Half of the human workforce is expected to be replaced by software and robots in the next 20 years. And many corporate leaders welcome that as a chance to increase profits. Machines are more efficient; humans are complicated and difficult to manage.
Očekuje se da će polovica ljudske radne snage biti zamijenjena softverom ili robotima u sljedećih 20 godina. Mnogim poslovnim čelnicima se taj trend sviđa zbog mogućnosti povećanja profita. Strojevi su učinkovitiji; ljudi su složeniji i teži za upravljanje.
Well, I want our organizations to remain human. In fact, I want them to become beautiful. Because as machines take our jobs and do them more efficiently, soon the only work left for us humans will be the kind of work that must be done beautifully rather than efficiently.
Ja bih želio da naše organizacije ostanu ljudske. U stvari, želim da postanu lijepe. Jer kako strojevi preuzimaju naš posao i rade ga učinkovitije uskoro će jedini preoostali posao za ljude biti ona vrsta posla koja će morati biti napravljena lijepo umjesto učinkovito.
To maintain our humanity in the this second Machine Age, we may have no other choice than to create beauty. Beauty is an elusive concept. For the writer Stendhal it was the promise of happiness. For me it's a goal by Lionel Messi.
Da bismo očuvali naše čovječanstvo u ovom drugom Dobu strojeva možda nećemo imati drugog izbora nego stvarati ljepotu. Ljepota je neuhvatljiv koncept. Za pisca Stendhala to je obećanje sreće. Za mene je to gol Lionela Messija.
(Laughter)
(Smijeh)
So bear with me as I am proposing four admittedly very subjective principles that you can use to build a beautiful organization.
Pridružite mi se dok predlažem četiri, priznajem, vrlo subjektivna načela koja možete koristiti za izgradnju lijepe organizacije.
First: do the unnecessary.
Prvo: radite nepotrebne stvari.
[Do the Unnecessary]
[Radite nepotrebne stvari]
A few months ago, Hamdi Ulukaya, the CEO and founder of the yogurt company Chobani, made headlines when he decided to grant stock to all of his 2,000 employees. Some called it a PR stunt, others -- a genuine act of giving back. But there is something else that was remarkable about it. It came completely out of the blue. There had been no market or stakeholder pressure, and employees were so surprised that they burst into tears when they heard the news. Actions like Ulukaya's are beautiful because they catch us off guard. They create something out of nothing because they're completely unnecessary.
Prije nekoliko mjeseci, Hamdi Ulukaya, CEO i osnivač poduzeća za proizvodnju jogurta, Chobani, osvanuo je na naslovnicama novina kad je svoijh 2.000 radnika nagradio dionicama. Za neke je to bio trik odnosa s javnošću za druge -- iskreni čin vraćanja. Bilo je još nešto sasvim posebno vezano uz to. Nitko to nije očekivao. Nije bilo pritiska tržišta ili dionika poduzeća, a i radnici su bili tako iznenađeni da su briznuli u plač kada su čuli vijesti. Geste poput Ulukayeve su lijepe jer nas ulove na spavanju Stvaraju nešto iz ničeg jer su potpuno nepotrebne.
I once worked at a company that was the result of a merger of a large IT outsourcing firm and a small design firm. We were merging 9,000 software engineers with 1,000 creative types. And to unify these immensely different cultures, we were going to launch a third, new brand. And the new brand color was going to be orange. And as we were going through the budget for the rollouts, we decided last minute to cut the purchase of 10,000 orange balloons, which we had meant to distribute to all staff worldwide. They just seemed unnecessary and cute in the end. I didn't know back then that our decision marked the beginning of the end -- that these two organizations would never become one. And sure enough, the merger eventually failed. Now, was it because there weren't any orange balloons? No, of course not. But the kill-the-orange-balloons mentality permeated everything else. You might not always realize it, but when you cut the unnecessary, you cut everything. Leading with beauty means rising above what is merely necessary. So do not kill your orange balloons.
