What are you willing to give up to change the way we work? | Martin Danoesastro

Prevodilac: Kristina Radosavljević Lektor: Ivana Krivokuća

Have you ever watched a flock of birds work together?

Da li ste ikad posmatrali jato ptica kako sarađuju?

Thousands of animals, flying in perfect synchrony:

Hiljade životinja lete u savršenoj sinhronizaciji.

Isn't it fascinating?

Zar to nije fascinantno?

What I find remarkable is that these birds would not be able to do that

Ono što ja smatram izuzetnim je da te ptice ne bi to mogle da urade

if they all would have to follow one leader.

da moraju da slede jednog lidera.

Their reaction speed would simply be too low.

Njihova brzina reakcije bi, jednostavno, bila suviše slaba.

Instead, scientists believe that these birds are aligned on

Umesto toga, naučnici veruju da se te ptice oslanjaju

a few simple rules,

na nekoliko jednostavnih pravila,

allowing every single bird to make autonomous decisions

čime omogućavaju svakoj ptici da donosi samostalne odluke

while still flying in perfect synchrony.

dok i dalje lete u savršenoj sinhronizaciji.

Their alignment enables their autonomy,

Njihova usklađenost omogućava njihovu samostalnost,

and their autonomy makes them fast and flexible.

a njihova samostalnost ih čini brzim i fleksibilnim.

Now, what does this have to do with any one of us?

Dobro, kakve to ima veze sa bilo kim od nas?

Well, it's one way of illustrating what I believe to be the most important change

Pa, to je jedan od načina da se prikaže jedna od, kako ja verujem,

najvažnijih promena koje su potrebne u načinu rada danas.

that is needed in ways of working today.

The world is getting faster and more complex,

Svet postaje brži i sve kompleksniji,

so we need a new way of working,

tako da nam treba nov način rada,

a way that creates alignment around purpose,

način koji stvara usklađivanje oko svrhe,

that takes out bureaucracy

koji uklanja našu birokratiju

and that truly empowers people to make decisions faster.

i koji uistinu podstiče ljude da brže donose odluke.

But the question is:

Ali, pitanje je:

In order to get there,

da bismo to postigli,

what are we willing to give up?

čega smo spremni da se odreknemo?

A few years ago, I was working with a bank

Pre nekoliko godina, radio sam sa bankom

that wanted to embark on a digital transformation.

koja je želela da izvrši digitalnu transformaciju.

They wanted their offering to be simpler, more intuitive, more relevant.

Želeli su da njihova ponuda bude jednostavnija, intuitivnija, relevantnija.

Now, I'm not sure how many of you have seen a bank from the inside,

Ne znam koliko je vas videlo banke iznutra,

so let me try to illustrate what many traditional banks look like.

pa ću pokušati da vam dočaram kako mnoge tradicionalne banke izgledaju.

You see lots of people in suits

Vidite gomilu ljudi u odelima

taking elevators to go to their department,

koji liftom idu do svog odseka.

marketers sitting with marketers, engineers with engineers, etc.

Marketari sede sa marketarima, inženjeri sa inženjerima, itd.

You see meetings with 20 people

Vidite sastanke sa 20 ljudi

where nothing gets decided.

na kojima se ne donese nijedna odluka.

Great ideas? They end up in PowerPoint parking lots.

Odlične ideje? One ostaju mrtvo slovo na papiru.

And there are endless handovers between departments.

I tu je beskonačni niz dodavanja između odseka.

Getting anything done can take forever.

Kada treba nešto da se odradi, to može trajati čitavu večnost.

So this bank knew that in order to transform,

Dakle, u ovoj banci su znali da, kako bi se transformisali,

they would have to improve their time to market

moraju da poboljšaju svoju efikasnost na tržištu,

by drastically changing their ways of working as well.

ujedno drastično menjajući svoj način rada.

But how?

Ali kako?

To get some inspiration, we decided to go and have a look at companies

Da bismo našli inspiraciju, odlučili smo da odemo i pogledamo kompanije

that seem to be more innovative,

koje su se činile inovativnijim,

like Google, Netflix, Spotify, Zappos.

kao što su Gugl, Netfliks, Spotifaj i Zapos.

