TED@BCG Toronto
Martin Danoesastro: What are you willing to give up to change the way we work?
Martin Danesastro (Martin Danoesastro): Čega ste spremni da se odreknete da biste promenili način na koji radimo?
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Šta je potrebno da bi se izgradili brzi, fleksibilni, kreativni timovi koji su potrebni da bi se preispitala ustaljena radna kultura? Za stručnjaka za transformaciju, Martina Danesastroa, sve počinje jednim pitanjem: „Čega ste spremni da se odreknete?" On deli lekcije stečene u kompanijama sa obe strane inovacionog talasa, o tome kako napraviti strukturu organizacije takvu, da su ljudi na svim nivoima podstaknuti da donose odluke brzo i odreaguju na promenu.
Martin Danoesastro - Transformation expert
BCG’s Martin Danoesastro supports organizations to change their ways of working at scale, enabling them to succeed in an increasingly digital world. Full bio
BCG’s Martin Danoesastro supports organizations to change their ways of working at scale, enabling them to succeed in an increasingly digital world. Full bio
Double-click the English transcript below to play the video.
00:12
Have you ever watched
a flock of birds work together?
a flock of birds work together?
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Da li ste ikad posmatrali
jato ptica kako sarađuju?
jato ptica kako sarađuju?
00:18
Thousands of animals,
flying in perfect synchrony:
flying in perfect synchrony:
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Hiljade životinja lete
u savršenoj sinhronizaciji.
u savršenoj sinhronizaciji.
00:24
Isn't it fascinating?
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Zar to nije fascinantno?
00:27
What I find remarkable is that these birds
would not be able to do that
would not be able to do that
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Ono što ja smatram izuzetnim
je da te ptice ne bi to mogle da urade
je da te ptice ne bi to mogle da urade
00:32
if they all would have
to follow one leader.
to follow one leader.
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da moraju da slede jednog lidera.
00:36
Their reaction speed
would simply be too low.
would simply be too low.
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Njihova brzina reakcije bi,
jednostavno, bila suviše slaba.
jednostavno, bila suviše slaba.
00:40
Instead, scientists believe
that these birds are relying on
that these birds are relying on
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Umesto toga, naučnici veruju
da se te ptice oslanjaju
da se te ptice oslanjaju
00:44
a few simple rules,
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na nekoliko jednostavnih pravila,
00:47
allowing every single bird
to make autonomous decisions
to make autonomous decisions
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čime omogućavaju svakoj ptici
da donosi samostalne odluke
da donosi samostalne odluke
00:52
while still flying in perfect synchrony.
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dok i dalje lete
u savršenoj sinhronizaciji.
u savršenoj sinhronizaciji.
00:55
Their alignment enables their autonomy,
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Njihova usklađenost omogućava
njihovu samostalnost,
njihovu samostalnost,
00:59
and their autonomy
makes them fast and flexible.
makes them fast and flexible.
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a njihova samostalnost
ih čini brzim i fleksibilnim.
ih čini brzim i fleksibilnim.
01:04
Now, what does this have to do
with any one of us?
with any one of us?
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Dobro, kakve to ima veze
sa bilo kim od nas?
sa bilo kim od nas?
01:09
Well, it's one way of illustrating what
I believe to be the most important change
I believe to be the most important change
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Pa, to je jedan od načina da se prikaže
jedna od, kako ja verujem,
jedna od, kako ja verujem,
najvažnijih promena
koje su potrebne u načinu rada danas.
koje su potrebne u načinu rada danas.
01:15
that is needed in ways of working today.
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01:19
The world is getting faster
and more complex,
and more complex,
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Svet postaje brži i sve kompleksniji,
01:22
so we need a new way of working,
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tako da nam treba nov način rada,
01:24
a way that creates
alignment around purpose,
alignment around purpose,
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način koji stvara usklađivanje oko svrhe,
01:28
that takes out bureaucracy
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koji uklanja našu birokratiju
01:30
and that truly empowers people
to make decisions faster.
to make decisions faster.
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i koji uistinu podstiče ljude
da brže donose odluke.
da brže donose odluke.
