On Mondays and Thursdays, I learn how to die. I call them my terminal days. My wife Fernanda doesn't like the term, but a lot of people in my family died of melanoma cancer and my parents and grandparents had it. And I kept thinking, one day I could be sitting in front of a doctor who looks at my exams and says, "Ricardo, things don't look very good. You have six months or a year to live."
Ponedeljkom i četvrtkom učim kako da umrem. To nazivam svojim poslednjim danima, moja supruga Fernanda ne voli taj naziv, ali, puno ljudi iz moje porodice je umrlo od melanoma, od ovog karcinoma su bolovali moji roditelji i baba i deda. I uporno mislim kako bih jednog dana mogao da se nađem u lekarskoj ordinaciji i lekar, gledajući moje rezultate kaže: "Rikardo, nije dobro. Imaš još šest meseci ili godinu života."
And you start thinking about what you would do with this time. And you say, "I'm going to spend more time with the kids. I'm going to visit these places, I'm going to go up and down mountains and places and I'm going to do all the things I didn't do when I had the time." But of course, we all know these are very bittersweet memories we're going to have. It's very difficult to do. You spend a good part of the time crying, probably. So I said, I'm going to do something else.
I tada počnete da razmišljate šta biste radili tokom tog vremena. I kažete: " O, pa provodiću više vremena sa decom. Otputovaću na ta mesta, proćiću uzduž i popreko planine i mesta i radiću sve te stvari koje nisam radio kada sam imao vremena." Ali, svi mi naravno znamo da će ta naša sećanja biti vrlo pomešana. I da je to vrlo teško uraditi. Tada verovatno provedete puno vremena plačući. Tako da sam odlučio da uradim nešto drugo.
Every Monday and Thursday, I'm going use my terminal days. And I will do, during those days, whatever it is I was going to do if I had received that piece of news. (Laughter)
Svakog ponedeljka i četvrtka koristiću svoje poslednje dane. I tokom tih dana radiću sve ono što bih radio da sam primio takvu vest. (Smeh)
When you think about -- (Applause) when you think about the opposite of work, we, many times, think it's leisure. And you say, ah, I need some leisure time, and so forth. But the fact is that, leisure is a very busy thing. You go play golf and tennis, and you meet people, and you're going for lunch, and you're late for the movies. It's a very crowded thing that we do. The opposite of work is idleness. But very few of us know what to do with idleness. When you look at the way that we distribute our lives in general, you realize that in the periods in which we have a lot of money, we have very little time. And then when we finally have time, we have neither the money nor the health.
Kada razmišljate o - (Aplauz) kada razmišljamo o onome što je suprotno poslu, mi često mislimo kako je to slobodno vreme. I kažete: potrebno mi je malo slobodnog vremena i slično. Ali činjenica je da smo mi vrlo zauzeti tokom slobodnog vremena. Igramo golf i tenis, srećemo ljude, idemo na ručak, kasnimo u bioskop. Ono je pretrpano. Suprotnost poslu je dokolica. Ali samo nekolicina nas zna šta bi sa dokolicom. Kada pogledate kako mi uopšteno raspoređujemo svoje živote, shvatite da u periodima u kojima imamo dosta novca, imamo vrlo malo vremena. A kada konačno imamo vremena, nemamo novac niti zdravlje.
So we started thinking about that as a company for the last 30 years. This is a complicated company with thousands of employees, hundreds of millions of dollars of business that makes rocket fuel propellent systems, runs 4,000 ATMs in Brazil, does income tax preparation for dozens of thousands. So this is not a simple business.
O tome smo kao preduzeće počeli da razmišljamo pre 30 godina. To je komplikovano preduzeće sa hiljadama zaposlenih, stotinama miliona dolara vrednom poslu koji proizvodi sisteme pogonskog raketnog goriva, u Brazilu postoji 4000 bankomata kojima upravlja, radi pripremu za povraćaj poreza za desetine hiljada.
We looked at it and we said, let's devolve to these people, let's give these people a company where we take away all the boarding school aspects of, this is when you arrive, this is how you dress, this is how you go to meetings, this is what you say, this is what you don't say, and let's see what's left. So we started this about 30 years ago, and we started dealing with this very issue. And so we said, look, the retirement, the whole issue of how we distribute our graph of life. Instead of going mountain climbing when you're 82, why don't you do it next week? And we'll do it like this, we'll sell you back your Wednesdays for 10 percent of your salary. So now, if you were going to be a violinist, which you probably weren't, you go and do this on Wednesday.
