TED@BCG Singapore
Harish Manwani: Profit’s not always the point
Hariš Manvani (Harish Manwani): Profit nije uvek cilj
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Verovatno ne očekujete da izvršni direktor jedne od vodećih svetskih kompanija vidi dalje od procene vrednosti ili iznosa na računu. Ali Hariš Manvani, izvršni direktor Unilevera, iznosi argumente koji pokazuju da je uključivanje vrednosti, cilja i održivosti u donošenje najbitnijih odluka ne samo praktično, već da je to i jedini način za odgovorno vođenje posla u 21. veku.
Harish Manwani - COO, Unilever
Harish Manwani joined Unilever as a management trainee in 1976; he is now the company's chief operating officer. Full bio
Harish Manwani joined Unilever as a management trainee in 1976; he is now the company's chief operating officer. Full bio
Double-click the English transcript below to play the video.
00:12
The entire model of capitalism
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Čitav model kapitalizma
00:15
and the economic model that you and I
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i ekonomski model u kom smo
00:18
did business in,
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vi i ja poslovali,
00:19
and, in fact, continue to do business in,
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i u kom nastavljamo da poslujemo
00:21
was built around what probably Milton Friedman
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izgrađen je otprilike u vreme
koje je sažeto definisao
Milton Frajdmen.
Milton Frajdmen.
00:25
put more succinctly.
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00:26
And Adam Smith, of course,
the father of modern economics
the father of modern economics
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Adam Smit,
otac moderne ekonomije,
otac moderne ekonomije,
00:29
actually said many, many years ago,
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tvorac teorije nevidljive ruke,
00:31
the invisible hand,
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rekao je pre mnogo godina:
00:33
which is, "If you continue to operate
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ako nastavite da radite
00:35
in your own self-interest
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u sopstvenom interesu
00:37
you will do the best good for society."
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učinićete najbolju stvar za društvo.
00:39
Now, capitalism has done a lot of good things
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Kapitalizam je doneo
dosta dobrih stvari,
dosta dobrih stvari,
00:44
and I've talked about a lot of good
things that have happened,
things that have happened,
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i govorio sam o mnogima
koje su se dogodile.
koje su se dogodile.
00:47
but equally, it has not been able to meet up
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Isto tako, nije uspeo da se suoči
00:50
with some of the challenges that we've seen
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sa izazovima koje smo uočili
00:52
in society.
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u modernom društvu.
00:54
The model that at least I was brought up in
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Model u kom sam ja odrastao,
00:56
and a lot of us doing
business were brought up in
business were brought up in
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kao i mnogi ovde
koji se bave biznisom,
koji se bave biznisom,
00:58
was one which talked about
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govorio je o nečemu
01:00
what I call the three G's of growth:
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što ja nazivam tri R razvoja:
01:03
growth that is consistent,
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razvoj koji je konstantan,
01:04
quarter on quarter;
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dinar po dinar;
01:06
growth that is competitive,
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takmičarski razvoj,
01:07
better than the other person;
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bolji nego kod ostalih osoba;
01:08
and growth that is profitable,
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i razvoj koji donosi profit,
01:10
so you continue to make
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tako da stalno dobijate
01:12
more and more shareholder value.
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na deoničarskoj vrednosti.
01:14
And I'm afraid this is not going to be good enough
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Bojim se da ovo
nije dovoljno dobro
nije dovoljno dobro
01:17
and we have to move from this 3G model
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i da se moramo
odreći 3R modela
odreći 3R modela
01:20
to a model of what I call
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zarad modela koji bih nazvao
01:22
the fourth G:
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četvrtim R:
01:24
the G of growth that is responsible.
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R za razvoj koji je odgovoran.
01:28
And it is this that has to become
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Upravo to treba da postane
01:31
a very important part
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veoma važan deo
01:33
of creating value.
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stvaranja vrednosti.
01:35
Of not just creating economic value
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Ne samo ekonomskih,
01:38
but creating social value.
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već i društvenih vrednosti.
01:40
And companies that will thrive are those
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Kompanije koje će napredovati
01:43
that will actually embrace the fourth G.
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su one koje će zaista
prihvatiti četvrto R.
prihvatiti četvrto R.
01:47
And the model of 4G is quite simple:
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Model 4R je prilično jednostavan:
01:50
Companies cannot afford
to be just innocent bystanders
to be just innocent bystanders
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kompanije ne mogu
da priušte posmatranje
da priušte posmatranje
onoga što se dešava u društvu.
