Why the secret to success is setting the right goals | John Doerr | TED

Prevodilac: Ivana Korom Lektor: Tijana Mihajlović

We're at a critical moment.

U kritičnom smo momentu.

Our leaders,

Naše vođe,

some of our great institutions

neke od naših velikih institucija

are failing us.

su nas izneverile.

Why?

Zašto?

In some cases, it's because they're bad

U nekim slučajevima, zato što su loši

or unethical,

ili neetični,

but often, they've taken us to the wrong objectives.

ali često i zato što nas vode ka pogrešnim ciljevima.

And this is unacceptable.

A to je neprihvatljivo.

This has to stop.

To mora da prestane.

How are we going to correct these wrongs?

Kako ćemo ispraviti ove greške?

How are we going to choose the right course?

Kako ćemo odabrati pravi put?

It's not going to be easy.

Neće biti lako.

For years, I've worked with talented teams

Godinama radim sa talentovanim timovima,

and they've chosen the right objectives and the wrong objectives.

a oni su birali prave i pogrešne ciljeve.

Many have succeeded, others of them have failed.

Mnogi su uspeli, drugi nisu.

And today I'm going to share with you

A danas ću podeliti sa vama

what really makes a difference --

šta je stvarno bitno -

that's what's crucial,

šta je važno,

how and why

kako i zašto

they set meaningful and audacious goals,

su postavili značajne i odvažne ciljeve,

the right goals for the right reasons.

prave ciljeve iz pravih razloga.

Let's go back to 1975.

Vratimo se u 1975. godinu.

Yep, this is me.

Da, to sam ja.

I've got a lot to learn, I'm a computer engineer,

Imam još dosta da učim, kompjuterski sam inženjer,

I've got long hair,

imam dugu kosu,

but I'm working under Andy Grove,

ali radim za Endija Grouva,

who's been called the greatest manager of his or any other era.

koji je nazivan najboljim menadžerom svog vremena, ali i svih ostalih.

Andy was a superb leader and also a teacher,

Endi je bio izvrstan lider, ali i učitelj,

and he said to me, "John, it almost doesn't matter what you know.

i on mi je rekao: „Džone, skoro da nije ni važno šta znaš.

Execution is what matters the most."

Izvršenje je najvažnije.“

And so Andy invented a system called "Objectives and Key Results."

Tako je Endi osmislio sistem pod nazivom „Ciljevi i ključni rezultati“.

It kind of rolls off the tongue, doesn't it?

Nekako se kotrlja sa jezika, zar ne?

And it's all about excellent execution.

I sve je u vrhunskom izvršavanju.

So here's a classic video from the 1970s

Evo i klasičnog snimka iz 1970-ih godina

of professor Andy Grove.

profesora Endija Grouva.

(Video) Andy Grove: The two key phrases of the management by objective systems

(Snimak) Endi Grouv: Dve ključne fraze u sistemima upravljanja uz pomoć ciljeva

are the objectives and the key results, and they match the two purposes.

su ciljevi i ključni rezultati, koji se slažu sa dve svrhe.

The objective is the direction.

Cilj je pravac kretanja.

The key results have to be measured,

Ključni rezultati moraju biti merljivi,

but at the end you can look and without any argument say,

ali na kraju možete bezrezervno da kažete:

"Did I do that, or did I not do that?" Yes. No. Simple.

„Da li sam to postigao ili ne?“ Da. Ne. Jednostavno.

John Doerr: That's Andy.

Džon Doer: To je Endi.

Yes. No. Simple.

Da. Ne. Jednostavno.

Objectives and Key Results,

Ciljevi i krajnji rezultati,

or OKRs,

ili CKR,

are a simple goal-setting system

je jednostavan sistem postavljanja ciljeva

and they work for organizations, they work for teams,

i funkcioniše u organizacijama, funkcioniše u timovima,

they even work for individuals.

čak i kod pojedinaca.

