Companies are losing control. What happens on Wall Street no longer stays on Wall Street. What happens in Vegas ends up on YouTube. (Laughter) Reputations are volatile. Loyalties are fickle. Management teams seem increasingly disconnected from their staff. (Laughter) A recent survey said that 27 percent of bosses believe their employees are inspired by their firm. However, in the same survey, only four percent of employees agreed. Companies are losing control of their customers and their employees. But are they really?
Kompanije gube kontrolu. Što se dogodi na Wall Streetu, ne ostaje više na Wall Streetu. Što se dogodi u Vegasu, završi na YouTubeu. Ugled je promjenjiv. Odanost je nepouzdana. Menadžment timovi postaju sve više odvojeni od svog osoblja. (Smijeh) Nedavno istraživanje pokazuje kako 27 posto šefova vjeruje da su njihovi zaposlenici inspirirani njihovom tvrtkom. Međutim, u istom istraživanju, samo 4 posto zaposlenih se složilo. Kompanije gube kontrolu nad svojim klijentima i zaposlenicima. No, je li to zaista tako?
I'm a marketer, and as a marketer, I know that I've never really been in control. Your brand is what other people say about you when you're not in the room, the saying goes. Hyperconnectivity and transparency allow companies to be in that room now, 24/7. They can listen and join the conversation. In fact, they have more control over the loss of control than ever before. They can design for it. But how?
Bavim se marketingom i znam da nikada nisam stvarno imao kontrolu. Vaš brend je ono što drugi govore o vama kada niste s njima u prostoriji, tako kažu. Pretjerana povezanost i transparentnost omogućuju kompanijama da sada budu u toj prostoriji, 24/7. Mogu slušati i pridružiti se razgovoru. Zapravo, imaju više kontrole nad gubitkom kontrole nego ikada prije. Mogu joj se prilagoditi. Ali kako?
First of all, they can give employees and customers more control. They can collaborate with them on the creation of ideas, knowledge, content, designs and product. They can give them more control over pricing, which is what the band Radiohead did with its pay-as-you-like online release of its album "In Rainbows." Buyers could determine the price, but the offer was exclusive, and only stood for a limited period of time. The album sold more copies than previous releases of the band. The Danish chocolate company Anthon Berg opened a so-called "generous store" in Copenhagen. It asked customers to purchase chocolate with the promise of good deeds towards loved ones. It turned transactions into interactions, and generosity into a currency. Companies can even give control to hackers. When Microsoft Kinect came out, the motion-controlled add-on to its Xbox gaming console, it immediately drew the attention of hackers. Microsoft first fought off the hacks, but then shifted course when it realized that actively supporting the community came with benefits. The sense of co-ownership, the free publicity, the added value, all helped drive sales.
Prije svega, mogu dati zaposlenima i klijentima više kontrole. Mogu surađivati s njima u stvaranju ideja, znanja, sadržaja, dizajna i proizvoda. Mogu im dati više kontrole u formiranju cijena, što je učinio bend Radiohead opcijom dobrovoljnog plaćanja za njihov online album "In Rainbows." Kupci su mogli odrediti cijenu, ali je ponuda bila ograničena i samo je vrijedila za određeni vremenski period. Taj album se prodao u više primjeraka, nego njihova prethodna izdanja. Danska kompanija čokolade Anthon Berg otvorila je, takozvanu, "Velikodušnu trgovinu" u Copenhagenu. Kupce su tražili da kupe čokoladu, uz obećanje da će činiti dobra djela prema onima koje vole. Pretvorili su transakcije u interakcije, a velikodušnost u valutu. Kompanije mogu dati kontrolu čak i hakerima. Kada je izašao Microsoft Kinect, što je dodatak Xbox konzoli koji se kontrolira pokretom, odmah je privukao pažnju hakera. Microsoft se prvo branio od hakova, ali je potom promijenio smjer, kada su shvatili da aktivno podržavanje te zajednice može biti od koristi. Osjećaj zajedničkog vlasništva, besplatna promocija, dodana vrijednost, sve je to pomoglo prodaji.
The ultimate empowerment of customers is to ask them not to buy. Outdoor clothier Patagonia encouraged prospective buyers to check out eBay for its used products and to resole their shoes before purchasing new ones. In an even more radical stance against consumerism, the company placed a "Don't Buy This Jacket" advertisement during the peak of shopping season. It may have jeopardized short-term sales, but it builds lasting, long-term loyalty based on shared values.
Najbolji način ohrabrivanja kupaca je tražiti ih da ne kupuju. Patagonia, proizvođač odjeće i opreme, ohrabrivao je moguće kupce da provjere na eBayu njihove rabljene proizvode te da poprave svoje cipele, prije nego što kupe nove. Još radikalnijim stavom protiv potrošačkog mentaliteta, kompanija je objavila oglas "Ne kupujte ovu jaknu" na vrhuncu prodajne sezone. Možda im je to kratkotrajno ugrozilo prodaju, ali je izgradilo odanost na duge staze, temeljenu na zajedničkim vrijednostima.