01:53
in what's happening around in society.
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01:56
They have to begin to play their role
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Moraće da prihvate svoju ulogu
01:59
in terms of serving the communities
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u pogledu služenja zajednici
02:01
which actually sustain them.
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koja ih održava.
02:03
And we have to move to a model
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Moramo da pređemo
na i/i model
na i/i model
02:05
of an and/and model which is
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koji glasi:
02:07
how do we make money and do good?
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kako da zarađujemo
i činimo dobro?
i činimo dobro?
02:11
How do we make sure
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Kako da se postaramo
02:13
that we have a great business
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da poslujemo kako treba,
02:14
but we also have a great environment around us?
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i da u isto vreme
imamo sjajno okruženje?
imamo sjajno okruženje?
02:17
And that model
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Ovaj model se suštinski odnosi
02:18
is all about doing well and doing good.
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na to da radimo i činimo dobro.
02:21
But the question is easier said than done.
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Ali lakše je reći nego učiniti.
02:24
But how do we actually get that done?
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Kako da to i ostvarimo?
02:26
And I do believe
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Verujem da će odgovor na to
02:27
that the answer to that is going to be leadership.
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biti vođstvo.
02:30
It is going to be to redefine
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Rešenje je da ponovo definišemo
02:32
the new business models
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poslovne modele
02:33
which understand
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koji će podrazumevati
02:35
that the only license to operate
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da je jedina mogućnost
za funkcionisanje
za funkcionisanje
02:37
is to combine these things.
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kombinovanje ovih elemenata.
02:39
And for that you need businesses
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Za to su nam potrebni
poslovni projekti
poslovni projekti
02:41
that can actually define their role
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koji umeju da odrede svoju ulogu
02:44
in society
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u društvu,
02:46
in terms of a much larger purpose
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koja je mnogo veća
02:47
than the products and brands that they sell.
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od proizvoda i brendova
koje prodaju.
koje prodaju.
02:50
And companies that actually define a true north,
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Kompanije koje imaju zacrtan cilj,
02:53
things that are nonnegotiable
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stvari koje nemaju kompromis
02:55
whether times are good, bad, ugly --
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bez obzira na to
kakve su okolnosti.
kakve su okolnosti.
02:58
doesn't matter.
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Nije bitno.
02:59
There are things that you stand for.
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Postoje stvari za koje
se čovek bori.
se čovek bori.
03:01
Values and purpose are going to be the two
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Vrednosti i cilj će biti
dve komponente sistema
03:06
drivers of software
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koji će stvoriti
03:08
that are going to create
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03:09
the companies of tomorrow.
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kompanije budućnosti.
03:12
And I'm going to now shift
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Sada ću preći na priču
03:13
to talking a little bit about my own experiences.
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o sopstvenom iskustvu.
03:17
I joined Unilever in 1976
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Pridružio sam se firmi „Unilever''
1976. godine
1976. godine
03:20
as a management trainee in India.
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kao pripravnik menadžmenta
u Indiji.
u Indiji.
03:23
And on my first day of work
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Prvog dana na poslu
03:25
I walked in and my boss tells me,
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ušao sam i šef me je pitao:
03:28
"Do you know why you're here?"
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Da li znaš zašto si ovde?
03:30
I said, "I'm here to sell a lot of soap."
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Rekao sam:
„Ovde sam da prodajem sapun''.
„Ovde sam da prodajem sapun''.
03:33
And he said,
"No, you're here to change lives."
"No, you're here to change lives."
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On je rekao:
„Ne, ovde si da menjaš živote''
„Ne, ovde si da menjaš živote''
03:36
You're here to change lives.
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Ovde si da menjaš živote.
03:38
You know, I thought it was rather facetious.
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Mi smo kompanija koja
prodaje sapun i supe.
prodaje sapun i supe.
03:40
We are a company that sells soap and soup.
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03:43
What are we doing about changing lives?
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Šta mi radimo
da menjamo živote?
da menjamo živote?
03:46
And it's then I realized
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Tada sam shvatio
03:50
that simple acts
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da i mali potez
03:52
like selling a bar of soap
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poput prodaje sapuna
03:55
can save more lives
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može da spase više života
03:56
than pharmaceutical companies.
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od farmaceutske kompanije.
03:57
I don't know how many of you know
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Ne znam koliko vas zna
03:59
that five million children don't reach the age of five
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da 5 miliona dece
ne doživi petu godinu
ne doživi petu godinu
04:02
because of simple infections that can be prevented
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zbog infekcija
koje se mogu sprečiti
koje se mogu sprečiti
04:05
by an act of washing their hands with soap.