Tako da to nije jednostavan posao. Posmatrali smo ga i rekli: hajde da opunomoćimo ove ljude, hajde da im damo preduzeće iz kojeg su uklonjene sve odlike internata kao: ovako je kada stignete, na ovaj način se oblačite, ovako idete na sastanke, ovo govorite, ovo ne govorite, i hajde da vidimo šta ostaje. Tako da smo to započeli pre oko 30 godina, i tada smo počeli da se bavimo upravo tim pitanjem. I tako smo rekli: pogledajte penziju, celo pitanje načina na koji distribuiramo grafikon života. Umesto da idete na planinarenje u 82-goj, zašto ne biste išli naredne nedelje? I to ćemo ovako da uradimo: preprodaćemo vam vaše srede za 10 procenata plate. Pa tako, ako ste hteli da budete violinista, što najverovatnije niste, idite i to radite sredom.
And what we found -- we thought, these are the older people who are going to be really interested in this program. And the average age of the first people who adhered were 29, of course. And so we started looking, and we said, we have to do things in a different way. So we started saying things like, why do we want to know what time you came to work, what time you left, etc.? Can't we exchange this for a contract for buying something from you, some kind of work? Why are we building these headquarters? Is it not an ego issue that we want to look solid and big and important? But we're dragging you two hours across town because of it?
I ono što smo otkrili - mislili smo, stariji ljudi će biti zaista zainteresovani za ovaj program. A prosečan uzrast prvih ljudi koji su se ovoga prihvatili je, naravno, bio 29 godina. I počeli smo da posmatramo, i rekli smo: mi moramo da radimo na drugačiji način. Pa smo počeli da govorimo stvari poput: zašto bismo trebali da znamo kada ste došli na posao, kada ste otišli, i slično? Zar ne bismo mogli da ovo zamenimo za ugovor kojim bismo nešto kupili od vas, neku vrstu posla? Zašto zidamo ova sedišta preduzeća? Zar nije problem ega to što želimo da izgledamo stabilno i veliko i značajno? Ali da vas zbog toga dva sata putujete na drugu stranu grada?
So we started asking questions one by one. We'd say it like this: One: How do we find people? We'd go out and try and recruit people and we'd say, look, when you come to us, we're not going to have two or three interviews and then you're going to be married to us for life. That's not how we do the rest of our lives. So, come have your interviews. Anyone who's interested in interviewing, you will show up. And then we'll see what happens out of the intuition that rises from that, instead of just filling out the little items of whether you're the right person. And then, come back. Spend an afternoon, spend a whole day, talk to anybody you want. Make sure we are the bride you thought we were and not all the bullshit we put into our own ads. (Laughter)
Tako da smo počeli da postavljamo pitanja jedno po jedno. Rekli bismo ovako: prvo: kako pronalazimo ljude? Izašli bismo i regrutovali ljude i rekli bismo im: slušajte, kad dođete kod nas, nećemo da prođemo kroz dva ili tri intervjua pa da ste onda sa nama zauvek venčani. Ne živimo tako ostatak života. Dakle, dođite i prođite svoje intervjue. Svako ko je zainteresovan da vas intervjuiše će se pojaviti. A onda ćemo videti šta će nam nakon toga reći intuicija, umesto da samo popunjavate male stavke koje govore da li ste prava osoba. I onda se vratite. Provedite sa nama poslepodne, ceo dan, razgovarajte sa kim god želite. Uverite se da smo mi onakva mlada kakva ste mislili da jesmo a ne sve one gluposti koje stavljamo u oglase. (Smeh)
Slowly we went to a process where we'd say things like, we don't want anyone to be a leader in the company if they haven't been interviewed and approved by their future subordinates. Every six months, everyone gets evaluated, anonymously, as a leader. And this determines whether they should continue in that leadership position, which is many times situational, as you know. And so if they don't have 70, 80 percent of a grade, they don't stay, which is probably the reason why I haven't been CEO for more than 10 years. And over time, we started asking other questions.
Polako smo ulazili u proces gde bismo ljudima rekli stvari poput: ne želimo da neko bude lider u preduzeću ukoliko ga nisu intervjuisali i odobrili njegovi budući potčinjeni. Svakih šest meseci, svako je anonimno ocenjen kao lider. I to određuje da li će ostati na toj liderskoj poziciji, što, kao što znate, vrlo često zavisi od situacije. I tako, ako ne dobiju 70, 80 procenata, ne ostaju, što je najverovatnije razlog zbog kojeg ja već više od 10 godina nisam generalni direktor.
We said things like, why can't people set their own salaries? What do they need to know? There's only three things you need to know: how much people make inside the company, how much people make somewhere else in a similar business and how much we make in general to see whether we can afford it. So let's give people these three pieces of information. So we started having, in the cafeteria, a computer where you could go in and you could ask what someone spent, how much someone makes, what they make in benefits, what the company makes, what the margins are, and so forth. And this is 25 years ago.
