eureka!" momenta.

But we all know that's a myth.

Ali svi znamo da je to mit.

Innovation is not about solo genius,

Inovaciju ne donosi jedan genije,

ona je proizvod kolektivnog genija.

it's about collective genius.

Hajde da na trenutak razmislimo

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

o tome šta je potrebno da se napravi Piksarov film:

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

nijedan genije niti nalet inspiracije ne proizvodi takve filmove.

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

Naprotiv, potrebno je 250 ljudi i četiri do pet godina,

da se napravi jedan od tih filmova.

to make one of those movies.

To help us understand the process,

Kako bismo razumeli proces,

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

jedna osoba iz studija nam je nacrtala varijantu ove slike.

He did so reluctantly,

To je učinio oklevajući,

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

jer slika sugeriše da je proces niz jasnih koraka

done by discrete groups.

koje čine različite grupe ljudi.

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

Čak i sa svim tim strelicama, on je mislio da nam ne dočarava

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

koliko u njemu ima ponavljanja, koliko je međusobno povezan

i zapravo zbrkan taj proces.

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

U Piksaru se priča razvija tokom snimanja filma.

So think about it.

Razmislite o tome.

Some shots go through quickly.

Neki kadrovi se brzo završavaju.

They don't all go through in order.

Ne završavaju se svi po redu.

It depends on how vexing the challenges are

To zavisi od toga koliko su zahtevni izazovi

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

koje susreću tokom rada na određenoj sceni.

So if you think about that scene in "Up"

Setite se scene iz filma "Do neba"

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

kada dečak daje parče čokolade ptici,

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

za usavršavanje tih 10 sekundi je animatoru bilo potrebno šest meseci.

The other thing about a Pixar movie

Druga stvar u vezi sa Piksarovim filmom

is that no part of the movie is considered finished

je da se ni jedan deo filma ne smatra gotovim

until the entire movie wraps.

sve dok ne sklope ceo film.

Partway through one production, an animator drew a character

Na pola jedne produkcije, animator je nacrtao lik

with an arched eyebrow that suggested a mischievous side.

sa zakrivljenom obrvom koja je sugerisala nestašnost.

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

Režiseru se ovaj crtež jako dopao.

It was beautiful, but he said,

Bio je prelep, ali je rekao:

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

"Ne možemo da ga koristimo; ne uklapa se u lik"

Two weeks later, the director came back and said,

Dve nedelje kasnije, režiser se vratio i rekao:

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

"Hajde da ubacimo tih nekoliko sekundi filma".

Because that animator was allowed to share

Pošto je animatoru bilo dopušteno da podeli

what we referred to as his slice of genius,

ono što smo nazvali njegovim parčetom genijalnosti,

he was able to help that director reconceive the character

uspeo je da pomogne režiseru da ponovo osmisli lik

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

na suptilan ali značajan način koji je zaista unapredio priču.

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

Ono što znamo, je da je u središtu inovacije paradoks.

You have to unleash the talents and passions of many people

Morate da oslobodite talente i strasti mnogih ljudi

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

i morate da ih uposlite tako da njihov rad bude koristan.

Innovation is a journey.

Inovacija je put.

It's a type of collaborative problem solving,

To je vrsta zajedničkog rešavanja problema,

usually among people who have different expertise

najčešće među ljudima različitih struka

and different points of view.

i različitih tački gledišta.

Innovations rarely get created full-blown.

Inovacije retko nastaju odmah u potpunosti.

As many of you know,

Kao što mnogi od vas znaju,

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

one su rezultat ponovnih pokušaja.

Lots of false starts, missteps and mistakes.

Mnogo pogrešnih početaka, pogrešnih koraka i grešaka.

Innovative work can be very exhilarating,

Inovativan posao može biti veoma uzbudljiv

but it also can be really downright scary.

ali i potpuno zastrašujući.

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

I kada pogledamo zašto Piksar može da radi to što radi,

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

moramo se zapitati: šta se to tamo događa?

For sure, history and certainly Hollywood,

Istorija, a naročito Holivud

is full of star-studded teams that have failed.

puna je neuspešnih timova krcatih zvezdama.

Most of those failures are attributed

Mnogi od ovih neuspeha pripisivani su

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

prevelikom broju zvezda, ili, da tako kažem, prevelikom broju babica.

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

Pa zašto je onda Piksar, sa svim svojim babicama,

is able to be so successful time and time again?

uvek iznova tako uspešan?

