How diversity makes teams more innovative | Rocío Lorenzo | TED

Prevodilac: Kristina Radosavljević Lektor: Tijana Mihajlović

Fifteen years ago,

Pre petnaest godina,

I thought that the diversity stuff was not something I had to worry about.

mislila sam da pitanje raznovrsnosti nije nešto o čemu bih morala brinuti.

It was something an older generation had to fight for.

To je nešto za šta su morale da se bore neke starije generacije.

In my university, we were 50-50, male-female,

Na mom univerzitetu, bilo nas je 50-50 muškaraca i žena,

and we women often had better grades.

a mi, žene, smo često imale bolje ocene.

So while not everything was perfect,

Pa, iako nije sve bilo savršeno,

diversity and leadership decisions

raznolikost i moć odlučivanja

was something that would happen naturally over time, right?

je nešto što bi, vremenom došlo samo po sebi, zar ne?

Well, not quite.

Pa, ne baš.

While moving up the ladder working as a management consultant

Dok sam napredovala radeći kao menadžer konsultant

across Europe and the US,

širom Evrope i SAD-a,

I started to realize how often I was the only woman in the room

počela sam da shvatam koliko sam često bila jedina žena u sobi

and how homogenous leadership still is.

i koliko je liderstvo još uvek homogeno.

Many leaders I met

Mnogi lideri koje sam susretala

saw diversity as something to comply with out of political correctness,

videli su raznovrsnost kao nešto što upotpunjuje političku korektnost

or, best case, the right thing to do,

ili, u najboljem slučaju, pravu stvar koju treba uraditi,

but not as a business priority.

ali ne i kao poslovni prioritet.

They just did not have a reason to believe

Oni jednostavno nisu imali razlog da veruju

that diversity would help them achieve their most immediate, pressing goals:

da bi im raznovrsnost pomogla da dostignu svoje najbitnije ciljeve -

hitting the numbers, delivering the new product,

dostići cifre, isporučiti novi proizvod,

the real goals they are measured by.

što su pravi ciljeve koji su merljivi.

My personal experience working with diverse teams

Iz mog ličnog iskustva, rad sa raznovrsnim timovima

had been that while they require a little bit more effort at the beginning,

u početku zahteva malo više napora,

they did bring fresher, more creative ideas.

ali donosi svežije i raznovrsnije ideje.

So I wanted to know:

Zbog toga sam želela da saznam

Are diverse organizations really more innovative,

da li su, stvarno, raznovrsne organizacije inovativnije

and can diversity be more than something to comply with?

i može li raznovrsnost biti nešto više

od nečega sa čime se slažemo.

Can it be a real competitive advantage?

Može li to biti stvarna konkurentska prednost?

So to find out, we set up a study with the Technical University of Munich.

Da bih to saznala, napravili smo studiju sa Tehničkim univerzitetom u Minhenu.

We surveyed 171 companies in Germany, Austria and Switzerland,

Anketirali smo 171 kompaniju u Nemačkoj, Austriji i Švajcarskoj

and as we speak, we're expanding the study

i, dok sad pričamo, proširujemo tu studiju

to 1,600 companies

na 1 600 kompanija

in five additional countries around the world.

u još pet zemalja širom sveta.

We asked those companies basically two things:

U suštini, pitali smo te kompanije dve stvari:

how innovative they are and how diverse they are.

koliko su inovativni i koliko su raznovrsni.

To measure the first one,

Da bismo izmerili prvi,

we asked them about innovation revenue.

pitali smo ih o prihodima od inovacija.

Innovation revenue is the share of revenues they've made

Prihod od inovacija je deo prihoda koji su ostvarili

from new products and services in the last three years,

od novih proizvoda i usluga u poslednje tri godine,

meaning we did not ask them how many creative ideas they have,

što znači da ih nismo pitali koliko su kreativnih ideja imali

but rather if these ideas translate into products and services

nego da li su te ideje realizovali u proizvode ili usluge

that really make the company more successful today and tomorrow.

koje su učinile da kompanija bude uspešnija danas i ubuduće.

To measure diversity, we looked at six different factors:

Da bismo izmerili raznovrsnost, posmatrali smo šest različitih faktora:

country of origin, age and gender, amongst others.

zemlju porekla, godine starosti i pol, između ostalog.