Research has shown that giving employees more control over their work makes them happier and more productive. The Brazilian company Semco Group famously lets employees set their own work schedules and even their salaries. Hulu and Netflix, among other companies, have open vacation policies.
Istraživanja pokazuju da ako zaposlenima damo više kontrole nad njihovim radom, oni će biti sretniji i produktivniji. Brazilska kompanija Semco Group poznata je po tome što dozvoljava zaposlenima da sami odrede svoj raspored rada pa čak i svoje plaće. Hulu i Netflix, između ostalih kompanija, imaju otvorenu politiku o godišnjim odmorima.
Companies can give people more control, but they can also give them less control. Traditional business wisdom holds that trust is earned by predictable behavior, but when everything is consistent and standardized, how do you create meaningful experiences? Giving people less control might be a wonderful way to counter the abundance of choice and make them happier. Take the travel service Nextpedition. Nextpedition turns the trip into a game, with surprising twists and turns along the way. It does not tell the traveler where she's going until the very last minute, and information is provided just in time. Similarly, Dutch airline KLM launched a surprise campaign, seemingly randomly handing out small gifts to travelers en route to their destination. U.K.-based Interflora monitored Twitter for users who were having a bad day, and then sent them a free bouquet of flowers.
Kompanije mogu dati ljudima više kontrole, no, mogu dati i manje. Tradicionalna poslovna mudrost drži da se povjerenje stiče predvidivim ponašanjem, ali kada je sve utvrđeno i standardizirano, kako stvarate smislena iskustva? Omogućiti ljudima manje kontrole može biti divan način da se suprotstavimo mnoštvu izbora i učinimo ih sretnima. Uzmite kao primjer Nextpedition, usluge za putovanja. Nextpedition pretvara putovanje u igru, praćenu iznenadnim preokretima i promjenama. Ne govore putniku gdje ide sve do posljednjeg trenutka, a pružaju informacije točno kada treba. Slično tome, nizozemska avio kompanija KLM pokrenula je kampanju iznenađenja, naizgled nasumično, dajući male poklone putnicima na putu do njihovog odredišta. Interflora, sa središtem u Engleskoj, pratila je na Twitteru korisnike koji su imali loš dan i onda im poslala besplatan buket cvijeća.
Is there anything companies can do to make their employees feel less pressed for time? Yes. Force them to help others. A recent study suggests that having employees complete occasional altruistic tasks throughout the day increases their sense of overall productivity. At Frog, the company I work for, we hold internal speed meet sessions that connect old and new employees, helping them get to know each other fast. By applying a strict process, we give them less control, less choice, but we enable more and richer social interactions.
Mogu li kompanije što učiniti kako bi njihovi zaposlenici osjećali manji vremenski pritisak? Da. Natjerajte ih da pomažu drugima. Nedavno istraživanje govori da ako zaposlenici izvrše tijekom dana neki nesebičan zadatak, njihov ukupni osjećaj produktivnosti raste. U Frogu, gdje radim, održavamo susrete ubrzanog upoznavanja koji povezuju stare i nove zaposlenike, što im pomaže da se brže upoznaju. Uspostavljanjem striktnog procesa dajemo im manje kontrole, manje izbora, ali im omogućavamo više bogatijih društvenih odnosa.
Companies are the makers of their fortunes, and like all of us, they are utterly exposed to serendipity. That should make them more humble, more vulnerable and more human. At the end of the day, as hyperconnectivity and transparency expose companies' behavior in broad daylight, staying true to their true selves is the only sustainable value proposition. Or as the ballet dancer Alonzo King said, "What's interesting about you is you." For the true selves of companies to come through, openness is paramount, but radical openness is not a solution, because when everything is open, nothing is open. "A smile is a door that is half open and half closed," the author Jennifer Egan wrote. Companies can give their employees and customers more control or less. They can worry about how much openness is good for them, and what needs to stay closed. Or they can simply smile, and remain open to all possibilities. Thank you. (Applause) (Applause)
Kompanije same stvaraju svoje bogatstvo i kao svi mi, one su potpuno prepuštene slučajnostima. To bi ih trebalo učiniti skromnijima, ranjivijima i ljudskijima. Na kraju, budući hiperpovezanost i transparentnost iznose ponašanje kompanija na svjetlo dana, ostati vjeran sebi jedini je održiv prijedlog. Ili kako je rekao baletan Alonzo King, "Ono što je zanimljivo o tebi si ti." Da bi bit kompanije bila izražena, glavna je otvorenost, ali radikalna otvorenost nije rješenje, jer kada je sve otvoreno, ništa nije otvoreno. "Osmijeh su vrata koja su poluotvorena i poluzatvorena," napisala je spisateljica Jennifer Egan. Kompanije mogu dati svojim zaposlenima i klijentima više ili manje kontrole. Oni mogu brinuti o tome koliko otvorenosti je dobro za njih, a što treba ostati zatvoreno. Ili se samo mogu nasmiješiti i ostati otvoreni za sve mogućnosti. Hvala. (Pljesak) (Pljesak)