01:35
But the question is:
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Ali, pitanje je:
01:37
In order to get there,
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da bismo to postigli,
01:40
what are we willing to give up?
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čega smo spremni da se odreknemo?
01:44
A few years ago, I was working with a bank
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Pre nekoliko godina, radio sam sa bankom
01:47
that wanted to embark
on a digital transformation.
on a digital transformation.
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koja je želela da izvrši
digitalnu transformaciju.
digitalnu transformaciju.
01:50
They wanted their offering to be simpler,
more intuitive, more relevant.
more intuitive, more relevant.
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Želeli su da njihova ponuda bude
jednostavnija, intuitivnija, relevantnija.
jednostavnija, intuitivnija, relevantnija.
01:55
Now, I'm not sure how many of you
have seen a bank from the inside,
have seen a bank from the inside,
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Ne znam koliko je vas
videlo banke iznutra,
videlo banke iznutra,
02:01
so let me try to illustrate
what many traditional banks look like.
what many traditional banks look like.
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pa ću pokušati da vam dočaram
kako mnoge tradicionalne banke izgledaju.
kako mnoge tradicionalne banke izgledaju.
02:05
You see lots of people in suits
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Vidite gomilu ljudi u odelima
02:08
taking elevators to go
to their department,
to their department,
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koji liftom idu do svog odseka.
02:12
marketers sitting with marketers,
engineers with engineers, etc.
engineers with engineers, etc.
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Marketari sede sa marketarima,
inženjeri sa inženjerima, itd.
inženjeri sa inženjerima, itd.
02:17
You see meetings with 20 people
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Vidite sastanke sa 20 ljudi
02:19
where nothing gets decided.
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na kojima se ne donese nijedna odluka.
02:22
Great ideas? They end up
in PowerPoint parking lots.
in PowerPoint parking lots.
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Odlične ideje? One ostaju
mrtvo slovo na papiru.
mrtvo slovo na papiru.
02:26
And there are endless handovers
between departments.
between departments.
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I tu je beskonačni niz
dodavanja između odseka.
dodavanja između odseka.
02:31
Getting anything done can take forever.
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Kada treba nešto da se odradi,
to može trajati čitavu večnost.
to može trajati čitavu večnost.
Dakle, u ovoj banci su znali da,
kako bi se transformisali,
kako bi se transformisali,
02:35
So this bank knew
that in order to transform,
that in order to transform,
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02:39
they would have to improve
their time to market
their time to market
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moraju da poboljšaju
svoju efikasnost na tržištu,
svoju efikasnost na tržištu,
02:42
by drastically changing
their ways of working as well.
their ways of working as well.
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ujedno drastično menjajući
svoj način rada.
svoj način rada.
02:46
But how?
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Ali kako?
02:49
To get some inspiration, we decided
to go and have a look at companies
to go and have a look at companies
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Da bismo našli inspiraciju, odlučili smo
da odemo i pogledamo kompanije
da odemo i pogledamo kompanije
02:52
that seem to be more innovative,
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koje su se činile inovativnijim,
02:54
like Google, Netflix, Spotify, Zappos.
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kao što su Gugl, Netfliks,
Spotifaj i Zapos.
Spotifaj i Zapos.
02:59
And I remember how we were walking
the halls at one of these companies
the halls at one of these companies
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Sećam se kako smo šetali hodnicima
jedne od tih kompanija
jedne od tih kompanija
03:02
in December 2014,
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u decembru 2014,
03:04
a management consultant
and a team of bankers.
and a team of bankers.
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konsultant za menadžment i tim bankara.
03:08
We felt like strangers in a strange land,
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Osećali smo se kao stranci
u čudnoj zemlji,
u čudnoj zemlji,
03:10
surrounded by beanbags and hoodies
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okruženi vrećama
za izležavanje, kapuljačama
za izležavanje, kapuljačama
03:13
and lots of smart, creative employees.
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i brojnim pametnim,
kreativnim zaposlenima.
kreativnim zaposlenima.
03:16
So then we asked,
"How is your company organized?"
"How is your company organized?"