When we studied an Islamic Bank in Dubai,

Kada smo izučavali Islamsku banku u Dubaiju,

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

ili luksuznu marku u Koreji, ili socijalno preduzeće u Africi,

we found that innovative organizations

ustanovili smo da su inovativne organzacije

are communities that have three capabilities:

zajednice koje imaju tri sposobnosti:

creative abrasion, creative agility and creative resolution.

kreativno trenje, kreativnu budnost i kreativnu odluku.

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

Kreativno trenje je sposobnost kreiranja tržišta ideja

through debate and discourse.

kroz raspravu i razgovor.

In innovative organizations, they amplify differences,

U inovativnim organizacijama različitosti se razvijaju,

they don't minimize them.

oni ih ne umanjuju.

Creative abrasion is not about brainstorming,

Kreativno trenje nije diskusija o idejama,

where people suspend their judgment.

tokom koje ljudi ne iznose svoj sud.

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

Ne, oni znaju kako da vode vrlo žustre ali konstruktivne rasprave

to create a portfolio of alternatives.

kako bi stvorili portfolio alternativa.

Individuals in innovative organizations

Pojedinci u inovativnim organizacijama

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

uče kako da istražuju, kako da aktivno slušaju, ali znate šta?

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

Oni uče i kako da se zalažu za svoj ugao gledanja.

They understand that innovation rarely happens

Oni znaju da se inovacija retko događa

unless you have both diversity and conflict.

ukoliko nije prisutna različitost i konflikt.

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

Kreativna agilnost je sposobnost testiranja i oplemenjivanja ideja

through quick pursuit, reflection and adjustment.

kroz njihovo kratko sprovođenje, promišljanje i prilagođavanje.

It's about discovery-driven learning

Ona je učenje pokretano otkrićem

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

tokom kojeg pravite, suprotno planiranju, vaš put u budućnost.

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

Ona je stvaralačko mišljenje u kojem postoji ta interesantna kombinacija

of the scientific method and the artistic process.

naučnog metoda i umetničkog procesa.

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

Ona je vođenje niza eksperimenata, a ne niza pilot istraživanja.

Experiments are usually about learning.

Eksperiment je učenje.

When you get a negative outcome,

Kada dobijete negativan rezultat,

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

i dalje učite nešto što treba da saznate.

Pilots are often about being right.

Pilot istraživanja se tiču toga šta je tačno.

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

Kada ne daju rezultat, nešto ili neko je kriv.

The final capability is creative resolution.

Konačna sposobnost je kreativna odluka.

This is about doing decision making

Ona je donošenje odluka

in a way that you can actually combine even opposing ideas

na način koji zapravo spaja čak i suprotne ideje

to reconfigure them in new combinations

kako bi ih prespojila u nove kombinacije

to produce a solution that is new and useful.

koje dovode do novog i korisnog rešenja.

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

Kada posmatrate inovativne organizacije, njihov cilj nije da se slože.

They don't compromise.

One ne čine kompromise.

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

One ne dopuštaju da jedna grupa ili pojedinac dominira,

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

čak i kada je to šef, čak i kada je to stručnjak.

Instead, they have developed

Naprotiv, one su razvile

a rather patient and more inclusive decision making process

prilično strpljiv i više uključujući proces donošenja odluka

that allows for both/and solutions to arise

koji dopušta i "i/ili" rešenja

and not simply either/or solutions.

ne samo "ili" rešenja.

These three capabilities are why we see

Ove tri sposobnosti su razlog

that Pixar is able to do what it does.

zbog kojeg Piksar može da čini to što čini.

Let me give you another example,

Hajde da vam dam još jedan primer,

and that example is the infrastructure group of Google.

a taj primer je grupa infrastrukture Gugla

The infrastructure group of Google is the group

Grupa zadužena za infrastrukturu je grupa

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

koja održava vebsajt 24 sata 7 dana u nedelji.

So when Google was about to introduce Gmail and YouTube,

Kada je Gugl trebalo da uvede Gmail i Jutjub,

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

znali su da njihovo skladištenje podataka nije bilo odgovarajuće.

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

Vođa grupe za inženjering i grupe za infrastrukturu

was a man named Bill Coughran.

je u to vreme bio Bil Kogran.

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

Bil i njegov liderski tim, koji on naziva trustom mozgova

had to figure out what to do about this situation.

trebali su da smisle šta da se čini u toj situaciji.