And I remember how we were walking the halls at one of these companies

Sećam se kako smo šetali hodnicima jedne od tih kompanija

in December 2014,

u decembru 2014,

a management consultant and a team of bankers.

konsultant za menadžment i tim bankara.

We felt like strangers in a strange land,

Osećali smo se kao stranci u čudnoj zemlji,

surrounded by beanbags and hoodies

okruženi vrećama za izležavanje, kapuljačama

and lots of smart, creative employees.

i brojnim pametnim, kreativnim zaposlenima.

So then we asked, "How is your company organized?"

Onda sam ja pitao: „Kako je vaša kompanija organizovana?“

And we expected to get an org chart.

Očekivali smo da ćemo dobiti organizacionu šemu.

But instead, they used strange drawings

Ali umesto toga, oni su koristili čudne crteže

with funny names like "squads" and "chapters" and "tribes"

sa smešnim imenima, kao npr. „odredi“, „odeljci“ i „plemena“

to explain how they were organized.

da bi objasnili kako su organizovani.

So then we tried to translate that to our own world.

Pa smo onda mi pokušali to da prevedemo na naš jezik.

We asked, "How many people are working for you?"

Pitali smo: „Koliko ljudi radi za vas?“

"It depends."

„Zavisi.“

"Who do you report to?"

„Kome podnosite izveštaje?“

"It depends."

„Zavisi.“

"Who decides on your priorities?"

„Ko odlučuje o vašim prioritetima?“

"It depends."

„Zavisi.“

You can imagine our surprise.

Možete zamisliti naš šok.

We were asking for what we thought were some of the basic principles

Mi smo pitali o onome što smo smatrali osnovnim principima

of organizations,

jedne organizacije,

and their answer was, "It depends."

a njihov odgovor je bio „Zavisi.“

Now, over the course of that day,

No, tokom tog dana,

we gained a better understanding of their model.

malo smo bolje shvatili njihov model.

They believed in the power of small, autonomous teams.

Oni su verovali u moć malih, samostalnih timova.

Their teams were like mini-start-ups.

Njihovi timovi su bili kao mali početni biznisi.

They had product people and IT engineers in the same team

Imali su ljude za proizvod i inženjere za IT u istom timu

so they could design, build and test ideas with customers

da bi mogli dizajnirati, izgraditi i testirati ideje kod potrošača

independently of others in the company.

nezavisno od drugih u kompaniji.

They did not need handovers between departments.

Njima nisu bili potrebni prenosi između sektora.

They had all the skills needed right there in the team.

Imali su sve potrebne veštine upravo tu u timu.

Now, at the end of that day, we had a session

Na kraju tog dana, imali smo sesiju

to reflect on what we had learned.

za razmišljanje o tome šta smo naučili.

And we had started to like their model,

Počeo je da nam se sviđa njihov model,

so we were already thinking of how to apply some of these ideas to a bank.

pa smo počeli da razmišljamo

kako da primenimo neke njihove ideje na banku.

But then, one of the hosts, a guy who had not said a word all day,

Ali je onda, jedan od domaćina, čovek koji nije rekao nijednu reč ceo dan,

he suddenly said,

iznenada rekao:

"So I see you like our model.

„Dakle, vidim da vam se dopada naš model.

But I have one question for you:

Imam jedno pitanje za vas:

What are you willing to give up?"

čega ste spremni da se odreknete?“

What were we willing to give up?

Čega smo bili spremni da se odreknemo?

We did not have an answer immediately, but we knew he was right.

Nismo odmah imali odgovor, ali smo znali da je u pravu.

Change is not only about embracing the new;

Promena nije samo prihvatanje novog,

it's about giving up on some of the old as well.

već i odricanje nečeg starog.

Now, over the past five years,

Tokom proteklih pet godina,

I have worked with companies all over the world

radio sam sa kompanijama širom sveta

to change their ways of working.

u promeni njihovog načina rada.

And clearly, every company has their own skeptics

I jasno je, svaka kompanija ima svog skeptika

about why this is not going to work for them.

koji zna zašto to neće funkcionisati kod njih.