The objectives are what you want to have accomplished.

Cilj je ono što želite da postignete.

The key results are how I'm going to get that done.

Ključni rezultat je način na koji ću to postići.

Objectives. Key results.

Ciljevi. Ključni rezultati.

What and how.

Šta i kako.

But here's the truth:

Ali, istina je

many of us are setting goals wrong,

da mnogi od nas postavljaju pogrešne ciljeve,

and most of us are not setting goals at all.

a većina ih ne postavlja uopšte.

A lot of organizations set objectives and meet them.

Mnoge organizacije postavljaju ciljeve i ispunjavaju ih.

They ship their sales, they introduce their new products,

Ostvaruju prodaju, izbacuju nove proizvode,

they make their numbers,

postižu rezultate,

but they lack a sense of purpose to inspire their teams.

ali im nedostaje svrha koja bi inspirisala njihov tim.

So how do you set these goals the right way?

Pa kako da na pravi način postavite ciljeve?

First, you must answer the question, "Why?"

Prvo morate odgovoriti na pitanje: „Zašto?“

Why?

Zašto?

Because truly transformational teams

Jer timovi koji zaista menjaju stvari

combine their ambitions to their passion and to their purpose,

kombinuju svoje ambicije sa strašću i sa svojom svrhom

and they develop a clear and compelling sense of why.

i razvijaju jasan i neodoljiv osećaj za pitanje zašto.

I want to tell you a story.

Želim da vam ispričam jednu priču.

I work with a remarkable entrepreneur.

Radim sa jednom neverovatnom preduzetnicom.

Her name is Jini Kim.

Njeno ime je Džini Kim.

She runs a company called Nuna.

Ona vodi kompaniju koja se zove Nuna.

Nuna is a health care data company.

Nuna je kompanija koja vodi podatke o zdravstvenoj zaštiti.

And when Nuna was founded,

I kada je Nuna osnovana,

they used data to serve the health needs of lots of workers at large companies.

koristili su podatke da služe potrebama mnogih radnika u velikim kompanijama.

And then two years into the company's life,

I nakon dve godine postojanja,

the federal government issued a proposal

savezna vlada je iznela predlog

da se izgradi prva baza podataka u oblaku za Medikejd.

to build the first ever cloud database for Medicaid.

Now, you'll remember that Medicaid is that program

Sad, ako se sećate, Medikejd je onaj program

that serves 70 million Americans,

koji služi 70 miliona Amerikanaca,

our poor, our children

našim siromašnima, našoj deci

and people with disabilities.

i ljudima sa invaliditetom.

Nuna at the time was just 15 people

U to vreme, Nunu je činilo samo 15 ljudi,

and this database had to be built in one year,

a ova baza podataka je morala da se izgradi za godinu dana

and they had a whole set of commitments that they had to honor,

i imali su jako mnogo obaveza koje su morali da ispoštuju,

and frankly, they weren't going to make very much money on the project.

a iskreno, neće mnogo zaraditi na ovom projektu.

This was a bet-your-company moment,

Ovo je bila prava prilika za kompaniju

and Jini seized it.

i Džini ju je ugrabila.

She jumped at the opportunity. She did not flinch.

Ugrabila je priliku. Nije ustuknula.

Why?

Zašto?

Well, it's a personal why.

Pa, ovde je razlog lične prirode.

Jini's younger brother Kimong has autism.

Džinin mlađi brat Kimong ima autizam.

And when he was seven,

I kada je imao sedam godina,

he had his first grand mal seizure

doživeo je prvi epileptični napad

at Disneyland.

u Diznilendu.

He fell to the ground. He stopped breathing.

Pao je ne zemlju. Prestao je da diše.

Jini's parents are Korean immigrants.

Džinini roditelju su emigranti iz Koreje.

They came to the country with limited resources

Došli su u zemlju sa ograničenim sredstvima,

speaking little English,

slabo su govorili engleski.

so it was up to Jini to enroll her family in Medicaid.