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Onda sam ja pitao: „Kako je
vaša kompanija organizovana?“
vaša kompanija organizovana?“
03:19
And we expected to get an org chart.
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Očekivali smo da ćemo dobiti
organizacionu šemu.
organizacionu šemu.
03:22
But instead, they used strange drawings
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Ali umesto toga,
oni su koristili čudne crteže
oni su koristili čudne crteže
03:25
with funny names like "squads"
and "chapters" and "tribes"
and "chapters" and "tribes"
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sa smešnim imenima, kao npr. „odredi“,
„odeljci“ i „plemena“
„odeljci“ i „plemena“
03:29
to explain how they were organized.
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da bi objasnili kako su organizovani.
03:31
So then we tried to translate
that to our own world.
that to our own world.
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Pa smo onda mi pokušali
to da prevedemo na naš jezik.
to da prevedemo na naš jezik.
03:35
We asked, "How many people
are working for you?"
are working for you?"
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Pitali smo: „Koliko ljudi radi za vas?“
03:39
"It depends."
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„Zavisi.“
03:41
"Who do you report to?"
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„Kome podnosite izveštaje?“
03:43
"It depends."
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„Zavisi.“
03:45
"Who decides on your priorities?"
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„Ko odlučuje o vašim prioritetima?“
03:48
"It depends."
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„Zavisi.“
03:50
You can imagine our surprise.
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Možete zamisliti naš šok.
03:52
We were asking for what we thought
were some of the basic principles
were some of the basic principles
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Mi smo pitali o onome što smo smatrali
osnovnim principima
osnovnim principima
03:55
of organizations,
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jedne organizacije,
03:57
and their answer was, "It depends."
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a njihov odgovor je bio „Zavisi.“
04:01
Now, over the course of that day,
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No, tokom tog dana,
04:03
we gained a better
understanding of their model.
understanding of their model.
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malo smo bolje shvatili njihov model.
04:05
They believed in the power
of small, autonomous teams.
of small, autonomous teams.
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Oni su verovali u moć malih,
samostalnih timova.
samostalnih timova.
04:09
Their teams were like mini-start-ups.
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Njihovi timovi su bili
kao mali početni biznisi.
kao mali početni biznisi.
04:11
They had product people
and IT engineers in the same team
and IT engineers in the same team
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Imali su ljude za proizvod
i inženjere za IT u istom timu
i inženjere za IT u istom timu
04:15
so they could design, build
and test ideas with customers
and test ideas with customers
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da bi mogli dizajnirati, izgraditi
i testirati ideje kod potrošača
i testirati ideje kod potrošača
04:18
independently of others in the company.
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nezavisno od drugih u kompaniji.
04:21
They did not need handovers
between departments.
between departments.
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Njima nisu bili potrebni
prenosi između sektora.
prenosi između sektora.
04:24
They had all the skills needed
right there in the team.
right there in the team.
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Imali su sve potrebne veštine
upravo tu u timu.
upravo tu u timu.
04:29
Now, at the end of that day,
we had a session
we had a session
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Na kraju tog dana, imali smo sesiju
04:31
to reflect on what we had learned.
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za razmišljanje o tome šta smo naučili.
04:34
And we had started to like their model,
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Počeo je da nam se sviđa njihov model,
04:36
so we were already thinking of how
to apply some of these ideas to a bank.
to apply some of these ideas to a bank.
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pa smo počeli da razmišljamo
kako da primenimo
neke njihove ideje na banku.
neke njihove ideje na banku.
04:42
But then, one of the hosts,
a guy who had not said a word all day,
a guy who had not said a word all day,
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Ali je onda, jedan od domaćina,
čovek koji nije rekao nijednu reč ceo dan,
čovek koji nije rekao nijednu reč ceo dan,
04:46
he suddenly said,
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iznenada rekao:
04:48
"So I see you like our model.
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„Dakle, vidim da vam se
dopada naš model.
dopada naš model.
04:50
But I have one question for you:
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Imam jedno pitanje za vas:
04:52
What are you willing to give up?"
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čega ste spremni da se odreknete?“
04:56
What were we willing to give up?