While preparing to go in the field with those questions,

Dok smo se pripremali da izađemo na teren sa tim pitanjima,

I sat down with my team

sela sam sa mojim timom

and we discussed what we would expect as a result.

i razgovarali smo o tome šta možemo da očekujemo kao rezultat.

To put it mildly, we were not optimistic.

Blago rečeno, nismo bili optimistični.

The most skeptical person on the team thought, or saw a real possibility,

Najskeptičnija osoba u timu je mislila ili predvidela realnu mogućnost

that we would find nothing at all.

da nećemo baš ništa naći.

Most of the team was rather on the cautious side,

Većina tima je bila oprezna,

so we landed all together at "only if,"

pa smo se složili svi zajedno sa „samo ako“,

meaning that we might find some kind of link

u smislu da možda nađemo neku vezu

between innovation and diversity,

između inovacija i raznovrsnosti,

but not across the board --

ali da ne pređemo granicu,

rather only if certain criteria are met,

nego samo ako se određeni kriterijumi ispune,

for example leadership style, very open leadership style

kao što je, na primer, stil liderstva, vrlo otvoren stil liderstva

that allowed people to speak up freely and safely and contribute.

koji će dozvoliti ljudima da slobodno i sigurno govore i doprinose.

A couple of months later, the data came in,

Nekoliko meseci kasnije, podaci su stigli,

and the results convinced the most skeptical amongst us.

i rezultati su uverili čak i najskeptičnije među nama.

The answer was a clear yes,

Odgovor je bio potpuno potvrdan,

no ifs, no buts.

bez „ako“ ili „ali“.

The data in our sample showed

Podaci u našem uzorku su pokazali

that more diverse companies are simply more innovative, period.

da su raznovrsnije kompanije jednostavno inovativnije i tačka.

Now, a fair question to ask is the chicken or the egg question,

Sada, pitanje koje se nameće je šta je starije, kokoška ili jaje,

meaning, are companies really more innovative

u smislu da li su kompanije stvarno inovativnije

because they have a more diverse leadership,

zato što imaju raznovrsnije rukovodstvo

or the other way around?

ili obrnuto?

Which way is it?

Šta je od ta dva?

Now, we do not know how much is correlation versus causation,

Sad, ne znamo odnos korelacija i uzročnosti,

but what we do know is that clearly,

ali ono što znamo je da, svakako,

in our sample, companies that are more diverse

u našem uzorku kompanije koje su raznovrsnije su inovativnije,

are more innovative,

and that companies that are more innovative

a kompanije koje su inovativnije

have more diverse leadership, too.

takođe, imaju raznovrsnije rukovodstvo.

So it's fair to assume that it works both ways,

Tako, možemo pretpostaviti da to radi u oba smera -

diversity driving innovation and innovation driving diversity.

raznovrsnost podstiče inovativnost i inovativnost podstiče raznovrsnost.

Now, once we published the results,

E, sad, kada smo objavili rezultate,

we were surprised about the reactions in the media.

bili smo iznenađeni reakcijama medija.

We got quite some attention.

Privukli smo dosta pažnje.

And it went from quite factual,

Ona se kretala od prilično činjeničnih,

like "Higher Female Share Boosts Innovation"

kao: „Veći udeo žena jača inovacije“

to a little bit more sensationalist.

do malo manje senzacionalističkih.

(Laughter)

(Smeh)

As you can see,

Kao što možete videti:

"Stay-at-home Women Cost Trillions,"

„Žene koje ostaju kod kuće koštaju trilione“

and, my personal favorite,

i, moja omiljena je:

"Housewives Kill Innovation."

„Domaćice ubijaju inovacije.“

Well, there's no such thing as bad publicity, right?

Pa, ne postoji nešto što se zove loš publicitet, zar ne?

(Laughter)

(Smeh)

On the back of that coverage,

Na kraju tog medijskog pokrivanja,

we started to get calls from senior executives

počeli smo da dobijamo pozive od viših rukovodilaca

wanting to understand more,

koji su želeli da saznaju više,

especially -- surprise, surprise -- about gender diversity.

posebno - kakvo iznenađenje - o polnoj raznovrsnosti.