I tako smo, tokom vremena, počeli da postavljamo i druga pitanja. Rekli smo stvari poput: zašto ljudi ne bi sami sebi određivali plate? Šta treba da znaju? Samo su tri stvari koje treba da znate: koliko zarađuju ljudi unutar kompanije, kolike su plate na drugim mestima za slične poslove i koliko para mi uopšte zarađujemo, kako biste videli da li to možemo da priuštimo. Dakle, hajde da ljudima damo te tri informacije. Tako da smo u kantini imali kompjuter, kome ste mogli da pristupite i pitate koliko je neko potrošio, koliko neko zarađuje, kolike su im povlastice, koliko zarađuje preduzeće, kolike su marže i slično. I to je bilo pre 25 godina.
As this information started coming to people, we said things like, we don't want to see your expense report, we don't want to know how many holidays you're taking, we don't want to know where you work. We had, at one point, 14 different offices around town, and we'd say, go to the one that's closest to your house, to the customer that you're going to visit today. Don't tell us where you are. And more, even when we had thousands of people, 5,000 people, we had two people in the H.R. department, and thankfully one of them has retired. (Laughter)
Kako su ljudi počeli da primaju ove informacije, mi smo govorili stvari poput: ne želimo da vidimo izveštaj o vašim troškovima, ne želimo da znamo koliko godišnjeg odmora koristite, ne želimo da znamo odakle radite. Imali smo, u jednom momentu, 14 različitih kancelarija u gradu, i rekli bismo: idite u onu koja je najbliža vašoj kući, ili klijentu kojeg ćete danas posetiti. Nemojte nam govoriti gde ste. Štaviše, kada smo imali hiljade zaposlenih, 5000 ljudi, imali smo dva čoveka u sektoru za ljudske resurse, i srećom, jedan od njih se penzionisao.
And so, the question we were asking was, how can we be taking care of people? People are the only thing we have. We can't have a department that runs after people and looks after people. So as we started finding that this worked, and we'd say, we're looking for -- and this is, I think, the main thing I was looking for in the terminal days and in the company, which is, how do you set up for wisdom? We've come from an age of revolution, industrial revolution, an age of information, an age of knowledge, but we're not any closer to the age of wisdom. How we design, how do we organize, for more wisdom? So for example, many times, what's the smartest or the intelligent decision doesn't jive. So we'd say things like, let's agree that you're going to sell 57 widgets per week. If you sell them by Wednesday, please go to the beach. Don't create a problem for us, for manufacturing, for application, then we have to buy new companies, we have to buy our competitors, we have to do all kinds of things because you sold too many widgets. So go to the beach and start again on Monday. (Laughter) (Applause)
(Smeh) A pitanje koje smo postavljali je bilo: kako da se brinemo o ljudima? Ljudi su jedino što imamo. Ne možemo imati sektor koji juri za ljudima i o njima se brine. I kako smo saznavali da to daje rezultate, govorili bismo, ono za čim tragamo - a to je, po mom mišljenju, glavna stvar za kojom sam ja tragao tokom poslednjih dana i u preduzeću, a to je: kako postići mudrost? Dolazimo iz perioda revolucije, industrijske revolucije, ere informacija, ere znanja, ali nismo ništa bliži eri mudrosti. Kako kreiramo, kako se organizujemo, za više mudrosti? Tako na primer, često nam najpametnija ili najinteligentnija odluka ne legne. Tako bismo govorili nešto poput: hajde da se dogovorimo da ćete prodavati 57 proizvoda nedeljno. Ukoliko ih prodate do srede, molim vas idite na plažu. Nemojte nam praviti probleme u proizvodnji, primeni, tada moramo da kupimo nova preduzuća, moramo da kupimo konkurenciju, moramo da radimo razne stvari jer ste prodali previše proizvoda. Dakle idite na plažu i počnite ispočetka u ponedeljak. (Smeh) (Aplauz)
So the process is looking for wisdom. And in the process, of course, we wanted people to know everything, and we wanted to be truly democratic about the way we ran things. So our board had two seats open with the same voting rights, for the first two people who showed up. (Laughter) And so we had cleaning ladies voting on a board meeting, which had a lot of other very important people in suits and ties. And the fact is that they kept us honest.
Tako da je ovaj proces traženje mudrosti. I tokom procesa, naravno, želeli smo da ljudi sve znaju, i želeli smo da zaista budemo demokratični u načinu na koji smo vodili stvari. Tako je naš odbor imao dva otvorena mesta, sa istim pravom glasanja, za prvo dvoje ljudi koji bi se pojavili. (Smeh) I tako smo imali čistačice koje su glasale na sastancima odbora direktora, na kojem je bilo puno značajnih ljudi u odelima i sa kravatama. I činjenica je da smo zbog njih ostajali iskreni.