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Čega smo bili spremni da se odreknemo?
04:59
We did not have an answer immediately,
but we knew he was right.
but we knew he was right.
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Nismo odmah imali odgovor,
ali smo znali da je u pravu.
ali smo znali da je u pravu.
05:03
Change is not only about
embracing the new;
embracing the new;
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Promena nije samo prihvatanje novog,
05:06
it's about giving up
on some of the old as well.
on some of the old as well.
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već i odricanje nečeg starog.
05:11
Now, over the past five years,
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Tokom proteklih pet godina,
05:13
I have worked with companies
all over the world
all over the world
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radio sam sa kompanijama širom sveta
05:15
to change their ways of working.
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u promeni njihovog načina rada.
05:17
And clearly, every company
has their own skeptics
has their own skeptics
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I jasno je, svaka kompanija
ima svog skeptika
ima svog skeptika
05:21
about why this is not
going to work for them.
going to work for them.
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koji zna zašto to neće
funkcionisati kod njih.
funkcionisati kod njih.
05:24
"Our product is more complex,"
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„Naš proizvod je kompleksniji,“
05:26
or "They don't have
the legacy IT like we do,"
the legacy IT like we do,"
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ili „Oni nemaju nasleđenu
informacionu tehnologiju kao mi,“
informacionu tehnologiju kao mi,“
05:29
or "Regulators just won't allow this
in our industry."
in our industry."
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ili „Kontrolori jednostavno
neće to dozvoliti u našoj industriji.“
neće to dozvoliti u našoj industriji.“
05:34
But for this bank and also
for the other companies
for the other companies
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Ali u ovoj banci,
kao i u ostalim kompanijama
sa kojima sam kasnije radio,
sa kojima sam kasnije radio,
05:37
that I have worked with afterwards,
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05:38
change was possible.
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promena je bila moguća.
05:41
Within a year, we completely
blew up the old silos
blew up the old silos
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U roku od godinu dana, u potpunosti
smo razbili stare sisteme
smo razbili stare sisteme
05:45
between marketing,
product, channels and IT.
product, channels and IT.
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između marketinga, proizvoda
kanala i IT sektora.
kanala i IT sektora.
05:48
Three thousand employees were reorganized
into 350 multidisciplinary teams.
into 350 multidisciplinary teams.
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Tri hiljade zaposlenih
je bilo preraspoređeno
je bilo preraspoređeno
u 350 multidisciplinarnih timova.
05:55
So instead of product people
sitting just with product people
sitting just with product people
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Tako da, umesto da ljudi za proizvode
sede samo sa ljudima za proizvode,
sede samo sa ljudima za proizvode,
05:58
and engineers with engineers,
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a inženjeri sa inženjerima,
06:00
a product person and an engineer
were now members of the same team.
were now members of the same team.
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čovek za proizvode i inženjer
sada su bili članovi istog tima.
sada su bili članovi istog tima.
06:04
You could be a member of a team
responsible for account opening
responsible for account opening
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Mogli ste biti član tima
zaduženog za otvaranje računa
zaduženog za otvaranje računa
06:08
or for the mobile banking app, etc.
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ili za aplikaciju
za mobilno bankarstvo i sl.
za mobilno bankarstvo i sl.
06:12
At the go-live date
of that new organization,
of that new organization,
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Pred samo puštanje u rad
ove nove organizacije,
ove nove organizacije,
06:15
some people were shaking hands
for the very first time,
for the very first time,
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neki ljudi su se po prvi put upoznali,
06:19
only to find out that they had been
sitting two minutes away from each other
sitting two minutes away from each other
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a saznali su da su sedeli samo
dva minuta jedni od drugih,
dva minuta jedni od drugih,
06:24
but they were sending each other emails
and status reports for the last 10 years.
and status reports for the last 10 years.
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ali su u poslednjih 10 godina slali
samo mejlove i izveštaje jedni drugima.
samo mejlove i izveštaje jedni drugima.
06:29
You would hear someone saying,
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Neko bi rekao:
06:31
"Ah, so you're the guy that I
was always chasing for answers."
was always chasing for answers."
