TED@BCG Toronto
Nadjia Yousif: Why you should treat the tech you use at work like a colleague
纳迪亚 · 尤斯夫: 为什么应该像对待同事一样对待工作中的技术
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1,619,893 views
想象一下，你的公司雇佣了一批新员工，而随后每个人却都对他们视而不见。日复一日，他们只能独自坐在办公桌前无所事事。纳迪亚 · 尤斯夫说，这种情况实际上一直在发生——公司在新技术工具上投资了数百万美元，却导致沮丧的员工无视它们的存在。在这次有趣又实用的演讲中，她就如何更好地在工作场所与这些技术合作提出了建议——把它们当作同事来对待。
Nadjia Yousif - Technology mentor
BCG's Nadjia Yousif designs and implements programs for large financial services institutions to adapt and thrive in an era of technology disruption. Full bio
BCG's Nadjia Yousif designs and implements programs for large financial services institutions to adapt and thrive in an era of technology disruption. Full bio
Double-click the English transcript below to play the video.
00:12
So, imagine a company hires
a new employee,
a new employee,
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想象一下公司招了位新员工，
该领域的顶尖人才，
00:17
best in the business,
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00:18
who's on a multimillion-dollar contract.
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合同价值几百万美元。
现在想象一下，每当这个员工
邀请她的团队成员一起开会时，
邀请她的团队成员一起开会时，
00:21
Now imagine that whenever this employee
went to go meet with her team members,
went to go meet with her team members,
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00:25
the appointments
were ignored or dismissed,
were ignored or dismissed,
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邀请却常常被忽略或是取消，
并且在已经开始会议上，
00:28
and in the meetings that did happen,
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几分钟后就她遭到斥责
或被赶出会议室。
或被赶出会议室。
00:30
she was yelled at or kicked out
after a few minutes.
after a few minutes.
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00:34
So after a while, she just
went quietly back to her desk,
went quietly back to her desk,
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过了一会儿，她静静地回到她桌子前，
00:37
sat there with none of her skills
being put to use,
being put to use,
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坐在那里，技能无丝毫用武之地，
00:41
of course, being ignored by most people,
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当然，被大部分人忽略，
00:43
and of course, still getting paid
millions of dollars.
millions of dollars.
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当然，仍然要被支付数百万美元的薪资。
00:46
This hotshot employee
who can't seem to catch a break
who can't seem to catch a break
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这个似乎无法抓住机会的最出色员工
00:49
is that company's technology.
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就是公司的技术。
00:53
This scenario is not an exaggeration.
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这种情况并不夸张。
00:56
In my job as a technology advisor,
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作为一名技术顾问，
我看到很多公司都做出了善意的决定，
00:58
I've seen so many companies
make the well-meaning decisions
make the well-meaning decisions
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01:02
to put huge investments into technology,
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在技术上投入巨资，
最后的效果却没有达到预期。
01:05
only to have the benefits
fail to live up to the expectation.
fail to live up to the expectation.
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事实上，在我读到的一个研究中，
01:08
In fact, in one study I read,
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01:10
25 percent of technology projects
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有25%的科技项目
最终被取消，或其产出从未得到使用。
01:13
are canceled or deliver things
that are never used.
that are never used.
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01:17
That's like billions of dollars
just being wasted each year.
just being wasted each year.
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这就像每年有数十亿美元被浪费。
01:22
So why is this?
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那么为什么会这样呢？
就我的观察而言，
01:24
Well, from what I've seen,
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最高层管理者对技术带来的好处
01:25
the expectation from the top management
is high but not unreasonable
is high but not unreasonable
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预期虽高，但并非不合理。
01:29
about the benefits from the technology.
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他们期望人们会使用它们，
01:31
They expect people will use them,
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它会提高工作效率，
01:34
it will create time savings,
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人们也会在工作中表现更好。
01:36
and people will become
genuinely better at their jobs.
genuinely better at their jobs.
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01:39
But the reality is that
the people on the front line,
the people on the front line,
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但现实情况是，在一线的员工，
01:42
who are supposed to be using
these softwares and tools,
these softwares and tools,
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那些应该使用这些软件和工具的人，
却对此表示怀疑，甚至感到害怕。
01:45
they're skeptical or even afraid.