I tend to open up those discussions by asking,

Ove diskusije sam započinjala sa pitanjem:

"Well, what do you think of the situation in your organization today?"

„Pa, šta mislite, kakva je situacija u vašoj organizaciji danas?“

And a frequent reaction to that is,

i veoma česta reakcija na to je bila:

"Well, we're not yet there, but we're not that bad."

„Pa, nismo još dostigli taj nivo, ali nismo ni tako loši.“

One executive told me, for example,

Jedan rukovodilac mi je, na primer, rekao:

"Oh, we're not that bad.

„O, pa nismo tako loši.

We have one member in our board who is a woman."

Imamo jednu ženu koja je član našeg odbora.“

(Laughter)

(Smeh)

And you laugh --

Smejete se...

(Applause)

(Aplauz)

Now, you laugh, but he had a point in being proud about it,

Vi se sad smejete, ali on je s pravom bio ponosan na to,

because in Germany,

zato što u Nemačkoj,

if you have a company

ako imate kompaniju

and it has one member on the board who is a woman,

i ako je jedan član odbora žena,

you are part of a select group of 30

vi ste deo izabrane grupe od 30

out of the 100 largest publicly listed companies.

među 100 najvećih javno upisanih kompanija.

The other 70 companies have an all-male board,

Ostalih 70 kompanija imaju samo muškarce u odboru,

and not even one of these hundred largest publicly listed companies

a čak nijedna od tih sto kompanija

have, as of today, a female CEO.

nema, ni dan danas, ženu direktora.

But here's the critically important insight.

Ali, evo šta je od ključne važnosti.

Those few female board members alone,

Tih nekoliko žena u odboru

they won't make a difference.

neće nešto promeniti.

Our data shows that for gender diversity to have an impact on innovation,

Naši podaci pokazuju da,

ako govorimo o uticaju polne raznovrsnosti na inovativnost,

you need to have more than 20 percent women in leadership.

morate imati više od 20% žena u rukovodstvu.

Let's have a look at the numbers.

Pogledajmo brojke.

As you can see, we divided the sample into three groups,

Kao što možete da vidite, podelili smo uzorke u tri grupe

and the results are quite dramatic.

i rezultati su prilično dramatični.

Only in the group where you have more than 20 percent women in leadership,

Samo u grupi gde je preko 20% žena u rukovodstvu

only then you see a clear jump in innovation revenue

vidite jasan skok prihoda od inovacija

to above-average levels.

iznad prosečnog nivoa.

So experience and data shows that you do need critical mass

Tako, iskustvo i podaci pokazuju da vam treba kritična masa

to move the needle,

da biste pomerili kurs,

and companies like Alibaba, JP Morgan or Apple

a kompanije kao što su Alibaba, JP Morgan ili Epl

have as of today already achieved that threshold.

već su postigle taj nivo.

Another reaction I got quite a lot was,

Još jedna reakcija sa kojom sam se često susretala je:

"Well, it will get solved over time."

„Pa, rešiće se to tokom vremena.“

And I have all the sympathy in the world for that point of view,

I meni je ovakav stav jako simpatičan

because I used to think like that, too.

zato što sam i ja tako nekad razmišljala.

Now, let's have a look here again and look at the numbers,

Sad, pogledamo još jednom ovamo, pogledajte brojke,

taking Germany as an example.

uzimajući Nemačku kao primer.

Let me first give you the good news.

Prvo ću vam reći dobre vesti.

So the share of women who are college graduates

Udeo žena koje imaju fakultetsku diplomu

and have at least 10 years of professional experience

i imaju najmanje 10 godina profesionalnog iskustva

has grown nicely over the last 20 years,

porastao je prilično u poslednjih 20 godina,

which means the pool in which to fish for female leaders

što znači da se baza za lov na žene lidere

has increased over time,

povećala tokom vremena,

and that's great.

i to je sjajno.

Now, according to my old theory,

E, sad, prema mojoj staroj teoriji,

the share of women in leadership

udeo žena u rukovođenju

would have grown more or less in parallel, right?

bi trebalo da je porastao paralelno sa tim, zar ne?

Now, let's have a look at what happened in reality.

E, sad, pogledajmo šta se, u stvari, desilo u stvarnosti.

