The basic problem with working in an office is you're just not in control of your work environment.
Osnovni problem kod rada u kancelariji je taj što ne možete da kontrolišete svoje radno okruženje.
[The Way We Work]
[Način na koji radimo]
Howdy, my name is Matt, and I'm the CEO of Automattic, the company behind WordPress.com, Jetpack and WooCommerce. We're coming up on over 800 employees, and they live everywhere, from California to Alabama, Mississippi, to where I live in Texas. They're also in 67 countries. Canada, Mexico, India, New Zealand. Some of them choose not even to have a home base, they're nomads. Whether they are in RVs or traveling through Airbnbs, they are in new places every day, week or month. As long as they can find good Wi-Fi, we don't care where they are.
Pozdrav, ja sam Met, direktor Automattic-a, kompanije koja pravi WordPress.com, Jetpact i WooCommerce. Imaćemo uskoro preko 800 zaposlenih, i oni žive svuda, od Kalifornije do Alabame, Misisipija, do mog mesta u Teksasu. Takođe su u 67 zemalja. Kanada, Meksiko, Indija, Novi Zeland. Neki biraju da uopšte nemaju bazu, nomadi su. Bilo da su u kamperima, ili putuju preko Airbnb-a, nalaze se na novom mestu svakog dana, nedelje ili meseca. Sve dok imaju dobar Wi-Fi, ne zanima nas gde se nalaze.
Our focus on distributed work didn't happen accidentally. It was a conscious choice from the very beginning. Notice I don't use the word "remote," because it sets up the expectation, that some people are essential and some aren't. I use the word "distributed" to describe what we do, where everyone is on an equal playing field.
Nismo se slučajno fokusirali na distribuisani radni odnos. To je od samog početka bio svestan izbor. Primetićete da ne koristim reč "udaljeni" jer to stvara očekivanje da su neki ljudi važni, a drugi nisu. Koristim reč „distribuirano“ da opišem ono što radimo, gde je svako na istom nivou.
I think a distributed workforce is the most effective way to build a company. The key is you have to approach it consciously. When we started WordPress, many of the first 20 hires were people I'd never met in person. But we'd collaborated online, sometimes for years. I wanted to continue that for one simple reason. I believe that talent and intelligence are equally distributed throughout the world. But opportunity is not.
Mislim da je distribuirani rad najefektivniji način da se napravi kompanija. Ključno je da svesno pristupite tome. Kada smo osnovali WordPress, mnogi od prvih 20 zaposlenih su bili ljudi koje nisam lično upoznao. Ali smo već sarađivali onlajn, ponekad godinama. To sam želeo da nastavim iz jednog jednostavnog razloga. Verujem da su talenat i inteligencija ravnomerno raspoređeni širom sveta. Ali prilike nisu.
In Silicon Valley, the big tech companies fish from essentially the same small pond or bay. A distributed company can fish from the entire ocean. Instead of hiring someone who grew up in Japan but lives in California, you can gain someone who lives, works, wakes up and goes to sleep wherever they are in the world. They bring a different understanding of that culture and a different lived experience.
U Silicijumskoj dolini, velike tehnološke kompanije pecaju u maloj bari ili zalivu. Distribuirana kompanija ima pristup celom okeanu. Umesto da zaposlite nekoga ko je odrastao u Japanu, a živi u Kaliforniji, možete zaposliti nekoga ko živi, radi, budi se i leže da spava bilo gde na svetu. Oni donose drugačije razumevanje te kulture i drugačije životno iskustvo.
At the base of the decision to go distributed, there's a desire to give people autonomy over how they do their work. Unless you're in a role where specific hours are important, you can make your own schedule. Everyone can have a corner office, their windows, the food they want to eat, you can choose when there's music and when there's silence. You can choose what temperature the room should be. You can save the time you'd spend commuting and put it into things that are important to you.
U osnovi odluke da budemo distribuirani je želja da ljudima pružimo autonomiju nad načinom na koji rade. Osim ako je za vašu ulogu važno određeno radno vreme, možete da pravite svoj raspored. Svako može da ima kancelariju na uglu, prozore, hranu koju žele da jedu, možete birati kad puštate muziku, a kada je tišina. Možete birati temperaturu prostorije. Možete da uštedite vreme koje biste proveli putujući na posao i posvetite ga stvarima koje su vam važnije.
A distributed workforce is ideal for a technology company. But people often ask me, "This works great for y'all, but what about everyone else?" If you have an office, you can do a few things to build distributed capability.
Distribuirana radna snaga je idealna za tehnološke kompanije. Ali ljudi me često pitaju: „To je dobro za vas, ali šta je sa svima ostalima?“ Ako već imate kancelariju, možete uraditi nekoliko stvari da biste ovako radili.