This process, as we started looking at the people who came to us, we'd say, now wait a second, people come to us and they say, where am I supposed to sit? How am I supposed to work? Where am I going to be in 5 years' time? And we looked at that and we said, we have to start much earlier. Where do we start? We said, oh, kindergarten seems like a good place.
Ovaj proces, kako smo počeli da posmatramo ljude koji bi nam dolazili, rekli bismo, čekajte malo, ljudi nam dolaza i pitaju: gde bi trebalo da sednem? Kako bi trebalo da radim? Gde ću biti za 5 godina? I mi smo to posmatrali i rekli, moramo da počnemo mnogo ranije. Gde da počnemo? Rekli smo pa, zabavište nam se čini kao dobro mesto.
So we set up a foundation, which now has, for 11 years, three schools, where we started asking the same questions, how do you redesign school for wisdom? It is one thing to say, we need to recycle the teachers, we need the directors to do more. But the fact is that what we do with education is entirely obsolete. The teacher's role is entirely obsolete. Going from a math class, to biology, to 14th-century France is very silly. (Applause) So we started thinking, what could it look like? And we put together people, including people who like education, people like Paulo Freire, and two ministers of education in Brazil and we said, if we were to design a school from scratch, what would it look like?
I tako smo osnovali fondaciju, koja danas, već 11 godina, ima tri škole, gde smo počeli da postavljamo ista pitanja, kako redizajnirati škole zarad mudrosti? Jedna je stvar reći: moramo da promenimo učitelje, direktori moraju da rade više. Ali činjenica je da je naše obrazovanje potpuno prevaziđeno. Uloga učitelja je potpuno prevaziđena. Ići sa časa matematike na biologiju, pa u Francusku u XIV veku je jako blesavo. (Aplauz) Tako da smo počeli da razmišljamo: kako bi to trebalo da izgleda? I spojili smo ljude, uključujući one koji vole obrazovanje, ljude poput Paola Frejrija, i dvojicu ministara obrazovanja Brazila i rekli smo, ukoliko želimo da školu dizajniramo od nule, kako bi ona izgledala?
And so we created this school, which is called Lumiar, and Lumiar, one of them is a public school, and Lumiar says the following: Let's divide this role of the teacher into two. One guy, we'll call a tutor. A tutor, in the old sense of the Greek "paideia": Look after the kid. What's happening at home, what's their moment in life, etc.. But please don't teach, because the little you know compared to Google, we don't want to know. Keep that to yourself. (Laughter) Now, we'll bring in people who have two things: passion and expertise, and it could be their profession or not. And we use the senior citizens, who are 25 percent of the population with wisdom that nobody wants anymore. So we bring them to school and we say, teach these kids whatever you really believe in. So we have violinists teaching math. We have all kinds of things where we say, don't worry about the course material anymore. We have approximately 10 great threads that go from 2 to 17. Things like, how do we measure ourselves as humans? So there's a place for math and physics and all that there. How do we express ourselves? So there's a place for music and literature, etc., but also for grammar.
I tako smo napravili ovu školu, koja se zove Lumiar. I Lumiar, jedna od njih je državna škola, i Lumiar govori sledeće: Hajde da ulogu učitelja podelimo na dvoje. Jednog zovemo tutorom. Tutorom, u smislu starogrčkog "paideia": pazite na dete. Šta se dešava kod kuće, na kojoj se tački života trenutno nalazi itd. Ali molim vas nemojte podučavati, jer malo vi znate u poređenju sa Guglom, nećemo ni da znamo. To zadržite za sebe. (Smeh) A sada ćemo da dovedemo ljude koji poseduju dve stvari: strast i znanje, a oni mogu, ali ne moraju biti profesionalci. I koristili smo starije građane, koji čine 25 procenata stanovništva sa mudrošću koju niko više ne želi. Tako da smo ih doveli u školu i rekli: učite ovu decu bilo čemu u šta iskreno verujete. Tako smo imali violiniste koji su predavali matematiku. Imamo raznorazne stvari i kažemo: nemojte da više brinete o udžbenicima. Imamo oko 10 velikih tema koje se protežu od 2. do 17. godine. Teme poput: kako se, kao ljudska bića merimo? I tu postoji mesto za matematiku i fiziku i sve to. Kako se izražavamo? Tako da postoji mesto za muziku i književnost itd. ali i za gramatiku.
And then we have things that everyone has forgotten, which are probably the most important things in life. The very important things in life, we know nothing about. We know nothing about love, we know nothing about death, we know nothing about why we're here. So we need a thread in school that talks about everything we don't know. So that's a big part of what we do. (Applause) So over the years, we started going into other things. We'd say, why do we have to scold the kids and say, sit down and come here and do that, and so forth. We said, let's get the kids to do something we call a circle, which meets once a week. And we'd say, you put the rules together and then you decide what you want to do with it. So can you all hit yourself on the head? Sure, for a week, try. They came up with the very same rules that we had, except they're theirs. And then, they have the power, which means, they can and do suspend and expel kids so that we're not playing school, they really decide.