"Our product is more complex,"

„Naš proizvod je kompleksniji,“

or "They don't have the legacy IT like we do,"

ili „Oni nemaju nasleđenu informacionu tehnologiju kao mi,“

or "Regulators just won't allow this in our industry."

ili „Kontrolori jednostavno neće to dozvoliti u našoj industriji.“

But for this bank and also for the other companies

Ali u ovoj banci,

kao i u ostalim kompanijama sa kojima sam kasnije radio,

that I have worked with afterwards,

change was possible.

promena je bila moguća.

Within a year, we completely blew up the old silos

U roku od godinu dana, u potpunosti smo razbili stare sisteme

between marketing, product, channels and IT.

između marketinga, proizvoda kanala i IT sektora.

Three thousand employees were reorganized into 350 multidisciplinary teams.

Tri hiljade zaposlenih je bilo preraspoređeno

u 350 multidisciplinarnih timova.

So instead of product people sitting just with product people

Tako da, umesto da ljudi za proizvode sede samo sa ljudima za proizvode,

and engineers with engineers,

a inženjeri sa inženjerima,

a product person and an engineer were now members of the same team.

čovek za proizvode i inženjer sada su bili članovi istog tima.

You could be a member of a team responsible for account opening

Mogli ste biti član tima zaduženog za otvaranje računa

or for the mobile banking app, etc.

ili za aplikaciju za mobilno bankarstvo i sl.

At the go-live date of that new organization,

Pred samo puštanje u rad ove nove organizacije,

some people were shaking hands for the very first time,

neki ljudi su se po prvi put upoznali,

only to find out that they had been sitting two minutes away from each other

a saznali su da su sedeli samo dva minuta jedni od drugih,

but they were sending each other emails and status reports for the last 10 years.

ali su u poslednjih 10 godina slali samo mejlove i izveštaje jedni drugima.

You would hear someone saying,

Neko bi rekao:

"Ah, so you're the guy that I was always chasing for answers."

„A, ti si taj lik koga sam uvek jurio da mi odgovori.“

(Laughter)

(Smeh)

But now, they're having coffee together every day.

Ali sad, svaki dan zajedno piju kafu.

If the product guy has an idea, he can just raise it

Ako tip za proizvode ima ideju, on jednostavno može da je iznese

to get input from the engineer who is sitting right next to him.

i da dobije mišljenje od inženjera koji sedi do njega.

They can decide to test with customers immediately --

Mogu odlučiti da to odmah testiraju sa klijentima -

no handovers, no PowerPoints, no red tape,

nema prenošenja iz ruke u ruku, Pauer pointa, birokratije,

just getting stuff done.

samo obavljanje posla.

Now, getting there is not easy.

Ali, doći do toga nije lako.

And as it turns out,

I kao što se ispostavilo,

"What are you willing to give up?"

„Čega ste spremni da se odreknete?“

is exactly the right question to ask.

je pravo pitanje.

Autonomous decision-making requires multidisciplinary teams.

Samostalno odlučivanje zahteva multidisciplinarne timove.

Instead of decisions going up and down the organization,

Umesto da odluke idu gore-dole po organizaciji,

we want the team to decide.

mi želimo da tim donese odluku.

But to do so, we need all the skills and expertise for that decision

Ali da bismo to postigli,

potrebne su nam sve veštine i znanja za odluke u timu.

in the team.

And this brings difficult trade-offs.

A to zahteva teške kompromise.

Can we physically co-locate our people who are working in different buildings,

Da li je danas moguće fizički povezati ljude koji rade u različitim zgradama,

different cities or even different countries today?

različitim gradovima ili čak različitim državama?

Or should we invest in better videoconferencing?

Ili bi trebalo uložiti u bolje video-sastanke?

And how do we ensure consistency in the way we do things

I kako da obezbedimo doslednost u obavljanju stvari po ovim timovima?

across these teams?

We still need some kind of management matrix.

Ipak nam treba neka upravljačka matrica.

Now, all these changes to structure and process and procedure --

Sve te promene strukture, procesa i procedura -

they are not easy.

one nisu lagane.