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我们推迟在线培训，
01:48
We postpone the online trainings,
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懒得学习捷径，
01:50
we don't bother to learn the shortcuts,
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01:52
and we get frustrated
at the number of tools
at the number of tools
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而且对需要记住一大堆工具才能
正常登陆和使用感到十分沮丧。
01:55
we have to remember
how to log into and use.
how to log into and use.
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是吧？
01:57
Right?
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那种挫败感，那种罪恶感——越来越强烈，
01:58
And that frustration,
that guilt -- it's racking up,
that guilt -- it's racking up,
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随着科技越来越多地融入
我们的日常工作中，
我们的日常工作中，
02:01
the more that technology is inserting
itself into our daily working lives,
itself into our daily working lives,
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这种情况相当普遍。
02:06
which is a lot.
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02:08
Brookings says that 70 percent
of jobs today in the US
of jobs today in the US
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布鲁金斯学会表示，
目前美国70%的工作岗位
目前美国70%的工作岗位
需要至少中等水平的数字技能。
02:12
require at least mid-level digital skills.
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02:15
So basically, to work these days,
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基本上可以说，在当今社会想要正常工作，
你得知道如何与科技合作。
02:18
you need to be able
to work with technology.
to work with technology.
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但就我所看到的而言，
02:21
But from what I've seen,
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我们还没有能够应对
这个问题的正确心态。
这个问题的正确心态。
02:23
we are not approaching this
with the right mindset.
with the right mindset.
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02:27
So here's the idea
that I've been toying with:
that I've been toying with:
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所以这就是我一直在尝试的想法：
02:31
What if we treated technology
like a team member?
like a team member?
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如果我们像对待团队成员
一样对待技术呢？
一样对待技术呢？
02:36
I've been writing my own
personal experiment about this.
personal experiment about this.
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我一直在写自己的经验。
我跟来自不同行业的人交流
02:38
I've spoken to people
from all different industries
from all different industries
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02:41
about how they can treat
their core technologies like colleagues.
their core technologies like colleagues.
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他们如何像对待自己的
同事那样对待技术。
同事那样对待技术。
02:46
I've met with people
from the restaurant industry,
from the restaurant industry,
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我见过来自餐饮行业的人，
医疗专业人士，教师，银行家，
02:49
medical professionals, teachers, bankers,
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以及很多其他行业的人，
02:52
people from many other sectors,
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我跟任何人见面的第一步
02:54
and the first step with anybody
that I would meet with
that I would meet with
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是画出他们团队在组织架构图中的
02:57
was to draw out
the structure of their teams
the structure of their teams
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关系结构。
02:59
in an organization chart.
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03:02
Now, I'm a total geek
when it comes to organization charts.
when it comes to organization charts.
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谈到组织架构图，我可是个行家。
03:06
Org charts are really cool
because, if they are drawn well,
because, if they are drawn well,
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组织结构图很酷，因为如果画得好，
03:10
you can quickly get a sense
of what individual roles are
of what individual roles are
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你可以快速理解个人的角色
以及团队如何协同工作。
03:13
and also how a team works well together.
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03:15
But if you look at a typical org chart,
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但如果你看传统的组织架构，
它只包括了代表人的框和线。
03:18
it only includes the boxes and lines
that represent people.
that represent people.
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03:22
None of the technology
team members are there.
team members are there.
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各项技术都不包含在内。
它们都没有被画出来。
03:25
They're all invisible.
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所以对于我在实验中遇到的每个组织，
03:27
So for each of the organizations
that I met with for my experiment,
that I met with for my experiment,
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我得画出一种新的组织架构图，
03:31
I had to draw a new type of org chart,
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而技术也包括在其中。
03:34
one that also included the technology.
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03:37
And when I did this, people I spoke to
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当我这样做时，与我交谈过的人们
可以看到他们的技术
以同事的身份得以呈现，
以同事的身份得以呈现，
03:39
could actually visualize
their technologies as coworkers,
their technologies as coworkers,
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他们会这样问：
03:43
and they could ask things like:
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“这个软件报告给正确的人了吗？”
03:45
"Is this software reporting
to the right person?"
to the right person?"
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“这个团队中的人和机器合作得好吗？”
03:48
"Does this man and machine team
work well together?"
work well together?"
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“团队成员真的在尴尬地
03:51
"Is that technology
actually the team member
actually the team member
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回避这种技术吗？”
03:54
that everybody's awkwardly avoiding?"