A onda imamo i stvari koje su svi drugi zaboravili, koje su verovatno najvažnije stvari u životu. O najvažnijim stvarima u životu, mi ne znamo ništa. Ne znamo ništa o ljubavi, ne znamo ništa o smrti, ne znamo ništa o tome zašto smo ovde. Tako da nam je u školi potrebna tema koja govori o svemu onome o čemu ne znamo. Tako da to čini veliki deo našeg rada. (Aplauz) I tako smo tokom godina, krenuli i u druge stvari. Rekli bismo: zašto treba da grdimo decu i govorimo: dođi ovamo i radi ovo itd. Rekli smo, hajde da deca rade nešto što nazivamo krugom, to čine jednom nedeljno. I kažemo im: vi sastavljate pravila a potom odlučujete šta ćete sa njima. I da li možete da udarate jedan drugog? Naravno, nedelju dana, probajte. I oni su doneli ona ista pravila koja smo i imali, sem što su njihova. I tada, oni imaju moć, što znači da oni mogu da suspenduju i izbace decu iz škole, tako da se mi ne igramo škole, oni zaista odlučuju.
And then, in this same vein, we keep a digital mosaic, because this is not constructivist or Montessori or something. It's something where we keep the Brazilian curriculum with 600 tiles of a mosaic, which we want to expose these kids to by the time they're 17. And follow this all the time and we know how they're doing and we say, you're not interested in this now, let's wait a year. And the kids are in groups that don't have an age category, so the six-year-old kid who is ready for that with an 11-year-old, that eliminates all of the gangs and the groups and this stuff that we have in the schools, in general. And they have a zero to 100 percent grading, which they do themselves with an app every couple of hours. Until we know they're 37 percent of the way we'd like them to be on this issue, so that we can send them out in the world with them knowing enough about it. And so the courses are World Cup Soccer, or building a bicycle. And people will sign up for a 45-day course on building a bicycle. Now, try to build a bicycle without knowing that pi is 3.1416. You can't. And try, any one of you, using 3.1416 for something. You don't know anymore. So this is lost and that's what we try to do there, which is looking for wisdom in that school.
I onda, u istom smislu imamo digitalni mozaik, jer ovo nije konstruktivizam, Montesori ili nešto tako. u njemu držimo brazilski obrazovni program, kroz 600 pločica u moziku, koje hoćemo da iznesemo deci do njihove 17. godine. Ovo stalno pratimo i znamo kako im ide i kažemo, to te ne zanima ove godine, hajde da sačekamo jednu godinu. A deca nisu u uzrasnim grupama, tako da je šestogodišnjak, koji je za to spreman, sa 11-godišnjakom, i to eliminiše bande i grupe i sve te stvari, koje u školama imamo, generalno. I imaju ocenjivanje od nula do 100 procenata, što oni sami, uz pomoć aplikacije rade svakih par sati sve dok ne znamo da su postigli 37 procenata od onoga što bismo mi od njih želeli vezano za tu temu, tako da možemo da ih pošaljemo u svet sa dovoljnim znanjem o toj temi. Predmeti su: Svetski fudbalski kup, ili pravljenje bicikla. I ljudi se prijave na kurs o pravljenju bicikla koji traje 45 dana. A probajte da napravite bicikl a da ne znate da je pi 3,1416. Ne možete. A pokušajte, bilo ko od vas da iskoristi 3,1416 za nešto. Više ne znate. To je izgubljeno i to je ono što mi pokušavamo da uradimo, što je traženje mudrosti u toj školi.