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„A, ti si taj lik koga sam
uvek jurio da mi odgovori.“
uvek jurio da mi odgovori.“
06:34
(Laughter)
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(Smeh)
06:36
But now, they're having coffee
together every day.
together every day.
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Ali sad, svaki dan zajedno piju kafu.
06:40
If the product guy has an idea,
he can just raise it
he can just raise it
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Ako tip za proizvode ima ideju,
on jednostavno može da je iznese
on jednostavno može da je iznese
06:43
to get input from the engineer
who is sitting right next to him.
who is sitting right next to him.
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i da dobije mišljenje od inženjera
koji sedi do njega.
koji sedi do njega.
06:47
They can decide to test
with customers immediately --
with customers immediately --
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Mogu odlučiti da to odmah
testiraju sa klijentima -
testiraju sa klijentima -
06:51
no handovers, no PowerPoints, no red tape,
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nema prenošenja iz ruke u ruku,
Pauer pointa, birokratije,
Pauer pointa, birokratije,
06:54
just getting stuff done.
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samo obavljanje posla.
06:58
Now, getting there is not easy.
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Ali, doći do toga nije lako.
07:01
And as it turns out,
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I kao što se ispostavilo,
07:03
"What are you willing to give up?"
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„Čega ste spremni da se odreknete?“
07:04
is exactly the right question to ask.
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je pravo pitanje.
07:08
Autonomous decision-making
requires multidisciplinary teams.
requires multidisciplinary teams.
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Samostalno odlučivanje zahteva
multidisciplinarne timove.
multidisciplinarne timove.
07:13
Instead of decisions going
up and down the organization,
up and down the organization,
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Umesto da odluke idu gore-dole
po organizaciji,
po organizaciji,
07:16
we want the team to decide.
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mi želimo da tim donese odluku.
07:18
But to do so, we need all the skills
and expertise for that decision
and expertise for that decision
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Ali da bismo to postigli,
potrebne su nam sve
veštine i znanja za odluke u timu.
veštine i znanja za odluke u timu.
07:22
in the team.
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07:24
And this brings difficult trade-offs.
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A to zahteva teške kompromise.
07:27
Can we physically co-locate our people
who are working in different buildings,
who are working in different buildings,
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Da li je danas moguće fizički povezati
ljude koji rade u različitim zgradama,
ljude koji rade u različitim zgradama,
07:30
different cities or even
different countries today?
different countries today?
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različitim gradovima
ili čak različitim državama?
ili čak različitim državama?
07:33
Or should we invest
in better videoconferencing?
in better videoconferencing?
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Ili bi trebalo uložiti
u bolje video-sastanke?
u bolje video-sastanke?
07:36
And how do we ensure consistency
in the way we do things
in the way we do things
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I kako da obezbedimo doslednost
u obavljanju stvari po ovim timovima?
u obavljanju stvari po ovim timovima?
07:40
across these teams?
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07:42
We still need some kind
of management matrix.
of management matrix.
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Ipak nam treba neka upravljačka matrica.
07:46
Now, all these changes to structure
and process and procedure --
and process and procedure --
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Sve te promene strukture,
procesa i procedura -
procesa i procedura -
07:52
they are not easy.
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one nisu lagane.
07:54
But in the end,
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Ali na kraju
07:56
I found that the most
difficult thing to change
difficult thing to change
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sam shvatio da je najteža promena
07:59
is our own behavior.
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naše ponašanje.
08:02
Let me try to illustrate.
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Pokušaću da vam slikovito objasnim.
08:05
If we want these teams to be fast,
flexible, creative, like a mini-start-up,
flexible, creative, like a mini-start-up,
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Ako želimo da ovi timovi budu
brzi, fleksibilni, kreativni,
brzi, fleksibilni, kreativni,
kao mali početni biznisi,
08:09
they have to be empowered and autonomous.
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mora im se obezbediti snaga
i samostalnost.
i samostalnost.
08:13
But this means we cannot have leaders
commanding their people what to do,
commanding their people what to do,
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Ali to onda znači da ne možemo imati
lidere koji će komandovati ljudima,
lidere koji će komandovati ljudima,
šta da rade, kada i kako.