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03:56
So I will walk you through an example
of a small catering company
of a small catering company
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我给大家举一个
小型餐饮公司把这实验
小型餐饮公司把这实验
变成现实的例子。
04:00
to bring this experiment to life.
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这是bovingdons餐饮公司的最高层人员。
04:03
This is the top layer of people
who work at Bovingdons Catering Company.
who work at Bovingdons Catering Company.
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有一个销售总监，
负责管理所有的客户互动，
负责管理所有的客户互动，
04:08
There's a sales director, who manages
all of the customer interactions,
all of the customer interactions,
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还有一个运营总监，
负责管理所有的内部活动。
负责管理所有的内部活动。
04:12
and there's an operations director,
who manages all the internal activities.
who manages all the internal activities.
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这些是汇报给销售和运营总监的人。
04:16
And here's the people who report
to the sales and operations directors.
to the sales and operations directors.
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04:20
And finally, here's the view
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最后，在这里，
我们还添加了bovingdons员工使用的
04:22
where we've overlaid
the software and the hardware
the software and the hardware
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软件和硬件。
04:24
that's used by the Bovingdons staff.
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04:27
Using this amazing org chart,
we can now explore
we can now explore
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使用这个一目了然的组织架构图，
我们现在可以探索
我们现在可以探索
人类团队成员和技术团队成员
04:31
how the human team members
and the technology team members
and the technology team members
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如何交互。
04:33
are interacting.
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04:35
So the first thing
that I'm going to look for
that I'm going to look for
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所以我最先要找出的就是
在所有人类和机器之间存在的
04:38
is where there's a human
and machine relationship
and machine relationship
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重要的关系。
04:41
that's extra critical.
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通常，这是人们每天
04:42
Usually, it's somebody using a technology
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在工作中使用的技术。
04:45
on a day-to-day basis
to do his or her job.
to do his or her job.
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04:48
At Bovingdons,
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在bovingdons，
会计平台的财务总监就是其中之一。
04:49
the finance director with
the accounting platform would be one.
the accounting platform would be one.
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04:53
Next, I would check on the status
of their collaboration.
of their collaboration.
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接下来，我将检查他们的合作状态。
他们合作得好吗？
04:57
Are they working well together?
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能够和谐相处吗？
04:58
Getting along?
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在这个案例中，这种关系十分脆弱。
05:00
In this case, it turned out to be
a tenuous relationship.
a tenuous relationship.
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05:03
So, what to do?
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那么，要怎么改善的呢？
假如会计平台是个人，
05:05
Well, if the accounting platform
were actually a person,
were actually a person,
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财务总监就会觉得有责任管理它，
05:10
the finance director would feel
responsible for managing it
responsible for managing it
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照看它。
05:13
and taking care of it.
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同样，
05:15
Well, in the same way,
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我的首个建议是考虑团建活动，
05:16
my first suggestion was to think
about a team-building activity,
about a team-building activity,
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也许一起上个专业课程。
05:19
maybe getting together
on a specialist course.
on a specialist course.
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05:23
My second suggestion was to think about
scheduling regular performance reviews
scheduling regular performance reviews
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我的第二个建议是考虑对会计平台做
05:28
for the accounting platform,
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定期的绩效考核，
这样财务总监就可以
对售卖该软件的公司
对售卖该软件的公司
05:30
where the finance director
would literally give feedback
would literally give feedback
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提供反馈意见。
05:33
to the company who sold it.
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05:35
Now, there will be several of these
really important human and machine teams
really important human and machine teams
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每个组织都会有几个非常重要的
人类和机器团队。
05:40
in every organization.
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因此，如果你身处其中，
05:41
So if you're in one,
it's worth taking the time
it's worth taking the time
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花点时间思考如何让
这些关系更加和谐是值得的。
这些关系更加和谐是值得的。
05:44
to think about ways to make
those relationships truly collaborative.
those relationships truly collaborative.
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05:48
Next, I'll look on the chart
for any human role
for any human role
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接下来，我会看看图上有没有人类角色
使用了过多的技术，
05:52
which might be overloaded by technology,
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05:55
let's say, interacting with four
or more types of applications.
or more types of applications.
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比如说，跟四个或更多的
应用软件打交道。
应用软件打交道。
06:00
At Bovingdons, the operations director
was interacting with five technologies.
was interacting with five technologies.