And that brings us back to this graph and this distribution of our life. I accumulated a lot of money when I think about it. When you think and you say, now is the time to give back -- well, if you're giving back, you took too much. (Laughter) (Applause) I keep thinking of Warren Buffet waking up one day and finding out he has 30 billion dollars more than he thought he had. And he looks and he says, what am I going to do with this? And he says, I'll give it to someone who really needs this. I'll give it to Bill Gates. (Laughter) And my guy, who's my financial advisor in New York, he says, look, you're a silly guy because you would have 4.1 times more money today if you had made money with money instead of sharing as you go. But I like sharing as you go better. (Applause)
A to nas ponovo vodi do grafikona i distribucije našeg života. Kada o tome razmišljam, ja sam stekao mnogo novca. Kada razmišljate i kažete: vreme je da ga vratim - pa, ukoliko vraćate, previše ste uzeli. (Smeh) (Aplauz) Mislim o tome kako se Voren Bafet probudio jednog jutra i shvatio kako ima 30 milijardi dolara više nego što je mislio. Pogleda i kaže: šta ću da radim sa ovim? I kaže: daću ga nekome kome je zaista potreban. Daću ga Bil Gejtsu. (Smeh) A moj čovek, moj finansijski savetnik u Njujorku, mi kaže: ti si blesav, danas si mogao da imaš 4,1 puta više novca da si novcem zarađivao novac umesto što si ga usput delio sa drugima. Ali ja više volim da delim usput. (Aplauz)
I taught MBAs at MIT for a time and I ended up, one day, at the Mount Auburn Cemetery. It is a beautiful cemetery in Cambridge. And I was walking around. It was my birthday and I was thinking. And the first time around, I saw these tombstones and these wonderful people who'd done great things and I thought, what do I want to be remembered for? And I did another stroll around, and the second time, another question came to me, which did me better, which was, why do I want to be remembered at all? (Laughter) And that, I think, took me different places. When I was 50, my wife Fernanda and I sat for a whole afternoon, we had a big pit with fire, and I threw everything I had ever done into that fire. This is a book in 38 languages, hundreds and hundreds of articles and DVDs, everything there was. And that did two things. One, it freed our five kids from following in our steps, our shadow -- They don't know what I do. (Laughter) Which is good. And I'm not going to take them somewhere and say, one day all of this will be yours. (Laughter) The five kids know nothing, which is good.
Jedno vreme sam predavao studentima na MIT-ju i jednog dana sam se našao na groblju Maunt Obern. To je prelepo groblje u Kembridžu. Šetao sam se unaokolo. Bio mi je rođendan i ramišljao sam. I tokom prve šetnje sam video te nadgrobne spomenike i te divne ljude koji su učinili značajne stvari i pomislio sam: po čemu želim da mene pamte? I napravio sam novi krug, i drugi put, palo mi je na pamet drugo pitanje, koje mi je bolje poslužilo, a to je bilo: zašto bih uopšte želeo da me pamte? (Smeh) I to me je, mislim, odvelo daleko. Kada sam imao 50 godina, moja supruga Fernanda i ja smo sedeli čitavo popodne, bili smo pored vatre, i u nju sam bacio sve što sam ikada uradio. Tu knjigu prevedenu na 38 jezika, stotine i stotine članaka i DVD-ja, sve što sam imao. A time su urađene dve stvari. Prva, oslobodilo je naše petoro dece pritiska da idu našim stopama, naše senke. Oni ne znaju šta ja radim. (Smeh) Što je dobro. I ja ih neću povesti na neko mesto i reći: jednoga dana sve ovo će biti vaše. (Smeh) Petoro dece ne zna ništa, što je dobro.
And the second thing is, I freed myself from this anchor of past achievement or whatever. I'm free to start something new every time and to decide things from scratch in part of those terminal days. And some people would say, oh, so now you have this time, these terminal days, and so you go out and do everything. No, we've been to the beaches, so we've been to Samoa and Maldives and Mozambique, so that's done. I've climbed mountains in the Himalayas. I've gone down 60 meters to see hammerhead sharks. I've spent 59 days on the back of a camel from Chad to Timbuktu. I've gone to the magnetic North Pole on a dog sled. So, we've been busy. It's what I'd like to call my empty bucket list. (Laughter)
A druga stvar je, oslobodio sam sebe tereta uspeha, ili već čega, iz prošlosti. Slobodan sam da svaki put započnem nešto novo, i da o stvarima odlučujem od nule delimično tokom tih poslednjih dana. I neki ljudi bi rekli: o, pa sada imaš to vreme, te poslednje dane, i tako izlaziš i svašta radiš. Ne, bili smo na plažama. bili smo na Samoi i Maldivima i Mozambiku, tako da je to urađeno. Planinario sam na Himalajima. Išao sam na dubinu od 60 metara kako bih video ajkule čekićare. Proveo sam 59 dana na leđima kamile od Čada do Timbuktua. Otišao sam na magnetski Severni pol na sankama koje vuku psi. Dakle, bili smo zauzeti. To je ono što volim da nazovem mojom praznom listom poslednjih želja. (Smeh)
And with this rationale, I look at these days and I think, I'm not retired. I don't feel retired at all. And so I'm writing a new book. We started three new companies in the last two years. I'm now working on getting this school system for free out into the world, and I've found, very interestingly enough, that nobody wants it for free. And so I've been trying for 10 years to get the public system to take over this school rationale, much as the public schools we have, which has instead of 43 out of 100, as their rating, as their grades, has 91 out of 100. But for free, nobody wants it. So maybe we'll start charging for it and then it will go somewhere. But getting this out is one of the things we want to do.