But in the end,

Ali na kraju

I found that the most difficult thing to change

sam shvatio da je najteža promena

is our own behavior.

naše ponašanje.

Let me try to illustrate.

Pokušaću da vam slikovito objasnim.

If we want these teams to be fast, flexible, creative, like a mini-start-up,

Ako želimo da ovi timovi budu brzi, fleksibilni, kreativni,

kao mali početni biznisi,

they have to be empowered and autonomous.

mora im se obezbediti snaga i samostalnost.

But this means we cannot have leaders commanding their people what to do,

Ali to onda znači da ne možemo imati lidere koji će komandovati ljudima,

when to do, how to do.

šta da rade, kada i kako.

No micromanagers.

Nema mikromenadžmenta.

But it also means that each employee needs to become a leader,

Ali to u isto vreme znači da svaki zaposleni postaje lider,

regardless of their formal title.

nevezano za njihova formalna zvanja.

It's about all of us stepping up to take initiative.

Radi se o tome da svi mi istupimo i preuzmemo inicijativu.

Now obviously, we also cannot afford

Očigledno, ne možemo priuštiti

to have all these teams running in different directions,

da se svaki od tih timova kreće u različitim pravcima,

because that would certainly lead to chaos.

zato što bi to neminovno dovelo do haosa.

So we need alignment and autonomy at the same time,

Dakle, potrebna nam je usklađenost i samostalnost u isto vreme,

just like a flock of birds.

kao jato ptica.

In an organizational setting,

U organizacionom smislu,

this requires new behaviors,

ovo zahteva novo ponašanje,

and with each new behavior,

a svako novo ponašanje

there is giving up on something old as well.

predstavlja odricanje od nečeg starog, u isto vreme.

Leaders have to make sure that everyone in the organization

Lideri moraju da osiguraju da svako u organizaciji

is aligned around the overall purpose -- the why --

bude angažovan oko opšte svrhe - zašto -

and the overall priorities -- the what.

i opštih prioriteta - šta.

But then they have to let go and trust their teams

Ali tada oni moraju da puste, i da veruju svojim timovima

to make the right decisions on how to get there.

da će doneti prave odluke o tome kako doći do tamo.

Now, creating alignment requires open and transparent communication.

Stvaranje usklađenosti zahteva otvorenu i transparentnu komunikaciju.

But you know how they say that information is a source of power?

A znate kako kažu, da je informacija izvor moći?

Well, for some managers,

Pa, nekim menadžerima,

sharing information may feel as if they're giving up that source of power.

deljenje informacija može delovati kao da se odriču svog izvora moći.

And it's not just managers.

Nije reč samo o menadžerima.

The teams need to communicate openly and transparently as well.

Timovi takođe moraju komunicirati otvoreno i transparentno.

In these companies, the teams typically work in short sprints,

U tim kompanijama, timovi obično rade na kratke staze,

and at the end of every sprint, they organize a demo session

i na kraju svake staze, organizuju demo sesiju

to share the output of what they've done, transparently.

kako bi izneli informacije o tome šta su uradili, transparentno.

And every day,

I svakog dana,

each member of the team gives an update

svaki član tima obaveštava

of what they are working on individually.

o tome šta oni pojedinačno rade.

Now, all this transparency can be uncomfortable for people,

Sva ta transparentnost može biti neprijatna za neke ljude,

because suddenly, there is no place to hide anymore.

zato što, odjednom, nema više mesta gde možeš da se sakriješ.

Everything we do is transparent for everyone.

Sve što radimo je transparentno za sve.

So, alignment is not easy,

Dakle, usklađivanje nije jednostavno,

and providing autonomy is not so obvious, either.

a ni obezbeđivanje samostalnosti nije tako očigledno.

One executive at another company

Jedan direktor u drugoj kompaniji

likes to explain how he used to be a master of milestone-tracking.

voli da objašnjava kako je on bio gospodar u praćenju izveštaja.

Now, today, to know how things are going,

U današnje vreme, da bi saznao kako se stvari odvijaju,

instead of looking at status reports,

umesto da gleda u izveštaje,

he needs to walk down to the team floors to attend one of their sessions.

treba da siđe na sprat gde su timovi

da bi prisustvovao jednom od njihovih sastanaka.

