There's a grocery store in Brooklyn, New York, with sales per square foot 4 times as high as any other grocery store in the area. 10,000 people work there, and it doesn’t have a CEO.
Postoji trgovina u Bruklinu u Njujorku sa prodajom po metru kvadratnom četiri puta većom od bilo koje druge prodavnice u toj oblasti. U njoj radi 10 000 radnika, a nemaju izvršnog direktora.
This place is the Park Slope Food Co-op, and it’s one of 3 million cooperatives, or co-ops for short, around the world. Co-ops are a big part of the global economy: they employ 280 million people— 10% of the world’s workforce and the equivalent of over $2 trillion flow through their doors every year.
Ovo mesto je zadruga Park sloup fud, i jedna je od tri miliona zadruga koje postoje širom sveta. Zadruge čine veliki deo globalne ekonomije: zapošljavaju 280 miliona ljudi, tj. 10% svetske radne snage, a ekvivalent od preko dva biliona dolara cirkuliše kroz njih svake godine.
How is it possible that a business with 10,000 workers doesn’t have a CEO?
Kako je moguće da firma sa 10 000 radnika nema izvršnog direktora?
To answer that, we have to talk about what a co-op is and why they were founded.
Kako bismo odgovorili, moramo da govorimo o tome šta su zadruge i zašto su osnovane.
Let’s rewind to 1844. A group of 28 weavers in Rochdale, England came together to create and co-own a store. By buying in bulk directly from suppliers, they could negotiate prices, which allowed all of them to buy stuff they couldn't otherwise afford. They ran the store collectively and democratically, which was remarkable at the time. The Rochdale Society of Equitable Pioneers wasn't the world's first co-op, but it was the first to publicize its principles— principles that guide co-ops to this day.
Premotajmo nazad do 1844. Grupa od 28 tkalja u Ročdejlu u Engleskoj se okupila kako bi osnovala i zajedno posedovala radnju. Kupujući na veliko direktno od dobavljača, mogli su da pregovaraju o cenama, što im je omogućilo da kupuju stvari koje inače ne bi mogli da priušte. Upravljali su radnjom kolektivno i demokratski, što je bilo zadivljujuće u to vreme. Ročdejlsko udruženje ravnopravnih pionira nije prva zadruga na svetu, ali jeste bila prva koja je publikovala svoje principe - principe kojima se do danas vode zadruge.
Today, there are all kinds of co-ops: REI in the US and S-Group in Finland are large consumer co-ops. Credit unions and mutual insurance companies are financial sector co-ops. And when farmers or other producers come together, that's a producer co-op.
Danas imamo razne vrste zadruga: REI u SAD-u i S-grupa u Finskoj su velike potrošačke zadruge. Kreditne zadruge i društva za uzajamno osiguranje su zadruge u finansijskom sektoru. A kada se zemljoradnici i drugi proizvođači udruže
And then there are worker co-ops, like Mondragon in Spain or The Cheeseboard in Berkeley, California, which are founded to provide jobs to people in the community.
radi se o zadrugama proizvođača. A potom imamo radničke zadruge, poput Mondragona u Španiji ili Čizborda u Berkliju, Kaliforniji, koje su osnovane kako bi omogućile poslove za ljude iz komšiluka.
Some consumer co-ops, like Park Slope, require their members to work shifts in the store. In exchange for their work, members pay 15 to 50% less for groceries, and they influence what products are— or aren’t— sold there.
Neke potrošačke zadruge, poput Park sloupa, zahtevaju od svojih članova da rade u smenama u radnjama. U zamenu za njihov rad, članovi plaćaju 15 do 50 posto manje za namirnice i utiču na to koji proizvodi se hoće - ili neće - prodavati tu.
Three crucial things to know about co-ops: first, all co-ops are jointly owned by their members, whether those members are consumers, producers, workers, or whoever. Unlike traditional companies, which can have outside shareholders, all owners of a co-op are also members.
Tri ključne stvari koje treba znati o zadrugama: prvo, sve zadruge su u zajedničkom vlasništvu svojih članova, bilo da su ti članovi potrošači, proizvođači, radnici ili bilo ko. Nasuprot tradicionalnim firmama, koje mogu da imaju spoljne akcionare, svi vlasnici zadruge su takođe članovi.
Second, co-ops are not founded to maximize profit. Many do turn a significant profit, but that’s not their core mission. So evaluating a co-op purely by traditional business metrics ignores the most important reason for their existence: how well do they serve their members?
Drugo, zadruge se ne osnivaju zarad uvećanja profita. Mnoge uistinu zarađuju značajan profit, ali to nije njihova osnovna misija. Stoga procena zadruge isključivo tradicionalnom poslovnom metrikom ignoriše najvažniji razlog njenog postojanja: koliko dobro služi svojim članovima?
And third: co-ops are controlled democratically by their members.
I treće, zadrugama upravljaju demokratski njihovi članovi.
But how do decisions get made?
Međutim, kako se odluke donose?
It varies.
Nije svuda isto.
At a small worker co-op like The Cheeseboard, day-to-day operational decisions are just made by the workers.
U maloj radničkoj zadruzi poput Čizborda, operativne odluke na dnevnom nivou prosto donose njihovi radnici.