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在bovingdons，运营总监
要跟5个技术打交道。
要跟5个技术打交道。
他告诉我，他总是觉得工作过于繁重，
06:05
Now, he told me that he'd always felt
overwhelmed by his job,
overwhelmed by his job,
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但直到与我交谈，
06:08
but it wasn't until our conversation
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他才意识到这可能是
因为他所监管的技术。
因为他所监管的技术。
06:11
that he thought it might be because
of the technologies he was overseeing.
of the technologies he was overseeing.
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我们讨论到，
06:15
And we were talking that,
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06:16
if the operations director had actually
had a lot of people reporting to him,
had a lot of people reporting to him,
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如果运营总监有很多人向他汇报，
他很可能会做点什么，
06:21
he probably would have done
something about it,
something about it,
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因为他已经不堪重负了，
06:23
because it was stretching him too thin,
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比如，让某些人改向其他人汇报。
06:25
like, move some of them
to report to somebody else.
to report to somebody else.
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同样地，我们谈到将一些技术转移到
06:28
So in the same way, we talked about
moving some of the technologies
moving some of the technologies
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其他人那里，
06:31
to report to someone else,
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比如把食品清单交给厨师。
06:32
like the food inventory to go to the chef.
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06:37
The last thing that I'll look for
is any technology
is any technology
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最后我要看的是有没有技术
06:40
that seems to be on the org chart
without a real home.
without a real home.
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在组织架构上没有真正的归属。
有时候，它们只能在不同人之间游走。
06:44
Sometimes they're floating around
without an owner.
without an owner.
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有时候它们汇报给如此多不同的领域，
06:47
Sometimes they're reporting
to so many different areas
to so many different areas
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导致你都不知道谁在使用它。
06:50
that you can't tell
who's actually using it.
who's actually using it.
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06:53
Now, at Bovingdons,
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在bovingdons，
似乎没人负责管理营销软件。
06:54
nobody appeared to be looking after
the marketing software.
the marketing software.
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06:58
It was like someone had hired it
and then didn't give it a desk
and then didn't give it a desk
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有点像有人雇佣了它，
却没有给它安排工位，
却没有给它安排工位，
或任何工作指示。
07:02
or any instructions on what to do.
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07:04
So clearly, it needed a job description,
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所以很明显，它需要一份职位指南，
也许需要有人管理它。
07:07
maybe someone to manage it.
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07:09
But in other companies,
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但在其他公司，
你可能会发现一项技术
因为某种原因被边缘化，
因为某种原因被边缘化，
07:10
you might find that a technology
has been sidelined for a reason,
has been sidelined for a reason,
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比如它是时候该离开或退休了。
07:15
like it's time for it
to leave or be retired.
to leave or be retired.
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如今，淘汰应用软件是
所有公司都会做的事情。
所有公司都会做的事情。
07:18
Now, retiring applications
is something that all companies do.
is something that all companies do.
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但是，也许采用把这些
应用软件当作同事的心态
应用软件当作同事的心态
07:23
But maybe taking the mindset that those
applications are actually coworkers
applications are actually coworkers
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07:28
could help them to decide when and how
to retire those applications
to retire those applications
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可以帮助他们以对团队
其他成员破坏性最小的方式
其他成员破坏性最小的方式
决定何时，以及如何
停用这些应用程序。
停用这些应用程序。
07:31
in the way that would be least destructive
to the rest of the team.
to the rest of the team.
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07:36
I did this experiment
with 15 different professionals,
with 15 different professionals,
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我与15个不同的
专业人员做了这个实验，
专业人员做了这个实验，
每次它都激发了一个想法。
07:40
and each time it sparked an idea.
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07:42
Sometimes, a bit more.
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有时候，还更多。
07:44
You remember that hotshot employee
I was telling you about,
I was telling you about,
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还记得我跟你们说过的那个
被每个人忽略的技术高手吗？
07:47
that everybody was ignoring?
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那是克里斯托弗告诉我的
一个真实的故事，
一个真实的故事，
07:49
That was a real story
told to me by Christopher,
told to me by Christopher,
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他是一家大型消费品
公司的人力资源经理。
公司的人力资源经理。
07:52
a very energetic human resources manager
at a big consumer goods company.
at a big consumer goods company.