08:17
when to do, how to do.
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08:19
No micromanagers.
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Nema mikromenadžmenta.
08:21
But it also means that each employee
needs to become a leader,
needs to become a leader,
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Ali to u isto vreme znači
da svaki zaposleni postaje lider,
da svaki zaposleni postaje lider,
08:26
regardless of their formal title.
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nevezano za njihova formalna zvanja.
08:28
It's about all of us stepping up
to take initiative.
to take initiative.
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Radi se o tome da svi mi istupimo
i preuzmemo inicijativu.
i preuzmemo inicijativu.
08:34
Now obviously, we also cannot afford
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Očigledno, ne možemo priuštiti
08:37
to have all these teams
running in different directions,
running in different directions,
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da se svaki od tih timova
kreće u različitim pravcima,
kreće u različitim pravcima,
08:40
because that would
certainly lead to chaos.
certainly lead to chaos.
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zato što bi to neminovno dovelo do haosa.
08:43
So we need alignment and autonomy
at the same time,
at the same time,
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Dakle, potrebna nam je usklađenost
i samostalnost u isto vreme,
i samostalnost u isto vreme,
08:48
just like a flock of birds.
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kao jato ptica.
08:51
In an organizational setting,
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U organizacionom smislu,
08:53
this requires new behaviors,
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ovo zahteva novo ponašanje,
08:55
and with each new behavior,
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a svako novo ponašanje
08:57
there is giving up
on something old as well.
on something old as well.
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predstavlja odricanje
od nečeg starog, u isto vreme.
od nečeg starog, u isto vreme.
09:01
Leaders have to make sure
that everyone in the organization
that everyone in the organization
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Lideri moraju da osiguraju
da svako u organizaciji
da svako u organizaciji
09:05
is aligned around
the overall purpose -- the why --
the overall purpose -- the why --
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bude angažovan oko opšte svrhe - zašto -
09:08
and the overall priorities -- the what.
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i opštih prioriteta - šta.
09:11
But then they have to let go
and trust their teams
and trust their teams
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Ali tada oni moraju da puste,
i da veruju svojim timovima
i da veruju svojim timovima
09:15
to make the right decisions
on how to get there.
on how to get there.
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da će doneti prave odluke
o tome kako doći do tamo.
o tome kako doći do tamo.
09:19
Now, creating alignment requires
open and transparent communication.
open and transparent communication.
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Stvaranje usklađenosti zahteva
otvorenu i transparentnu komunikaciju.
otvorenu i transparentnu komunikaciju.
09:24
But you know how they say
that information is a source of power?
that information is a source of power?
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A znate kako kažu,
da je informacija izvor moći?
da je informacija izvor moći?
09:29
Well, for some managers,
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Pa, nekim menadžerima,
09:30
sharing information may feel as if
they're giving up that source of power.
they're giving up that source of power.
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deljenje informacija može delovati
kao da se odriču svog izvora moći.
kao da se odriču svog izvora moći.
09:36
And it's not just managers.
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Nije reč samo o menadžerima.
09:38
The teams need to communicate
openly and transparently as well.
openly and transparently as well.
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Timovi takođe moraju komunicirati
otvoreno i transparentno.
otvoreno i transparentno.
09:42
In these companies, the teams
typically work in short sprints,
typically work in short sprints,
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U tim kompanijama,
timovi obično rade na kratke staze,
timovi obično rade na kratke staze,
09:46
and at the end of every sprint,
they organize a demo session
they organize a demo session
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i na kraju svake staze,
organizuju demo sesiju
organizuju demo sesiju
09:49
to share the output
of what they've done, transparently.
of what they've done, transparently.
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kako bi izneli informacije
o tome šta su uradili, transparentno.
o tome šta su uradili, transparentno.
09:53
And every day,
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I svakog dana,
09:55
each member of the team gives an update
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svaki član tima obaveštava
09:57
of what they are working on individually.
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o tome šta oni pojedinačno rade.