Dakle, bilo je na Džini da uvede porodicu u Medikejd.

She was nine years old.

Imala je devet godina.

That moment defined her mission,

Taj trenutak je odredio njenu misiju,

and that mission became her company,

a ta misija se pretvorila u njenu kompaniju,

and that company bid on, won and delivered on that contract.

a ta kompanija je konkurisala, pobedila na konkursu i završila posao.

Here's Jini to tell you why.

Evo Džini će vam reći zašto.

(Video) Jini Kim: Medicaid saved my family from bankruptcy,

(Video) Džini Kim: Medikejd je spasao moju porodicu od bankrota

and today it provides for Kimong's health and for millions of others.

i danas obezbeđuje zdravstvenu zaštitu Kimongu i mnogim drugima.

Nuna is my love letter to Medicaid.

Nuna je moje ljubavno pismo Medikejdu.

Every row of data is a life

Svaki red podataka je život

whose story deserves to be told with dignity.

čija priča zaslužuje da se dostojanstveno ispriča.

JD: And Jini's story tells us

DžD: Džinina priča nam govori

that a compelling sense of why can be the launchpad for our objectives.

da neodoljiv osećaj za „zašto“ može biti odskočna daska za naše ciljeve.

Remember, that's what we want to have accomplished.

Zapamtite, to je ono što hoćemo da postignemo.

And objectives are significant,

A ciljevi su značajni,

they're action-oriented,

orijentisani ka akciji,

they are inspiring,

inspirativni su

and they're a kind of vaccine against fuzzy thinking.

i oni su poput vakcine protiv konfuznog razmišljanja.

You think a rockstar

Pomislili biste da rok zvezda

would be an unlikely user of Objectives and Key Results,

verovatno ne bi koristila Ciljeve i ključne rezultate,

but for years, Bono has used OKRs

ali već godinama Bono koristi CKR

to wage a global war against poverty and disease,

u globalnom ratu protiv siromaštva i bolesti,

and his ONE organization has focused on two really gorgeous,

a njegova organizacija „ONE“ je fokusirana

na dva zaista predivna i odvažna cilja.

audacious objectives.

The first is debt relief

Prvi je oslobađanje od duga

for the poorest countries in the world.

za najsiromašnije zemlje sveta.

The next is universal access to anti-HIV drugs.

A drugi je jedinstven pristup lekovima protiv HIV-a.

Now, why are these good objectives?

Sad, zašto su to dobri ciljevi?

Let's go back to our checklist.

Vratimo se na našu ček-listu.

Significant? Check. Concrete? Yes.

Značajno? Štiklirano. Konkretno? Da.

Action-oriented? Yes.

Orijentisano ka akciji? Da.

Inspirational?

Inspirativno?

Well, let's just listen to Bono.

Pa, da čujemo Bona.

(Video) Bono: So you're passionate?

(Video) Bono: Dakle, strastveni ste?

How passionate?

Koliko ste strastveni?

What actions does your passion lead you to do?

Na koja dela vas navodi vaša strast?

If the heart doesn't find a perfect rhyme with the head,

Ako srce ne nađe savršen ritam sa glavom,

then your passion means nothing.

onda vaša strast ne znači ništa.

The OKR framework cultivates the madness,

CKR kultiviše ludilo,

the chemistry contained inside it.

hemiju koja se nalazi u njemu.

It gives us an environment for risk,

Daje nam okvir za rizik,

for trust,

za poverenje,

where failing is not a fireable offense.

u kome vas zbog neuspeha ne otpuštaju.

And when you have that sort of structure and environment

I kada imate takvu strukturu i okruženje,

and the right people,

i uz prave ljude,

magic is around the corner.

magija je iza ćoška.

JD: I love that.

DžD: Volim ovo.