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07:57
Technology was a new HR platform,
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技术是新的HR平台，
有人花了大价钱安装它，但过了14个月，
08:01
and it had been installed
for 14 months at great expense,
for 14 months at great expense,
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却一直没人使用它。
08:05
but nobody was using it.
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08:08
So we were talking about how,
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所以我们在讨论，
如果这位员工真的是一个拥有
令人惊叹的资质的优秀员工，
令人惊叹的资质的优秀员工，
08:11
if this had really been such a hotshot
employee with amazing credentials,
employee with amazing credentials,
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你会不厌其烦去了解它，
08:16
you would go out of your way
to get to know it,
to get to know it,
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也许邀请他们喝杯咖啡，
08:18
maybe invite them for coffee,
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去了解他们的背景。
08:20
get to know their background.
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所以本着实验的精神，
08:23
So in the spirit of experimentation,
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克里斯托弗安排了一个小时的会议，
08:26
Christopher set up one-hour appointments,
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08:29
coffee optional,
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可能还会提供咖啡，
让他的团队成员去了解
他们的人力资源系统。
他们的人力资源系统。
08:30
for his team members to have no agenda
but to get to know their HR system.
but to get to know their HR system.
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08:37
Some people, they clicked around
menu item by menu item.
menu item by menu item.
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一些人，他们一项项地点击菜单。
另一些人则在网上
查找他们不清楚的地方。
查找他们不清楚的地方。
08:40
Other people, they searched online
for things that they weren't clear about.
for things that they weren't clear about.
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其中一些人聚在一起，
对新安装的软件说三道四。
对新安装的软件说三道四。
08:44
A couple of them got together,
gossiped about the new software in town.
gossiped about the new software in town.
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08:48
And a few weeks later,
Christopher called to tell me
Christopher called to tell me
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几周后，克里斯托弗打电话告诉我
人们正在用新的方式使用这个系统，
08:51
that people were using
the system in new ways,
the system in new ways,
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并且他认为，这将在未来
为他们节省几周时间的努力。
为他们节省几周时间的努力。
08:54
and he thought it was going to save them
weeks of effort in the future.
weeks of effort in the future.
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08:59
And they also reported feeling
less intimidated by the software.
less intimidated by the software.
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他们还表示，自己不再觉得
这个软件有什么可怕的了。
这个软件有什么可怕的了。
我觉得这很让人欣喜，
09:03
I found that pretty amazing,
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这种心态帮助了克里斯托弗的团队
09:05
that taking this mindset
helped Christopher's team
helped Christopher's team
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和我在过去几个月里采访的其他人，
09:08
and others that I spoke to
these past few months
these past few months
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实际上对与技术合作感到更快乐。
09:10
actually feel happier
about working with technology.
about working with technology.
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09:14
And I later found out
this is backed up by research.
this is backed up by research.
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我后来发现这是有研究支持的。
09:17
Studies have shown that people
who work in organizations
who work in organizations
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研究发现在鼓励员工
09:20
that encourage them to talk about
and learn about the technologies
and learn about the technologies
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谈论和学习工作场所
所用技术的公司里
所用技术的公司里
工作的人，
09:24
in the workplace
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要比在没有这样做的公司里面工作的人
09:25
have 20 percent lower stress levels
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压力水平要低20%。
09:27
than those in organizations that don't.
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09:30
I also found it really cool
that when I started to do this experiment,
that when I started to do this experiment,
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在开始这些实验时，
我从个人与单个技术的
09:34
I started with what was happening
between a person
between a person
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关系开始，
09:37
and an individual technology,
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不过最终却引发了如何在整个公司中
09:39
but then it ultimately led to ideas
about how to manage tech
about how to manage tech
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管理技术的想法，这让我觉得很酷。
09:43
across entire companies.
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比如当我以同样的方式
对待自己的工作并扩展它的时候，
对待自己的工作并扩展它的时候，
09:45
Like, when I did this
for my own job and extended it,
for my own job and extended it,
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我会思考我们的数据分析工具
09:48
I thought about how
our data analysis tools
our data analysis tools
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应该参与相当于工作轮岗的程序，
09:51
should go on the equivalent
of a job rotation program,
of a job rotation program,
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这样公司的不同部门就都可以了解它。
09:54
where different parts of the company
could get to know it.
could get to know it.