It's not even close,

Nije čak ni blizu,

which means I was so wrong

što znači da ja nisam bila u pravu

and which means that my generation,

i što znači da je moja generacija,

your generation,

vaša generacija,

the best-educated female generation in history,

najškolovanije generacije žena u istoriji,

we have just not made it.

jednostavno nisu uspele.

We have failed to achieve leadership in significant numbers.

Nismo uspele da postanemo lideri u značajnoj meri.

Education just did not translate into leadership.

Obrazovanje se, jednostavno, nije pretvorilo u liderstvo.

Now, that was a painful realization for me

To je bilo bolno priznanje za mene

and made me realize,

i nateralo me je da shvatim da,

if we want to change this,

ako želimo da promenimo ovo,

we need to engage, and we need to do better.

moramo da se angažujemo i moramo biti bolje.

Now, what to do?

E, sad, šta da radimo?

Achieving more than 20 percent women in leadership

Postizanje više od 20% žena u rukovodstvu

seems like a daunting task to many,

deluje mnogima kao zastrašujući zadatak,

understandably, given the track record.

što je razumljivo, sudeći po rezultatima.

But it's doable,

Ali, to je ipak moguće;

and there are many companies today that are making progress there

ima mnogo kompanija danas, koje napreduju u tom pogledu

and doing it successfully.

i to rade uspešno.

Let's take SAP, the software company, as an example.

Uzmimo, kao primer, SAP, softversku kompaniju.

They had, in 2011, 19 percent women in leadership,

Oni su u 2011. godini imali 19% žena u rukovodstvu.

yet they decided to do better,

Ipak, oni su odlučili da napreduju

and they did what you do in any other area of business

i napravili su ono što se radi u bilo kojoj drugoj oblasti poslovanja

where you want to improve.

gde želite da napredujete.

They set themselves a measurable target.

Postavili su sebi merljive ciljeve.

So they set themselves a target of 25 percent for 2017,

Postavili su sebi cilj - 25% za 2017. godinu,

which they have just achieved.

koje su upravo postigli.

The goals made them think more creatively about developing leaders

Ciljevi ih teraju da kreativnije razmišljaju o razvoju liderstva

and tapping new recruiting pools.

i istraživanju novih mogućnosti regrutovanja.

They now even set a target of 30 percent women in leadership for 2022.

Sada su čak postavili cilj od 30% žena rukovodilaca do 2022. godine.

So experience shows it's doable,

Dakle, iskustvo pokazuje da je moguće,

and at the end of the day,

a na kraju,

it all boils down to two decisions that are taken every day

sve se svodi na dve odluke koje mnogi od nas

in every organization by many of us:

u svakoj organizaciji svakodnevno donose -

who to hire and who to develop and promote.

koga da zaposlimo i koga da nadogradimo i unapredimo.

Now, nothing against women's programs,

Nemam ništa protiv programa za žene,

networks, mentoring, trainings.

umrežavanja, mentorskog rada, treninga.

All is good.

Sve je to dobro.

But it is these two decisions

Ali, ipak su te dve odluke

that at the end of the day send the most powerful change signal

one koje na kraju šalju najmoćniji signal za promenu

in any organization.

u svakoj organizaciji.

Now, I never set out to be a diversity advocate.

Nikad nisam mislila da ću biti advokat specijalizovan za raznovrsnost;

I am a business advisor.

ja sam poslovni savetnik.

But now my goal is to change the face of leadership,

Ali, sada je moj cilj da promenim lice liderstva,

to make it more diverse --

da ga učinim raznovrsnijim,

and not so that leaders can check a box

i ne samo da bi lideri mogli da štikliraju kvadratić

and feel like they have complied with something

i da se osećaju kao da su se sa nečim složili

or they have been politically correct.

ili da su politički korektni,

But because they understand,

nego zato što razumeju,

they understand that diversity is making their organization

shvataju da raznovrsnost čini njihovu organizaciju

more innovative, better.

inovativnijom i boljom.

And by embracing diversity, by embracing diverse talent,

Prihvatanjem raznovrsnosti i različitih sklonosti

we are providing true opportunity for everyone.

obezbeđujemo pravu priliku za svakog.

Thank you. Thank you so much.

Hvala vam. Mnogo vam hvala.

(Applause)

(Aplauz)