OKRs cultivate the madness,

CKR kultiviše ludilo

and magic is right around the corner.

i magija je iza ćoška.

This is perfect.

To je savršeno.

So with Jini we've covered the whys,

Dakle, sa Džini smo pokrili „zašto“,

with Bono the whats of goal-setting.

sa Bonom smo pokrili „šta“ u postavljanju ciljeva.

Let's turn our attention to the hows.

Obratimo pažnju na „kako“.

Remember, the hows are the key results.

Zapamtite, „kako“ su ključni rezultati.

That's how we meet our objectives.

Na taj način ispunjavamo ciljeve.

And good results are specific and time-bound.

A dobri rezultati su specifični i vremenski ograničeni.

They're aggressive but realistic.

Oni su agresivni, ali realni.

They're measurable, and they're verifiable.

Oni su merljivi i dokazivi.

Those are good key results.

To su dobri ključni rezultati.

In 1999, I introduced OKRs to Google's cofounders,

Godine 1999. predstavio sam CKR suosnivačima Gugla,

Larry and Sergey.

Lariju i Sergeju.

Here they are, 24 years old in their garage.

Evo ih sa 24 godine u svojoj garaži.

And Sergey enthusiastically said he'd adopt them.

I Sergej je entuzijastično rekao da ih je usvojio.

Well, not quite.

Pa, ne baš.

What he really said was,

Zapravo je rekao:

"We don't have any other way to manage this company,

„Nemamo drugi način da upravljamo ovom kompanijom,

so we'll give it a go."

pa ćemo pokušati.“

(Laughter)

(Smeh)

And I took that as a kind of endorsement.

I ja sam to prihvatio kao neku vrstu ohrabrenja.

But every quarter since then,

Ali svakog kvartala od tada,

every Googler has written down her objectives and her key results.

svaki Gugler je zapisao svoje ciljeve i svoje ključne rezultate.

They've graded them,

Razvrstali bi ih

and they've published them for everyone to see.

i objavljivali bi ih da svi mogu da ih vide.

And these are not used for bonuses or for promotions.

I ovo nisu koristili za bonuse ili unapređenje.

They're set aside.

To su stavili na stranu.

They're used for a higher purpose,

Ovo su koristili za viši cilj,

and that's to get collective commitment

a to je da postignu zajedničku posvećenost,

to truly stretch goals.

da zaista prošire ciljeve.

In 2008, a Googler, Sundar Pichai, took on an objective

Godine 2008. je jedan Gugler, Sundar Pičai, prihvatio cilj

which was to build the next generation client platform

da izgradi sledeću generaciju platforme za klijente

for the future of web applications --

za budućnost veb-aplikacija,

in other words, build the best browser.

drugim rečima, da sagradi najbolji pretraživač.

He was very thoughtful about how he chose his key results.

Bio je veoma promišljen oko biranja ključnih ciljeva.

How do you measure the best browser?

Kako se meri najbolji pretraživač?

It could be ad clicks or engagement.

Može preko reklama ili preko angažovanja.

No. He said: numbers of users,

Ne. On je rekao: brojem korisnika,

because users are going to decide

jer korisnici će odlučiti

if Chrome is a great browser or not.

da li je Hrom dobar pretraživač ili ne.

So he had this one three-year-long objective:

Imao je trogodišnji cilj,

build the best browser.

da sagradi najbolji pretraživač.

And then every year he stuck to the same key results,

Onda je svake godine ostajao pri istom ključnom rezultatu,

numbers of users, but he upped the ante.

broj korisnika, ali je podizao ulog.

In the first year, his goal was 20 million users

U prvoj godini, cilj mu je bio 20 miliona korisnika.

and he missed it.

I nije ga ostvario.

He got less than 10.

Imao je manje od deset.

Second year, he raised the bar to 50 million.

Druge godine, podigao je skalu na 50 miliona.

He got to 37 million users.

Dostigao je 37 miliona korisnika.