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我还想过建议我们的招聘团队，
09:57
And I also thought about suggesting
to our recruiting team
to our recruiting team
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应该让我们常用的技术
10:00
that some of the technologies
we work with every day
we work with every day
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出现在我们的大型招聘活动中。
10:03
should come with us
on our big recruiting events.
on our big recruiting events.
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如果你是个大学生，
10:05
If you were a university student,
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除了知道你将与哪些人工作，还知道
10:07
how cool would it be to not
only get to know the people
only get to know the people
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会用到哪些技术，
10:10
you might be working with,
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是不是很酷呢？
10:11
but also the technologies?
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10:13
Now, all of this begs the question:
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以上这些又引出了这样一个问题：
忽视我们每天都在
10:15
What have we been missing
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使用的技术，我们错过了什么，
10:17
by keeping the technologies
that we work with day to day invisible,
that we work with day to day invisible,
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除了这数十亿美元的价值，
10:21
and what, beyond those
billions of dollars in value,
billions of dollars in value,
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我们还留下了什么？
10:24
might we be leaving on the table?
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10:27
The good news is,
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好消息是，
要推进这个实验，你并不需要
10:28
you don't need to be
an org chart geek like me
an org chart geek like me
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像我这样擅长做组织架构图。
10:31
to take this experiment forward.
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10:33
It will take a matter
of minutes for most people
of minutes for most people
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对大多数人而言，只需要几分钟
就可以画出他们工作环境的关系结构，
10:35
to draw out a structure
of who they work with,
of who they work with,
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再花点时间添加技术在里面，
10:37
a little bit longer
to add in the technologies
to add in the technologies
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来获得整个团队的视图，
10:40
to get a view of the entire team,
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然后你就可以问诸如这样有趣的问题：
10:41
and then you can have fun
asking questions like,
asking questions like,
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“我将会带哪些技术出去喝咖啡？”
10:44
"Which are the technologies
that I'll be taking out for coffee?"
that I'll be taking out for coffee?"
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我做这个实验不是为了好玩，
10:48
Now, I didn't do this experiment for kicks
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或者为了喝咖啡。
10:51
or for the coffee.
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我之所以这样做，是因为与技术协作
10:52
I did it because the critical skill
in the 21st-century workplace
in the 21st-century workplace
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是21世纪工作场所的关键技能，
10:57
is going to be to collaborate
with the technologies
with the technologies
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技术已经成为我们日常工作生活中
庞大且昂贵的部分。
庞大且昂贵的部分。
11:00
that are becoming such a big and costly
part of our daily working lives.
part of our daily working lives.
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而且就我所看到的而言，
我们仍在艰难应对这个问题。
我们仍在艰难应对这个问题。
11:04
And from what I was seeing,
we are struggling to cope with that.
we are struggling to cope with that.
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11:08
So it might sound counterintuitive,
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这听起来可能违反直觉，
但通过接受这些技术其实
是有价值的同事的想法，
是有价值的同事的想法，
11:11
but by embracing the idea that these
machines are actually valuable colleagues,
machines are actually valuable colleagues,
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我们作为人类可以表现得更好，
11:16
we as people will perform better
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也更快乐。
11:18
and be happier.
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所以，让我们对工作中会使用到的
11:19
So let's all share a bit of humanity
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技术，软件和算法，以及机器人
11:22
towards the technologies
and the softwares and the algorithms
and the softwares and the algorithms
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表现出一些人性关怀吧，
11:26
and the robots who we work with,
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因为我们都会因此变得更好。
11:28
because we will all be the better for it.
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11:31
Thank you.
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谢谢。
（鼓掌）
11:33
(Applause)
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ABOUT THE SPEAKER
Nadjia Yousif - Technology mentorBCG's Nadjia Yousif designs and implements programs for large financial services institutions to adapt and thrive in an era of technology disruption.
Why you should listen
As a partner at BCG, Nadjia Yousif helps banks, central banks, payments providers and insurers fundamentally change their technology systems, organizational structures and digital customer experiences. A passionate advocate for empowering individuals -- and technology -- in the workplace, Yousif also leads Diversity & Inclusion for BCG in the UK, where she is based, and has published several articles on topics related to diversity and technology. These include interviews with industry leaders, white papers on topics such as the digital "value trap" for banks and the opportunity around "digitally driven gender diversity." Learn more about Yousif and read her publications here.
Nadjia Yousif | Speaker | TED.com