They thought about it for a while.

Razmišljali su o tome neko vreme.

Instead of creating a group to tackle this task,

Umesto da formiraju grupu koja će se baviti ovim zadatkom,

they decided to allow groups to emerge spontaneously

odlučili su da dozvole da se grupe formiraju spontanto

around different alternatives.

oko različitih alternativa.

Two groups coalesced.

Izdvojile su se dve grupe.

One became known as Big Table,

Jedna je postala poznata kao Veliki sto,

the other became known as Build It From Scratch.

drugu su nazvali Napravi od nule.

Big Table proposed that they build on the current system.

Veliki sto je predložio da grade na već postojećem sistemu.

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

Napravi od nule je predložio da je došlo vreme za potpuno novi sistem.

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

Ovim timovima je bilo dozvoljeno da odvojeno rade puno radno vreme

on their particular approach.

na svom konkretnom prilazu.

In engineering reviews, Bill described his role as,

Bil je u pregledu inženjeringa opisao svoju ulogu kao

"Injecting honesty into the process by driving debate."

"ubacivanje iskrenosti u proces pokretanjem rasprave".

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

Timovi su vrlo rano ohrabrivani da prave prototipove kako bi se

"bump them up against reality and discover for themselves

"sudarili sa realnošću i sami otkrili

the strengths and weaknesses of their particular approach."

snage i slabosti sopstvenog pristupa."

When Build It From Scratch shared their prototype with the group

Kada je Izgradi od nule prikazao svoj prototip grupi

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

čiji bi telefoni zvonili u pola noći

if something went wrong with the website,

ukoliko nešto pođe po zlu sa vebsajtom,

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

jasno su im predstavljeni nedostaci njihovog konkretnog dizajna.

As the need for a solution became more urgent

Kako je potreba za rešenjem bivala sve hitnija

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

i kako su činjenice ili dokazi pristizali,

it became pretty clear that the Big Table solution

postalo je prilično jasno da je rešenje Velikog stola

was the right one for the moment.

bilo odgovarajuće u tom trenutku.

So they selected that one.

Tako da su izabrali to rešenje.

But to make sure that they did not lose the learning

Ali kako bi bili sigurni da neće izgubiti ono što su naučili

of the Build it From Scratch team,

od tima Izgradi od nule,

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

Bil je zamolio dva člana tog tima

da se priključe novom timu koji je počinjao

to work on the next-generation system.

da radi na sistemu nove generacije.

This whole process took nearly two years,

Ceo ovaj proces je trajao gotovo dve godine,

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

ali mi je rečeno da su svi radili strahovito brzo.

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

Rano tokom ovog procesa, jedan inženjer je otišao kod Bila i rekao mu:

"We're all too busy for this inefficient system

"Mi smo suviše zauzeti da bismo sprovodili ovaj neefikasni sistem

of running parallel experiments."

sprovođenja paralelnih eksperimenata."

But as the process unfolded, he began to understand

Ali kako se proces razvijao, počeo je da razumeva

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

mudrost koja je ležala u dopuštanju talentovanim ljudima

da razigravaju svoje strasti.

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

Priznao je: "Da ste nas naterali da svi budemo u jednom timu,

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

možda bismo se fokusirali na dokazivanje ko je u pravu, i pobeđivanje,

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

a ne na učenje i otrkivanje najboljeg rešenja za Gugl."

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

Zašto su Piksar i Gugl sposobni da uvek iznova unose inovacije?

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

To je zato što su usavršili za to neophodne sposobnosti.

They know how to do collaborative problem solving,

Oni znaju kako da zajednički rešavaju probleme,

they know how to do discovery-driven learning

oni znaju kako da uče podstaknuti otkrićem

and they know how to do integrated decision making.

i oni znaju kako da integrisano donose odluke.

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

Neki od vas sada možda sede i misle:

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

"Mi ne znamo kako da to radimo u mojoj organizaciji.

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

Pa zašto onda to umeju u Piksaru,

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

i zašto to znaju u Guglu?"

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

Kada nam je mnogo ljudi koji su radili za Bila reklo

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

da je on jedan od najboljih lidera u Silicijumskoj dolini,

we completely agreed; the man is a genius.

mi smo se sa njima u potpunosti složili; čovek je genije.

Leadership is the secret sauce.

Liderstvo je tajno oružje.