Somewhat better.

Nešto bolje.

In the third year,

Treće godine

he upped the ante once more to a hundred million.

opet je podigao skalu na sto miliona.

He launched an aggressive marketing campaign,

Pokrenuo je agresivnu marketinšku kampanju,

broader distribution, improved the technology, and kaboom!

proširio distribuciju, poboljšao tehnologiju i bum!

He got 111 million users.

Postigao je 111 miliona korisnika.

Here's why I like this story,

Evo zašto volim ovu priču -

not so much for the happy ending,

ne toliko zbog srećnog kraja,

but it shows someone carefully choosing the right objective

već zbog toga što pokazuje kako neko pažljivo izabere pravi cilj

and then sticking to it year after year after year.

i onda ga se drži iz godine u godinu.

It's a perfect story for a nerd like me.

To je savršena priča za štrebera kao što sam ja.

Now, I think of OKRs as transparent vessels

Sad, ja zamišljam CKR kao providne posude

that are made from the whats and hows of our ambitions.

koje su napravljene od „šta“ i „kako“ od naših ambicija.

What really matters is the why that we pour into those vessels.

Ono što je zaista važno jeste „zašto“ koje sipamo u naše posude.

That's why we do our work.

Zato radimo ovaj posao.

OKRs are not a silver bullet.

CKR nije srebrni metak.

They're not going to be a substitute for a strong culture

Oni neće zameniti snažnu kulturu

or for stronger leadership,

ili snažnije liderstvo,

but when those fundamentals are in place, they can take you to the mountaintop.

ali, ako su te osnove postavljene, oni će vas odvesti na vrh planine.

I want you to think about your life for a moment.

Želim da razmislite o svom životu na kratko.

Do you have the right metrics?

Da li imate pravi sistem merenja?

Take time to write down your values,

Odvojite vreme da zapišete svoje vrednosti,

your objectives and your key results.

svoje ciljeve i ključne rezultate.

Do it today.

Uradite to danas.

If you'd like some feedback on them, you can send them to me.

Ako želite povratnu informaciju, pošaljite ih meni.

I'm [email protected].

Moj mejl je [email protected].

If we think of the world-changing goals

Ako razmišljamo o ciljevima koji menjaju svet,

of an Intel, of a Nuna, of Bono,

o Intelu, Nuni, Bonu,

of Google,

o Guglu,

they're remarkable:

oni su izvanredni:

ubiquitous computing,

sveprisutan rad na računaru,

affordable health care, high-quality for everyone,

zdravstvena nega koja može da se priušti, jednak kvalitet za sve,

ending global poverty,

kraj svetskom siromaštvu,

access to all the world's information.

pristup svim svetskim informacijama.

Here's the deal:

Ovako stoje stvari:

every one of those goals is powered today by OKRs.

svaki od ovih ciljeva je pokrenut uz CKR-eve.

Now, I've been called the Johnny Appleseed of OKRs

Sad, mene su prozvali Džonijem Eplsidom CKR-a

for spreading the good gospel according to Andy Grove,

jer sam širio radosnu vest Endija Grouva,

but I want you to join me in this movement.

ali ja bih želeo da mi se pridružite u ovom pokretu.

Let's fight for what it is that really matters,

Hajde da se borimo za ono što je zaista važno,

because we can take OKRs beyond our businesses.

jer CKR možemo preneti i van našeg posla.

We can take them to our families,

Možemo ga preneti na našu porodicu,

to our schools,

u naše škole,

even to our governments.

čak i u naše vlade.

We can hold those governments accountable.

Možemo da smatramo te vlade odgovornima.

We can transform those informations.

Možemo da izmenimo ove informacije.

We can get back on the right track

Možemo se vratiti na pravi put,

if we can and do measure what really matters.

ako možemo i hoćemo da izmerimo ono što je zaista značajno.

Thank you.

Hvala vam.

(Applause)

(Aplauz)