First: document everything. In an office, it's easy to make decisions in the moment, in the kitchen, in the hall. But if people work remotely and some members of the team are having those conversations they don't have access to, they'll see these decisions being made without understanding the why. Always leave a trail of where you were and what you were thinking about. This allows others to pick up where you left off. It allows people in different time zones to interact, it's also great to think about as an organization evolves, people leaving and people joining.
Prvo, sve beležite. U kancelariji je lako donositi odluke u trenutku, u kuhinji, na hodniku. Ali kada ljudi rade na daljinu i neki članovi tima vode razgovore kojima oni nemaju pristupa, videće da se donose odluke, ali neće razumeti zašto. Uvek beležite gde ste bili i o čemu ste razmišljali. To dozvoljava ostalima da nastave tamo gde ste vi stali. Dozvoljava ljudima u različitim vremenskim zonama da interaguju, a takođe je korisno razmišljati, kako se organizacija razvija, o ljudima koji odlaze i dolaze.
Try to have as much communication as possible online. When everything's shared and public, it allows new people to catch up quickly. You also need to find the right tools. There are so many apps and services that help with day-to-day communication, video conferencing, project management. The things that changed how you work probably aren't objects anymore. They're things you access through your computer. So experiment with different tools that enable collaboration, see what works.
Probajte da što više komunicirate onlajn. Kada se sve javno deli, novi ljudi mogu brzo da uđu u korak. Takođe morate da pronađete odgovarajuće alate. Postoje mnoge aplikacije i servisi koji pomažu u svakodnevnoj komunikaciji, video pozivima, upravljanju projektima. Ono što je promenilo način na koji radite verovatno nisu predmeti. To su stvari kojima pristupate preko računara. Eksperimentišite sa raznim alatima koji omogućavaju saradnju, vidite šta pomaže.
Create productive, face-to-face time. In a traditional office, you're in the same place 48 weeks out of the year and you might have three or four weeks apart. We try to flip that: we come together for short, intense bursts. Once a year we do a grand meet-up where the entire company comes together for a week. It's half-work, half-play. The primary goal is connecting people. We want to make sure everyone's aligned and on the same page, and they have a deeper connection with their colleagues. When they work together the rest of the year, they can bring together that understanding and empathy.
Omogućite produktivno vreme licem u lice. U tradicionalnoj firmi, na istom ste mestu 48 nedelja godišnje, i možda tri ili četiri nedelje odvojeni. Mi pokušavamo obrnuto: nalazimo se u kratkim, intenzivnim intervalima. Jednom godišnje pravimo veliki sastanak gde se cela kompanija okuplja na nedelju dana. To je malo rad, malo zabava. Osnovni cilj je povezivanje ljudi. Želimo da osiguramo da su svi na istom nivou i da se dublje povežu sa kolegama. Kada tokom godine rade zajedno, mogu uneti to razumevanje i empatiju.
And the final practice: give people the flexibility to make their own work environment. Every person at Automattic has a co-working stipend that they can put towards a co-working space or just to buy coffee, so they don't get kicked out of the coffee shop. One group in Seattle decided to pool their stipends together and rented a workspace on a fishing pier. Each person who joins the company gets a home-office stipend. This is money they can invest in getting the right chair, monitor, the right desk setup, so they can have the most productive environment for them.
I poslednji savet: dajte ljudima fleksibilnost da naprave svoje radno okruženje. Svaka osoba u Automattic-u dobija naknadu za radni prostor koju može da iskoristi za prostor namenjen za rad ili samo da plati kafu, kako je ne bi izbacili iz kafića. Jedna grupa u Sijetlu je odlučila da skupi svoje naknade i iznajmili su prostor za rad na ribarskom doku. Svako ko se pridruži kompaniji dobija naknadu za kućnu kancelariju. Taj novac mogu da ulože u odgovarajuću stolicu, monitor, raspored na stolu, kako bi imali najproduktivniju okolinu.
Today, there are just a few companies that are distributed first. In a decade or two, I predict that 90 percent of companies that are going to be changing the course of the world are going to function this way. They will evolve to be distributed first, or they'll be replaced by those that are.
Danas postoji samo nekoliko kompanija koje su prvenstveno distribuirane. Za par decenija, procenjujem da će 90 posto kompanija koje će menjati tok sveta, funkcionisati na ovaj način. Razviće se da prvenstveno budu distribuirane ili će ih zameniti takve.
As you think about what you're going to build next, consider how you can tap into global talent, give people autonomy to live and work where they feel they should and still participate fully in whatever it is that you're creating together.
Dok razmišljate o tome šta ćete sledeće da napravite, razmislite kako možete da iskoristite globalni talenat, date ljudima autonomiju da žive i rade tamo gde osećaju da treba i i dalje u potpunosti učestvuju u onome što zajedno stvarate.