And instead of telling people what to do,

I umesto da govori ljudima šta da rade,

he looks for ways to help them.

traži način da im pomogne.

That is radical change

To je radikalna promena

for someone who used to be a master of milestone-tracking.

za nekog ko je bio gospodar praćenja izveštaja.

But in the old world, this executive said,

Ali u starom svetu, ovaj izvršilac bi rekao:

"I only had the illusion of control.

„Bio sam samo u zabludi da držim sve pod kontrolom.

In reality, many projects would run over time and over budget, anyway.

U stvarnosti, mnogi projekti bi svakako prešli rokove i budžet.

Now I have much more transparency,

Sad imam mnogo više transparentnosti,

and I can course-correct much earlier if needed."

i mogu da usput vršim ispravke mnogo ranije, ukoliko je potrebno.“

And middle managers need to change as well.

Srednji menadžment takođe treba da se promeni.

First of all, without the handovers and the PowerPoint,

Prvo, bez prebacivanja obaveza i Pauer pointa,

there's less of a need for middle managers.

nema toliko potrebe za srednjim menadžmentom.

And in the old world, there was this idea of thinkers and doers.

U starom svetu, postojala je ideja o misliocima i radnicima.

Employees would just follow orders.

Zaposleni bi samo sledili naređenja.

But now, instead of only managing other people,

Ali sad, umesto da samo rukovode drugim ljudima,

middle managers were expected to become player-coaches.

od srednjeg menadžmenta se očekuje da postanu treneri timova.

So imagine, for the last 10 years,

Dakle, zamislite, u poslednjih 10 godina,

you have just been telling other people what to do,

samo ste govorili ljudima šta da rade,

but now you're expected to do things yourself again.

ali sad se od vas očekuje da sami ponovo radite.

Clearly, this model is not for everyone,

Očigledno, ovaj model nije za svakoga,

and some great people leave the company.

i neki sjajni ljudi su napustili kompaniju.

But the result is a new culture

Ali rezultat je bila nova kultura

with less hierarchy.

sa manje hijerarhije.

And all of this is hard work.

Sve ovo je težak posao.

But it's worth it.

Ali isplati se.

The companies that I worked with,

Kompanije sa kojima sam radio

they were used to deploying new product features a few times per year.

imale su običaj da razvijaju nove proizvode nekoliko puta godišnje.

Now they have releases every few weeks,

Sada ih puštaju svakih nekoliko nedelja,

and without the handovers and the red tape,

a bez prebacivanja obaveza i birokratije,

the whole organization becomes more efficient.

cela organizacija je postala mnogo efikasnija.

And finally, if you walk the halls of these companies today,

I na kraju, ako prošetate hodnicima ovih kompanija danas,

you just feel a new energy.

osećate novu energiju.

It feels as if you're walking the halls of a very large start-up.

Osećate se kao da hodate hodnicima jednog veoma velikog početnog biznisa.

Now, to be fair, these companies, they cannot claim victory yet.

Da budemo iskreni, ove kompanije ne mogu još da proglase pobedu.

But at least with this new model,

Ali bar su sa ovim novim modelom

they are much better prepared to respond to change.

mnogo bolje pripremljene da odreaguju na promene.

The world is getting faster and more complex,

Svet postaje brži i sve kompleksniji,

so we need to reboot our way of working.

tako da moramo da resetujemo naš način rada.

And the hardest part of that change is not in structure

A najteži deo promene nije u strukturi,

or process or procedure,

procesu ili proceduri,

and it's also not just senior executives taking charge.

a takođe nije samo na višim rukovodiocima da preuzimaju kontrolu.

Leaders will be all of those in the organization

Lideri će biti svi ljudi iz organizacije

who embrace the change.

koji prihvate promene.

We all have to lead the change.

Svi mi moramo da vodimo promene.

So the question is:

Dakle, pitanje je:

What are you willing to give up?

čega ste vi spremni da se odreknete?

Thank you.

Hvala vam.

(Applause)

(Aplauz)