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pranjem ruku sapunom.
04:08
We run the largest
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Mi pokrećemo najveći
04:10
hand-washing program
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program pranja ruku
04:11
in the world.
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na svetu.
04:12
We are running a program on hygiene and health
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Pokrenuli smo program
o higijeni i zdravlju
o higijeni i zdravlju
04:14
that now touches half a billion people.
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koji trenutno broji
pola milijarde ljudi.
pola milijarde ljudi.
04:16
It's not about selling soap,
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Ne radi se o
prodavanju sapuna,
prodavanju sapuna,
04:18
there is a larger purpose out there.
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tu postoji viši cilj.
04:20
And brands indeed can be
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Brendovi zaista mogu da budu
04:22
at the forefront of social change.
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predvodnici društvenih promena.
04:24
And the reason for that is,
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Razlog leži u tome da,
04:26
when two billion people use your brands
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kada 2 milijarde ljudi
koristi tvoj brend,
koristi tvoj brend,
04:28
that's the amplifier.
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to samo pojačava uticaj.
04:30
Small actions can make a big difference.
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Mala dela prave veliku razliku.
04:33
Take another example,
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Daću još jedan primer,
04:35
I was walking around in
one of our villages in India.
one of our villages in India.
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šetao sam po jednom od sela u Indiji.
04:38
Now those of you who have done this
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Vi koji ste ovo radili
04:40
will realize that this is no walk in the park.
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znate da to baš i nije šetnja po parku.
04:45
And we had this lady
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Tu vidimo ovu gospođu
04:47
who was one of our small distributors --
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koja je jedan od naših
manjih distributora.
manjih distributora.
04:52
beautiful, very, very modest, her home --
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Prelep, veoma skroman dom.
04:55
and she was out there,
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I ona je bila tamo,
04:58
dressed nicely,
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lepo obučena,
04:59
her husband in the back, her mother-in-law behind
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njen muž pozadi, svekrva iza
05:01
and her sister-in-law behind her.
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i zaova iza nje.
05:04
The social order was changing
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Društveni poredak se menjao
05:06
because this lady
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jer je ova žena
05:07
is part of our Project Shakti
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deo projekta Šakti
05:09
that is actually teaching women
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koji uči žene
05:12
how to do small business
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kako da pokrenu posao
05:14
and how to carry the message
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i prenesu poruku
05:15
of nutrition and hygiene.
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o ishrani i higijeni.
05:17
We have 60,000 such women
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Trenutno u Indiji imamo
05:20
now in India.
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60 hiljada takvih žena.
05:22
It's not about selling soap,
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Ne radi se o prodaji sapuna,
05:24
it's about making sure
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već da budete sigurni
05:25
that in the process of doing so
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da u tom procesu
05:27
you can change people's lives.
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menjate ljudske živote.
05:30
Small actions, big difference.
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Mala dela, velike razlike.
05:33
Our R&D folks
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Ljudi u sektoru
za istrazivanje i razvoj
za istrazivanje i razvoj
05:35
are not only working to give us
some fantastic detergents,
some fantastic detergents,
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ne rade da bi nam dali
sjajne deterdžente,
sjajne deterdžente,
05:38
but they're working to make sure we use less water.
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već da bismo koristili manje vode.
05:41
A product that we've just launched recently,
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Proizvod koji smo skoro lansirali,
05:43
One Rinse product that allows you to save water
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"One Rinse", omogućava uštedu vode
05:47
every time you wash your clothes.
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pri svakom pranju.
05:49
And if we can convert all our users to using this,
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Ukoliko bi ga svi potrošači koristili
05:52
that's 500 billion liters of water.
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ušteda bi iznosila 50 milijardi litara.
05:54
By the way, that's equivalent to one month of water
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Uzgred, ista količina vode mesečno
05:56
for a whole huge continent.
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dovoljna je da se snabde
jedan kontinent.
jedan kontinent.
06:00
So just think about it.
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Samo razmislite o tome.
06:01
There are small actions that
can make a big difference.
can make a big difference.
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Male stvari prave veliku razliku.
06:05
And I can go on and on.
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Mogu da nabrajam i nabrajam.