As co-ops get larger, they do institute some form of leadership or management.
Kako zadruge rastu, ustanovljavaju neki oblik rukovodstva ili menadžmenta.
Park Slope has a general manager who leads the 80 or so employees. And the largest network of worker and consumer co-ops in the world, Mondragon, has a president and managers who lead the roughly 30,000 worker-owners and 50,000 contract workers.
Park sloup ima generalnog menadžera koji predvodi oko 80 radnika. A najveća mreža radničkih i potrošačkih zadruga na svetu, Mondragon, ima predsednika i menadžere koji predvode otprilike 30 000 radnika-vlasnika i 50 000 radnika s ugovorom o delu.
But leadership roles in a co-op are very different than in a traditional company. The leadership implements policies that its members or worker-owners have agreed upon, by vote. And at Mondragon workers, can vote to fire the president.
Vodeće pozicije pak u zadruzi su veoma različite nego u tradicionalnoj firmi. Rukovodstvo primenjuje propise na koje su njihovi članovi ili radnici-vlasnici pristali glasanjem. A u Mondragonu radnici mogu da glasaju da otpuste predsednika.
At a co-op, there’s no single person with overarching, top-down power over everyone else, like a CEO would have in a traditional company.
U zadruzi ne postoji jedna osoba sa sveobuhvatnom, hijerarhijskom moći nad svima ostalima, kao što je slučaj sa izvršnim direktorom u tradicionalnoj firmi.
Meanwhile, in both co-ops and traditional companies, major company-wide decisions are made by voting.
U međuvremenu, i u zadrugama i tradicionalnim firmama, važnije odluke na nivou firme se donose glasanjem.
But who votes and how is wildly different.
Međutim, ko glasa i kako se uveliko razlikuje.
In a traditional company, voting rights usually come with shares of stock. The more shares you own, the more votes you have. Take Alphabet, the parent company of Google: there are thousands of shareholders, but the two founders control 51% of the votes and therefore the direction of the company.
U tradicionalnoj firmi, pravo glasa obično dolazi sa deonicama. Što više deonica posedujete, više glasova imate. Uzmite Alfabet, majku-firmu Gugla: ona ima na hiljade akcionara, ali dva osnivača kontrolišu 51% glasova, a samim tim i način poslovanja firme.
In a co-op, every member has the right to vote, and in most co-ops, every member gets one vote. That difference results in radically different policies than you’d find at traditional companies. For example, Mondragon limits the salaries of its management to about 6 times what the lowest paid worker makes. In Spain, CEOs of traditional companies make, on average, 143 times as much as a typical worker.
U zadruzi svaki član ima pravo glasa, a u većini zadruga, svaki član dobija jedan glas. Ta razlika rezultira u radikalno različitim politikama nego što biste zatekli u tradicionalnim firmama. Na primer, Mondragon ograničava zarade svog menadžmenta na vrednost od oko šest puta najniže zarade njenog radnika. U Španiji, izvršni direktori tradicionalnih firmi u proseku zarađuju 143 puta više od prosečnog radnika.
At Park Slope, there’s a monthly general meeting, where any member can show up to vote, and a motion needs a simple majority to pass. It then gets taken up by the Board of directors, which is composed of co-op members, for official approval.
U Park sloupu se održava mesečni generalni sastanak na kom se bilo koji član može pojaviti i glasati, a za odluku je potrebna prosta većina. Nju potom preuzima bord direktora, koji se sastoji od članova zadruge, radi zvanične potvrde.
At The Cheeseboard, the worker-owners try to reach consensus on major decisions. This means that some decisions can take a long time. For example, in the late 1970s, the workers debated whether to post a sign outside declaring that The Cheeseboard was a collective for one and a half years. But the extensive discussion, and disagreements, around that decision made it a solid one— The Cheeseboard still advertises the fact that it’s a collective almost 50 years later.
U Čizbordu, radnici-vlasnici pokušavaju da postignu konsenzus za važnije odluke. Ovo znači da je za neke odluke potrebno mnogo vremena. Na primer, kasnih 1970-ih, radnici su godinu ipo dana raspravljali da li da postave spoljni znak koji obznanjuje da je Čizbord kolektiv. Međutim, iscrpne rasprave i neslaganja oko te odluke su je učinile čvrstom - Čizbord i dalje reklamira činjenicu da je kolektiv skoro 50 godina kasnije.
And that’s not all that’s working well at co-ops. Studies in the UK show that co-op start-ups are almost half as likely to close within five years as traditional businesses. And in one study, researchers polled 600 workers at two in-home healthcare businesses: one was a worker co-op and the other was a traditional company. The workers did similar work with similar salaries. The biggest difference? Co-op workers were about 40% happier with their jobs.
A to nije jedino što dobro funkcioniše kod zadruga. Studije iz Britanije pokazuju da startap zadruge imaju skoro dvostruko manje šanse da se zatvore za pet godina u odnosu na tradicionalne firme. A u jednoj studiji, istraživači su anketirali 600 radnika u dva zdravstvena preduzeća za kućnu negu: jedno je bilo radnička zadruga, a drugo tradicionalna firma. Radnici su radili sličan posao sa sličnim platama. Najveća razlika? Radnici u zadruzi su bili oko 40 posto srećniji na svojim poslovima.