10:01
Now, all this transparency
can be uncomfortable for people,
can be uncomfortable for people,
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Sva ta transparentnost
može biti neprijatna za neke ljude,
može biti neprijatna za neke ljude,
10:06
because suddenly, there is
no place to hide anymore.
no place to hide anymore.
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zato što, odjednom, nema više mesta
gde možeš da se sakriješ.
gde možeš da se sakriješ.
10:09
Everything we do
is transparent for everyone.
is transparent for everyone.
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Sve što radimo je transparentno za sve.
10:14
So, alignment is not easy,
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Dakle, usklađivanje nije jednostavno,
10:17
and providing autonomy
is not so obvious, either.
is not so obvious, either.
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a ni obezbeđivanje samostalnosti
nije tako očigledno.
nije tako očigledno.
10:21
One executive at another company
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Jedan direktor u drugoj kompaniji
10:23
likes to explain how he used to be
a master of milestone-tracking.
a master of milestone-tracking.
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voli da objašnjava kako je on bio
gospodar u praćenju izveštaja.
gospodar u praćenju izveštaja.
10:28
Now, today, to know how things are going,
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U današnje vreme,
da bi saznao kako se stvari odvijaju,
da bi saznao kako se stvari odvijaju,
10:32
instead of looking at status reports,
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umesto da gleda u izveštaje,
10:34
he needs to walk down to the team floors
to attend one of their sessions.
to attend one of their sessions.
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treba da siđe na sprat gde su timovi
da bi prisustvovao
jednom od njihovih sastanaka.
jednom od njihovih sastanaka.
10:38
And instead of telling people what to do,
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I umesto da govori ljudima šta da rade,
10:40
he looks for ways to help them.
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traži način da im pomogne.
10:43
That is radical change
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To je radikalna promena
10:44
for someone who used to be
a master of milestone-tracking.
a master of milestone-tracking.
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za nekog ko je bio gospodar
praćenja izveštaja.
praćenja izveštaja.
10:49
But in the old world, this executive said,
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Ali u starom svetu,
ovaj izvršilac bi rekao:
ovaj izvršilac bi rekao:
„Bio sam samo u zabludi
da držim sve pod kontrolom.
da držim sve pod kontrolom.
10:52
"I only had the illusion of control.
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10:54
In reality, many projects would run
over time and over budget, anyway.
over time and over budget, anyway.
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U stvarnosti, mnogi projekti
bi svakako prešli rokove i budžet.
bi svakako prešli rokove i budžet.
11:00
Now I have much more transparency,
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Sad imam mnogo više transparentnosti,
11:02
and I can course-correct
much earlier if needed."
much earlier if needed."
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i mogu da usput vršim ispravke
mnogo ranije, ukoliko je potrebno.“
mnogo ranije, ukoliko je potrebno.“
11:07
And middle managers
need to change as well.
need to change as well.
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Srednji menadžment
takođe treba da se promeni.
takođe treba da se promeni.
11:10
First of all, without the handovers
and the PowerPoint,
and the PowerPoint,
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Prvo, bez prebacivanja obaveza
i Pauer pointa,
i Pauer pointa,
11:13
there's less of a need
for middle managers.
for middle managers.
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nema toliko potrebe
za srednjim menadžmentom.
za srednjim menadžmentom.
11:15
And in the old world, there was
this idea of thinkers and doers.
this idea of thinkers and doers.
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U starom svetu, postojala je
ideja o misliocima i radnicima.
ideja o misliocima i radnicima.
11:19
Employees would just follow orders.
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Zaposleni bi samo sledili naređenja.
11:22
But now, instead of only
managing other people,
managing other people,
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Ali sad, umesto da samo
rukovode drugim ljudima,
rukovode drugim ljudima,
11:26
middle managers were expected
to become player-coaches.
to become player-coaches.
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od srednjeg menadžmenta se očekuje
da postanu treneri timova.
da postanu treneri timova.
11:30
So imagine, for the last 10 years,
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Dakle, zamislite, u poslednjih 10 godina,
11:33
you have just been telling
other people what to do,
other people what to do,
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samo ste govorili ljudima šta da rade,
11:36
but now you're expected
to do things yourself again.
to do things yourself again.