I razmišljajući na ovaj način, posmatram te dane i mislim, nisam u penziji, ne osećam se penzionisano. I tako, pišem novu knjigu. Osnovali smo tri nove kompanije tokom poslednje dve godine. Sada radim na tome da ovaj novi školski sistem besplatno pustim u svet, a uvideo sam, začuđujuće, da ga niko ne želi besplatno. I tako već deset godina pokušavam da ubedim državni sistem da preuzme ovu školsku osnovu, baš kao državne škole koje imamo, i koji umesto 43 od 100, što je njihov rejting, njihove ocene ima 91 od 100. Ali za džabe ga niko neće. Tako da ćemo možda početi da za njega naplaćujemo, pa će nekuda stići. Ali jedna od stvari koje hoćemo da uradimo je da ga iznesemo u javnost.
And I think what this leaves us as a message for all of you, I think is a little bit like this: We've all learned how to go on Sunday night to email and work from home. But very few of us have learned how to go to the movies on Monday afternoon. And if we're looking for wisdom, we need to learn to do that as well. And so, what we've done all of these years is very simple, is use the little tool, which is ask three whys in a row. Because the first why you always have a good answer for. The second why, it starts getting difficult. By the third why, you don't really know why you're doing what you're doing. What I want to leave you with is the seed and the thought that maybe if you do this, you will come to the question, what for? What am I doing this for? And hopefully, as a result of that, and over time, I hope that with this, and that's what I'm wishing you, you'll have a much wiser future. Thank you very much. (Applause)
Mislim da nas ovo ostavlja sa porukom za sve vas, mislim da ona ide ovako: Svi smo naučili kako da izađemo nedeljom uveče kako da šaljemo mejlove i radimo od kuće. Ali vrlo nas je malo naučilo kako da idemo u bioskop ponedeljkom poslepodne. A ukoliko tražimo mudrost, moramo da i to naučimo. I tako je ono što smo radili sve ove godine vrlo jednostavno, a to je korišćenje male alatke koja je: tri puta uzastopno zapitati zašto. Jer na prvo zašto uvek imate dobar odgovor. sa drugim zašto postaje teže. Do trećeg zašto, više zaista ne znate zašto radite to što radite. Želim da vas ostavim sa klicom i mišlju da ćete možda ukoliko to uradite, doći do pitanja: zbog čega? Zbog čega ja ovo radim? I konačno tokom vremena, kao posledicu. I nadam se da ćete sa ovim, i to je ono što vam želim, imati mnogo mudriju budućnost. Veliko hvala. (Aplauz)
Chris Anderson: So Ricardo, you're kind of crazy. (Laughter) To many people, this seems crazy. And yet so deeply wise, also. The pieces I'm trying to put together are this: Your ideas are so radical. How, in business, for example, these ideas have been out for a while, probably the percentage of businesses that have taken some of them is still quite low. Are there any times you've seen some big company take on one of your ideas and you've gone, "Yes!"?
Kris Anderson: Rikardo, vi ste pomalo ludi. (Smeh) Mnogim ljudima se ovo čini ludo. A ipak tako dubokoumno. Ono što pokušavam da shvatim je sledeće: vaše ideje su tako radikalne. One su u poslovnom svetu, na primer, prisutne već neko vreme, veovatno je broj preduzeća koja su ih usvojila još uvek prilično mali. Da li se desilo da ste videli kako je neko veliko preduzeće usvojilo vaše ideje, a vaša reakcija je bila: "To!"
Ricardo Semler: It happens. It happened about two weeks ago with Richard Branson, with his people saying, oh, I don't want to control your holidays anymore, or Netflix does a little bit of this and that, but I don't think it's very important. I'd like to see it happen maybe a little bit in a bit of a missionary zeal, but that's a very personal one. But the fact is that it takes a leap of faith about losing control. And almost nobody who is in control is ready to take leaps of faith. It will have to come from kids and other people who are starting companies in a different way.
Rikardo Semler: Dešava se. Desilo se pre oko dve nedelje sa Ričardom Bransonom i njegovim ljudima koji kažu: ne želimo više da kontrolišemo vaše godišnje odmore ili sa Netfliksom, koji ponešto čini ali ne mislim da je to jako važno. U svom misionarskom žaru bih voleo da to vidim, ali to je vrlo lična želja. Činjenica je da je za gubljenje kontrole neophodna vera. A retko je ko od onih koji kontrolišu, spreman da dela na osnovu vere. To će morati da potekne od mladih i drugih ljudi koji svoja preduzeća zasnivaju drugačije.