But it's a different kind of leadership,

Ali to je drugačija vrsta liderstva,

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

ne ona na koju većina od nas pomisli kada mislimo o izuzetnom liderstvu.

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

Jedan od lidera kojeg sam srela mi je na samom početku rekao:

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

"Linda, ja ne čitam knjige o liderstvu.

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

One čine da se loše osećam." (Smeh)

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

"U prvom poglavlju kažu kako ja treba da kreiram viziju.

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

Ali ja nemam odgovore ukoliko pokušavam da uradim nešto istinski novo.

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

Ne znam u kom pravcu idemo i čak nisam ni siguran

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

da mogu da smislim kako da tamo stignemo."

For sure, there are times when visionary leadership

Sigurno je da je ponekad vizionarsko liderstvo

is exactly what is needed.

upravo ono što nam treba.

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

Ali ukoliko želimo da izgradimo organizacije

koje mogu da uvek iznova inoviraju,

we must recast our understanding of what leadership is about.

moramo da preoblikujemo sopstveno razumevanje liderstva.

Leading innovation is about creating the space

Voditi inovaciju znači stvarati prostor

where people are willing and able to do the hard work

u kome su ljudi voljni i sposobni da naporno rade

of innovative problem solving.

na inovativnom rešavanju problema.

At this point, some of you may be wondering,

Sada se neki od vas možda pitaju:

"What does that leadership really look like?"

"Kako takvo liderstvo zapravo izgleda?"

At Pixar, they understand that innovation takes a village.

U Piksaru shvataju da je za inovaciju potrebno celo selo.

The leaders focus on building a sense of community

Lideri se fokusiraju na izgradnju osećaja zajedništva

and building those three capabilities.

i izgradnju one tri sposobnosti.

How do they define leadership?

Kako definišu liderstvo?

They say leadership is about creating a world

Kažu da je liderstvo izgradnja sveta

to which people want to belong.

kojem ljudi žele da pripadaju.

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

Kakvom svetu ljudi u Piksaru žele da pripadaju?

A world where you're living at the frontier.

Svetu u kojem živite na granici.

What do they focus their time on?

Za šta koriste svoje vreme?

Not on creating a vision.

Ne na kreiranje vizije.

Instead they spend their time thinking about,

Umesto toga oni provode vreme razmišljajući:

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

"Kako da dizajniramo studio koji pruža osećaj trga

so that people will interact?

kako bi ljudi međusobno saobraćali?

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

Hajde da uvedemo kao pravilo da je svakome, bez obzira na ulogu i mesto,

is allowed to give notes to the director

dozvoljeno da režiseru daje beleške

about how they feel about a particular film.

o tome šta misli o određenom filmu.

What can we do to make sure

Kako da obezbedimo

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

da svi koji su u manjini u organizaciji

speak up and are heard?

kažu svoje mišljenje i da se ono čuje?

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

I, na kraju, hajde da ih nagradimo na vrlo velikodušan način."

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

Ne znam da li ste ikada pogledali odjavnu špicu u Piksarovom filmu,

but the babies born during a production are listed there.

tamo su nabrojane čak i bebe rođene tokom izrade filma.

(Laughter)

(Smeh)

How did Bill think about what his role was?

Šta Bil misli da je bila njegova uloga?

Bill said, "I lead a volunteer organization.

Bil je rekao: "Ja vodim organizaciju volontera.

Talented people don't want to follow me anywhere.

Talentovani ljudi ne žele da me prate bilo kuda.

They want to cocreate with me the future.

Oni žele da zajedno sa mnom stvaraju budućnost.

My job is to nurture the bottom-up

Moj posao je da negujem od dna do vrha

and not let it degenerate into chaos."

i ne dopustim da preraste u haos."

How did he see his role?

Kako on vidi sopstvenu ulogu?

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

"Ja sam model, ljudski lepak,

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

ja sam povezivač, agregator različitih pogleda.

I'm never a dictator of viewpoints."

Nikada ne diktiram način gledanja."

Advice about how you exercise the role?

Jedan savet o tome kako da sprovedete tu ulogu?

Hire people who argue with you.

Zaposlite ljude koji će se sa vama raspravljati.

And, guess what?

I znate šta?

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

Nekada je najbolje da namerno budete nejasni i neodređeni.

Neki od vas se sada možda pitaju

Some of you may be wondering now,

what are these people thinking?

šta ti ljudi misle?

