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. Sve što se dogodi na Vol Stritu više ne ostaje na Vol Stritu. Sve što se desi u Vegasu završi na YouTubu. (Smeh) Ugled je promenljiv. Odanost je nepouzdana. Menadžment timovi postaju sve više odvojeni od svog osoblja. (Smeh) Nedavno sprovedeno istraživanje pokazuje da 27 posto šefova smatra da su njihovi zaposleni inspirisani svojom firmom. Međutim, u istom istraživanju, samo 4 posto zaposlenih se složilo. Kompanije gube kontrolu nad svojim mušterijama i zaposlenima. Ali, da li je stvarno 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?
Ja sam prodavac, a kao prodavac, znam da nikada nisam imao kontrolu. Tvoj brend je ono što drugi govore o tebi kada ti nisi prisutan, izreka kaže. Hiperpovezanost i transparentnost omogućavaju kompanijama da sada budu u toj sobi dvadeset četiri sata dnevno. Mogu da slušaju i da se pridruže razgovoru. Zapravo, imaju više kontrole nad gubitkom kontrole nego ikad pre. Mogu da joj se prilagode. 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.
Pre svega, mogu da daju zaposlenima i mušterijama više slobode. Mogu da sarađuju sa njima u stvaranju ideja iskustva, sadržaja i proizvoda. Mogu da im pruže više slobode u formiranju cena, što je bend Radiohed i učinio takozvanim "Plati po želji" internet izdanjem albuma "In Rainbows". Kupci su mogli da odrede cenu, ali ponuda je bila ograničena i važila samo za određeni vremenski period. Ovaj album se prodao u više kopija nego prethodna izdanja ovog benda. Danska kompanija čokolade Anton Berg je otvorila takozvanu "plemenitu prodavnicu" u Kopenhagenu. Zahtevali su od mušterija da kupe čokoladu uz obećanje da će činiti dobra dela prema onima koje vole. Pretvorili su transakcije u interakcije, a darežljivost u valutu. Kompanije mogu da daju kontrolu čak i hakerima. Kada se Microsoft Kinect pojavio, dodatak Xboxu koji se kontroliše pokretom, odmah je privukao pažnju hakera. Microsoft se prvo branio od hakova, ali je potom promenio pravac kada su shvatili da aktivno podržavanje te zajednice može da koristi. Osećaj zajedničkog vlasništva, besplatan publicitet i dodata vrednost, sve je to pomoglo pokretanje prodaje.
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 mušterija jeste reći im da ne kupuju. Patagonia, proizvođač odeće i obuće, ohrabrivao je moguće kupce da provere na eBayu njihove polovne proizvode i da poprave svoje cipele, pre nego što kupe nove. Sa još radikalnijim stavom protiv rasipništva, ta kompanija je pustila reklamu koja glasi "Nemojte da kupite ovu jaknu" kada je potrošačka sezona bila na vrhuncu. Možda im je to kratkotrajno ugrozilo prodaju, ali je izgradilo dugotrajnu odanost zasnovanu na zajedničkim vrednostima.
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 pružimo zaposlenima više kontrole nad njihovim radom, oni će biti srećniji i produktivniji. Kompanija iz Brazila, Semco Group, sada već slavno dozvoljava svojim zaposlenima da sami odrede svoj poslovni raspored pa čak i svoje plate. Hulu i Netflix, između ostalih kompanija, imaju otvorenu politiku o 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 da daju ljudima više slobode, ali mogu isto tako da im daju manje slobode. Tradicionalna znanja iz oblasti biznisa nalažu da se poverenje stiče iz predvidljog ponašanja, ali kada je sve usklađeno i standardizovano, kako da stvorite značajna iskustva? Omogućiti ljudima manje kontrole može biti divan način da se suprotstavimo mnoštvu izbora i da ih time usrećimo. Uzmite na primer Nextpedition uslge za putovanja Nextpedition pretvara putovanje u igru, praćenu iznenađujućim preokretima. Ne govore putniku gde ide do poslednjeg trenutka i pružaju informacije baš na vreme. Slično tome, holandska avio kompanija KLM je pokrenula kampanju iznenađenja, naizgled nasumično dajući male poklone putnicima na putu do njihovog odredišta. Interflora, sa sedištem u Engleskoj, je pratila na Twitteru korisnike koji su imali loš dan, i slala im besplatan buket cveća.
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.
Postoji li išta što kompanije mogu da urade da njihovi zaposleni ne bi osećali vremenski pritisak? Da. Naterajte ih da pomognu drugima. Nedavno sprovedeno istraživanje govori da ako zaposleni izvrše poneki nesebičan zadatak u toku dana njihov ukupni osećaj produktivnosti raste. U Frogu, kompaniji u kojoj ja radim, održavamo sesije za ubrzano upoznavanje koje povezuju stare i nove zaposlene, što im pomaže da se brže upoznaju. Time što uspostavljamo striktne procese, dajemo im manje kontrole, manje izbora, ali im omogućavamo bolje i bogatije društvene odnose.
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 su tvorci svoje sreće, i kao svi mi, one su potpuno prepuštene slučajnim otkrićima. To bi trebalo da ih učini skromnijim, ranjivijim i više ljudskim. Na kraju krajeva, kako hiperpovezanost i transparentnost obdanjuju ponašanje kompanija, ostati veran sebi je jedini korisni održivi predlog. Ili kako je baletski igrač Alonzo King rekao, "Ono što je interesantno o tebi si ti." Da bi srž kompanija isplovila, otvorenost je nenadmašna, ali radikalna otvorenost nije rešenje, jer kada je sve otvoreno, ništa nije otvoreno. "Osmeh su vrata koja su polu otvorena i polu zatvorena," napisala je Dženifer Egan. Kompanije mogu da daju svojim zaposlenima i mušterijama manje ili više slobode. Oni mogu da brinu o tome koliko otvorenosti je dobro za njih i šta treba da ostane zatvoreno. Ili prosto mogu da se nasmeše i ostanu otvoreni za sve mogućnosti. Hvala. (Aplauz) (Aplauz)