CA: So that's the key thing? From your point of view the evidence is there, in the business point of view this works, but people just don't have the courage to -- (Whoosh)
KA: To je dakle ključno? Po vašem mišljenju dokazi postoje, sa poslovne tačke gledišta daje rezultate ali ljudi naprosto nemaju hrabrosti da - (Fju)
RS: They don't even have the incentive. You're running a company with a 90-day mandate. It's a quarterly report. If you're not good in 90 days, you're out. So you say, "Here's a great program that, in less than one generation --" And the guy says, "Get out of here." So this is the problem. (Laughter)
RS: Oni ni nemaju podstrek. Vi vodite preduzeće sa mandatom od 90 dana. To je kvartalni izveštaj. Ukoliko nemate dobre rezultate nakon 90 dana, gotovi ste. I tako kažete: "Imam odličan program koji će za manje od generacije ..." A oni vam kažu: "Ma hajde!" Tako da je to problem. (Smeh)
CA: What you're trying to do in education seems to me incredibly profound. Everyone is bothered about their country's education system. No one thinks that we've caught up yet to a world where there's Google and all these technological options. So you've got actual evidence now that the kids so far going through your system, there's a dramatic increase in performance. How do we help you move these ideas forward?
KA: To što pokušavate da učinite sa obrazovanjem mi se čini izuzetno mudrim. Svakoga se tiče obrazovni sistem njegove zemlje. Niko ne veruje da smo već toliko obuzeti svetom u kojem postoji Gugl i sve te tehnološke mogućnosti. Vi imate činjenične dokaze da deca koja do sada prolaze kroz vaš sistem pružaju dramatično bolje rezultate. Kako da vam pomognemo da progurate svoje ideje?
RS: I think it's that problem of ideas whose time has come. And I've never been very evangelical about these things. We put it out there. Suddenly, you find people -- there's a group in Japan, which scares me very much, which is called the Semlerists, and they have 120 companies. They've invited me. I've always been scared to go. And there is a group in Holland that has 600 small, Dutch companies. It's something that will flourish on its own. Part of it will be wrong, and it doesn't matter. This will find its own place. And I'm afraid of the other one, which says, this is so good you've got to do this. Let's set up a system and put lots of money into it and then people will do it no matter what.
RS: Mislim da je u pitanju problem ideja čije je vreme došlo. I nisam nikada bio za njihovo propovedanje. Mi ih iznosimo. Iznenada, nailazite na ljude - u Japanu postoji grupa, što me jako plaši, oni se zovu Semleristi, i imaju oko 120 preduzeća. Pozvali su me, ali sam se uvek bojao da odem. I u Holandiji postoji grupa koju čini 600 malih holandskih preduzeća. To je nešto što će samo da cveta. Nešto od toga će biti pogrešno, ali to nije važno. Ono će samo pronaći svoje mesto. Ja se bojim onog drugog, koji kaže: to je tako dobro, morate tako da radite. Hajde da napravimo sistem i u njega uložimo mnogo novca i onda će ljudi tako raditi po svaku cenu.
CA: So you have asked extraordinary questions your whole life. It seems to me that's the fuel that's driven a lot of this. Do you have any other questions for us, for TED, for this group here?
KA: Vi ste dakle čitavog života postavljali neobična pitanja. Čini mi se da je to vaša pokretačka snaga. Da li za nas, za TED, za ovu grupu ovde imate neka druga pitanja?
RS: I always come back to variations of the question that my son asked me when he was three. We were sitting in a jacuzzi, and he said, "Dad, why do we exist?" There is no other question. Nobody has any other question. We have variations of this one question, from three onwards. So when you spend time in a company, in a bureaucracy, in an organization and you're saying, boy -- how many people do you know who on their death beds said, boy, I wish I had spent more time at the office? So there's a whole thing of having the courage now -- not in a week, not in two months, not when you find out you have something -- to say, no, what am I doing this for? Stop everything. Let me do something else. And it will be okay, it will be much better than what you're doing, if you're stuck in a process.
RS: Ja se uvek iznova vraćam na neku varijaciju pitanja koje mi je postavio sin kada je imao tri godine. Sedeli smo u đakuziju i rekao je: "Tata, zašto postojimo?" Nema drugog pitanja. Niko nema drugo pitanje. Imamo varijacije ovog pitanja, od treće godine nadalje. I kada provedete vreme u preduzeću, birokratiji, u organizaciji i kažete, čoveče - koliko ljudi poznajete koji su na samrtnoj postelji rekli: "Čoveče, žao mi je što više vremena nisam proveo u kancelariji?" Dakle suština je imati hrabrosti sada, ne kroz nedelju dana, ne za dva meseca, ne kada otkrijete da ste oboleli, reći: ne, zašto ja ovo radim? Zaustavite sve. Dajte da radim nešto drugo. I biće dobro, biće mnogo bolje od onoga što sada radite, ukoliko ste to radeći zapeli.
CA: So that strikes me as a profound and quite beautiful way to end this penultimate day of TED. Ricardo Semler, thank you so much. RS: Thank you so much.
KA: Mislim da je ovo mudar i lep način da završimo ovaj pretposlednji TED dan. Rikardo Semleru, puno vam hvala. RS: Hvala vama.
(Applause)
(Aplauz)