They're thinking,

Oni misle:

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

"Ja nisam vizionar, ja sam društveni arhitekta,

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

ja kreiram prostor u kojem su ljudi voljni i sposobni

to share and combine their talents and passions."

da dele i ujedinjuju svoje talente i strasti.

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

Ako se neki od vas sada brinu što ne rade u Piksaru

or you don't work at a Google,

ili u Guglu,

I want to tell you there's still hope.

hoću da vam kažem da ima nade.

We've studied many organizations

Izučavali smo mnoge organizacije

that were really not organizations you'd think of

o kojima zaista ne biste mislili

as ones where a lot of innovation happens.

kao o organizacijama sa puno inovacija.

We studied a general counsel in a pharmaceutical company

Posmatrali smo glavnog pravnika u farmaceutskom preduzeću

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

koji je trebalo da osmisli način

na koji će privoleti pravnike van firme,

19 competitors, to collaborate and innovate.

19 konkurenata, da sarađuju i inoviraju.

We studied the head of marketing at a German automaker

Posmatrali smo direktora marketinga nemačkog proizvođača automobila

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

gde su duboko verovali da je inženjerima dizajna,

not the marketeers, who were allowed to be innovative.

ne ljudima iz marketinga, dozvoljeno da budu inovativni.

We also studied Vineet Nayar at HCL Technologies,

Posmatrali smo i Vinita Nejera iz HCL Tehnologija,

an Indian outsourcing company.

indijskog preduzeća za autsorsing.

When we met Vineet,

Kada smo upoznali Vinita

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

njegovo preuzeće je bilo, po njegovim rečima,

na rubu beznačajnosti.

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

Posmatrali smo kako je to preduzeće pretvorio u pokretačku snagu IT inovacija.

At HCL technologies, like at many companies,

U HCL Tehnologijama, kao i u mnogim preduzećima

the leaders had learned to see their role as setting direction

lideri su morali da nauče da svoju ulogu vide u određivanju pravca

and making sure that no one deviated from it.

i obezbeđivanju da od njega niko ne odstupi.

What he did is tell them it was time for them

On im je rekao da je došlo vreme

to think about rethinking what they were supposed to do.

da ponovo razmisle o sopstvenoj ulozi.

Because what was happening is that everybody was looking up

Jer su svi gledali na gore

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

i nije bilo inovacija od dna ka vrhu,

we saw at Pixar or Google.

kakvu smo videli u Piksaru i Guglu.

So they began to work on that.

Tako da su počeli da rade na tome.

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

Prestali su da daju odgovore, nisu više pokušavali da pruže rešenja.

Instead, what they did is they began to see

Ono što su umesto toga počeli da primećuju

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

bili su ljudi sa dna piramide, mlade iskre,

the people who were closest to the customers,

ljude najbliže klijentima

as the source of innovation.

kao izvor inovacija.

They began to transfer the organization's growth

Počeli su da rast organizacije prebacuju na taj nivo.

to that level.

Vinitovim rečnikom, ovde se radilo o obrtanju piramide

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

so that you could unleash the power of the many

kako bi se oslobodila moć mnogih

by loosening the stranglehold of the few,

popuštanjem stiska nekolicine

and increase the quality and the speed of innovation

i povećanju kvaliteta i brzine inovacija

that was happening every day.

na svakodnevnom nivou.

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

Sigurno je da su i Vinit i svi drugi lideri koje smo posmatrali

were in fact visionaries.

zapravo vizionari.

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

Sigurno je da su razumeli da to nije bila njihova uloga.

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

Mislim da nije slučajno to što mnogi od vas nisu prepoznali Eda.

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

Jer Ed, baš kao i Vinit, shvata da je uloga lidera

is to set the stage, not perform on it.

da postavi scenu, ne da na njoj nastupa.

If we want to invent a better future,

Ukoliko želimo da osmislimo bolju budućnost,

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

a verujem da je to razlog što su mnogi od vas ovde,

then we need to reimagine our task.

moramo da iznova osmislimo sopstvenu ulogu.

Our task is to create the space

Naš zadatak je kreiranje prostora

where everybody's slices of genius

u kojem svačiji komad genijalnosti

can be unleashed and harnessed,

može biti oslobođen i uposlen

and turned into works of collective genius.

i pretvoren u delo kolektivnog genija.

Thank you.

Hvala.

(Applause)

(Aplauz)