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ali sad se od vas očekuje
da sami ponovo radite.
da sami ponovo radite.
11:40
Clearly, this model is not for everyone,
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Očigledno, ovaj model nije za svakoga,
11:42
and some great people leave the company.
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i neki sjajni ljudi
su napustili kompaniju.
su napustili kompaniju.
11:45
But the result is a new culture
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Ali rezultat je bila nova kultura
11:47
with less hierarchy.
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sa manje hijerarhije.
11:50
And all of this is hard work.
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Sve ovo je težak posao.
11:54
But it's worth it.
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Ali isplati se.
11:55
The companies that I worked with,
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Kompanije sa kojima sam radio
11:57
they were used to deploying
new product features a few times per year.
new product features a few times per year.
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imale su običaj da razvijaju
nove proizvode nekoliko puta godišnje.
nove proizvode nekoliko puta godišnje.
12:02
Now they have releases every few weeks,
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Sada ih puštaju svakih nekoliko nedelja,
12:05
and without the handovers
and the red tape,
and the red tape,
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a bez prebacivanja obaveza i birokratije,
12:07
the whole organization
becomes more efficient.
becomes more efficient.
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cela organizacija je postala
mnogo efikasnija.
mnogo efikasnija.
12:10
And finally, if you walk the halls
of these companies today,
of these companies today,
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I na kraju, ako prošetate hodnicima
ovih kompanija danas,
ovih kompanija danas,
12:13
you just feel a new energy.
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osećate novu energiju.
12:16
It feels as if you're walking
the halls of a very large start-up.
the halls of a very large start-up.
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Osećate se kao da hodate hodnicima
jednog veoma velikog početnog biznisa.
jednog veoma velikog početnog biznisa.
12:21
Now, to be fair, these companies,
they cannot claim victory yet.
they cannot claim victory yet.
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Da budemo iskreni, ove kompanije
ne mogu još da proglase pobedu.
ne mogu još da proglase pobedu.
12:25
But at least with this new model,
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Ali bar su sa ovim novim modelom
12:28
they are much better prepared
to respond to change.
to respond to change.
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mnogo bolje pripremljene
da odreaguju na promene.
da odreaguju na promene.
12:33
The world is getting faster
and more complex,
and more complex,
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Svet postaje brži i sve kompleksniji,
12:36
so we need to reboot our way of working.
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tako da moramo da resetujemo
naš način rada.
naš način rada.
12:39
And the hardest part of that change
is not in structure
is not in structure
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A najteži deo promene nije u strukturi,
12:42
or process or procedure,
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procesu ili proceduri,
12:45
and it's also not just
senior executives taking charge.
senior executives taking charge.
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a takođe nije samo na višim rukovodiocima
da preuzimaju kontrolu.
da preuzimaju kontrolu.
12:49
Leaders will be all of those
in the organization
in the organization
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Lideri će biti svi ljudi iz organizacije
12:52
who embrace the change.
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koji prihvate promene.
12:54
We all have to lead the change.
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Svi mi moramo da vodimo promene.
12:57
So the question is:
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Dakle, pitanje je:
13:00
What are you willing to give up?
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čega ste vi spremni da se odreknete?
13:03
Thank you.
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Hvala vam.
13:04
(Applause)
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(Aplauz)
ABOUT THE SPEAKER
Martin Danoesastro - Transformation expertBCG’s Martin Danoesastro supports organizations to change their ways of working at scale, enabling them to succeed in an increasingly digital world.
Why you should listen
Martin Danoesastro supports organizations all over the world to come to a better way of working -- a way that creates alignment around purpose, takes out bureaucracy and empowers people to make decisions faster. He helps large, traditional organizations learn from digital innovators and replace their old departmental silos with organizations built around small, empowered, persistent, multi-disciplinary teams.
Danoesastro is a senior partner and managing director of The Boston Consulting Group, based in the firm's Amsterdam office. He leads DigitalBCG in Western Europe, Africa and South America. He holds an MBA from Kellogg School of Management and an MSc in Applied Physics from Delft University of Technology.
Martin Danoesastro | Speaker | TED.com