06:06
Our food chain, our brilliant products --
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Naš lanac ishrane,
naši sjajni proizvodi,
naši sjajni proizvodi,
06:09
and I'm sorry I'm giving you
a word from the sponsors --
a word from the sponsors --
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izvinjavam se
zbog reklamiranja sponzora,
zbog reklamiranja sponzora,
06:11
Knorr, Hellman's and all those wonderful products.
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Knorr, Hellman
i svi ti sjajni proizvodi.
i svi ti sjajni proizvodi.
06:15
We are committed to making sure that
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Obavezani smo da se postaramo
06:17
all our agricultural raw materials
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da se poljoprivredne sirovine
06:19
are sourced from sustainable sources,
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dobijaju iz obnovljivih resursa,
06:21
100-percent sustainable sources.
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stopostotno obnovljivih.
Bili smo prvi
koji su svoje palmino ulje
koji su svoje palmino ulje
06:24
We were the first
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06:25
to say we are going to buy all of our palm oil
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dobijali iz potpuno obnovljivih izvora.
06:27
from sustainable sources.
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06:29
I don't know how many of you know that palm oil,
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Ne znam koliko vas zna da palmino ulje
koje ne dobijamo iz obnovljivih resursa
06:33
and not buying it from sustainable sources,
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može da dovede do
krčenja šume odgovornog
krčenja šume odgovornog
06:36
can create deforestation that is responsible
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za 20% uzroka za efekat staklene baste.
06:38
for 20 percent of the greenhouse gasses in the world.
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06:41
We were the first to embrace that,
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Mi smo prvi koji su to prihvatili,
06:43
and it's all because we market soap and soup.
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zbog toga što reklamiramo
sapun i supu.
sapun i supu.
06:48
And the point I'm making here
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Ono što hoću da kažem je
06:50
is that companies like yours, companies like mine
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da kompanije poput vaše,
poput moje
poput moje
moraju da definišu cilj
06:53
have to define a purpose
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koji prihvata odgovornost
06:56
which embraces responsibility
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i razume da moramo
odigrati svoju ulogu
odigrati svoju ulogu
06:58
and understands that we have to play our part
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u zajednicama u kojim radimo.
07:00
in the communities in which we operate.
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07:03
We introduced something called
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Uveli smo nešto što se zove
07:05
The Unilever Sustainable Living Plan, which said,
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Održivi životni plan Unilevera,
koji glasi:
koji glasi:
07:08
"Our purpose is to make
sustainable living commonplace,
sustainable living commonplace,
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Cilj je da stvorimo
održivo životno mesto,
održivo životno mesto,
07:11
and we are gong to change the lives
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i da promenimo živote
07:13
of one billion people over 2020."
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milijarde ljudi do 2020. godine.
07:15
Now the question here is,
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Postavlja se pitanje
kuda da krenemo odavde?
kuda da krenemo odavde?
07:17
where do we go from here?
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07:19
And the answer to that is very simple:
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Odgovor je veoma jednostavan:
07:21
We're not going to change the world alone.
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nećemo sami menjati svet.
Mnogo je i vas i nas
07:23
There are plenty of you and plenty of us
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07:25
who understand this.
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koji ovo razumemo.
07:27
The question is,
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Poenta je
07:28
we need partnerships, we need coalitions
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da su nam potrebna partnerstva,
koalicije,
koalicije,
07:31
and importantly, we need that leadership
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i najbitnije,
potrebno nam je vođstvo
potrebno nam je vođstvo
07:33
that will allow us to take this from here
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koje će nam dozvoliti
da preuzmemo odavde
da preuzmemo odavde
07:36
and to be the change
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i da budemo promena
07:37
that we want to see around us.
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koju želimo da vidimo.
07:39
Thank you very much.
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Mnogo vam hvala.
07:40
(Applause)
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(Aplauz)
ABOUT THE SPEAKER
Harish Manwani - COO, UnileverHarish Manwani joined Unilever as a management trainee in 1976; he is now the company's chief operating officer.
Why you should listen
Harish Manwani is a Unilever man through and through. Having joined the company in 1976, he imagined that his time would be taken up with selling soap and soup. Not so, his then-boss told him. "You're here to change lives." It sounded far-fetched, but as the years went on and as he moved through the ranks of the corporation, Manwani began to understand his mentor's wisdom. Those words remain close to his heart even in his current role as the company's chief operating officer.
Now based in Singapore, Manwani graduated from Mumbai University and has a master's degree in management studies; he also attended the advanced management program at the Harvard Business School. He is the non-executive chairman of Hindustan Lever and a member of the executive board of the Indian School of Business.
Harish Manwani | Speaker | TED.com