Jednom sam radio u poduzeću koje je nastalo spajanjem velikog IT poduzeća i malog dizajnerskog poduzeća. Udružili smo 9.000 softverskih inženjera s 1.000 kreativnih tipova A za spajanje ovih nevjerojatno različitih kultura trebali smo pokrenuti novi treći brand. Boja novog branda je trebala biti narančasta. I dok smo prolazili kroz proračune potrebne za pokretanje branda, u posljednjem trenutku smo odlučili otkazati narudžbu 10.000 narančastih balona koje smo namjeravali poslati zaposlenicima širom svijeta. Činili su se zaista nepotrebnima i samo ljupkima. Tada nisam znao da je naša odluka označavala početak kraja -- da te dvije organizacije nikad neće postati jedna. I zaista, spajanje poduzeća je propalo. Je li to bilo zato što nije bilo narančastih balona? Ne, naravno ne. No, mentalitet zbog kojeg smo odbacili balone proširio se i na sve ostalo Možda to ne primijetite uvijek, ali kad odbacite nepotrebno, odbacili ste sve. Vođenje ljepotom znači izdići se iznad onoga što je potrebno. Stoga ne otkazujte narančaste balone.
The second principle: create intimacy.
Drugo načelo: stvorite povjerenje.
[Create Intimacy]
[Stvorite povjerenje]
Studies show that how we feel about our workplace very much depends on the relationships with our coworkers. And what are relationships other than a string of microinteractions? There are hundreds of these every day in our organizations that have the potential to distinguish a good life from a beautiful one. The marriage researcher John Gottman says that the secret of a healthy relationship is not the great gesture or the lofty promise, it's small moments of attachment. In other words, intimacy. In our networked organizations, we tout the strength of weak ties but we underestimate the strength of strong ones. We forget the words of the writer Richard Bach who once said, "Intimacy -- not connectedness -- intimacy is the opposite of loneliness."
Studije pokazuju da ono što osjećamo o radnom mjestu puno ovisi o odnosima sa suradnicima. A što su odnosi drugo nego sitne interakcijske veze? Postoje njih na stotine tijekom dana u vašoj organizaciji i imaju potencijal razlikovati dobar život od lijepog. Proučavatelj brakova John Gottman kaže da tajna zdravog odnosa nije velika gesta ili uzvišeno obećanje. To su sitni trenuci pripadanja. Drugim riječima, povjerenje. U našim povezanim organizacijama krišom promatramo snagu tih slabih veza, a istovremeno podcjenjujemo snagu onih snažnih. Zaboravljamo riječi pisca Richarda Bacha koji je jednom rekao "povjerenje -- ne povezanost -- povjerenje je suprotno od samoće."
So how do we design for organizational intimacy? The humanitarian organization CARE wanted to launch a campaign on gender equality in villages in northern India. But it realized quickly that it had to have this conversation first with its own staff. So it invited all 36 team members and their partners to one of the Khajuraho Temples, known for their famous erotic sculptures. And there they openly discussed their personal relationships -- their own experiences of gender equality with the coworkers and the partners. It was eye-opening for the participants. Not only did it allow them to relate to the communities they serve, it also broke down invisible barriers and created a lasting bond amongst themselves. Not a single team member quit in the next four years. So this is how you create intimacy. No masks ... or lots of masks.
Kako dizajniramo povjerenje unutar organizacija? Humanitarna organizacija CARE je željela započeti kampanju o jednakosti spolova. u selima sjeverne Indije. Vrlo su brzo ustanovili da o tome najprije trebaju razgovarati sa svojim radnicima. Pozvali su svih 36 članova tima i njihove partnere u jedan od Khajuraho dvoraca. poznatom po čuvenim erotskim skulpturama. Tamo su otvoreno razgovarali o njihovim osobnim odnosima -- vlastitim iskustvima o jednakosti spolova sa suradnicima i partnerima. To je otvorilo oči svim sudionicima. Dozvolilo im je da se povežu sa zajednicama kojima pomažu. Također su srušene nevidljive prepreke i među njima stvorene dugotrajne veze. Niti jedan član tima nije dao otkaz tijekom sljedeće četiri godine. Tako se stvara povjerenje. Bez maski... ili puno maski.
(Laughter)
(Smijeh)
When Danone, the food company, wanted to translate its new company manifesto into product initiatives, it gathered the management team and 100 employees from across different departments, seniority levels and regions for a three-day strategy retreat. And it asked everybody to wear costumes for the entire meeting: wigs, crazy hats, feather boas, huge glasses and so on. And they left with concrete outcomes and full of enthusiasm. And when I asked the woman who had designed this experience why it worked, she simply said, "Never underestimate the power of a ridiculous wig."
Kad je Danone, proizvođač hrane želio ugraditi novu misiju poduzeća u stvaranje proizvoda, okupio je tim menadžera i 100 radnika iz različitih odjela, hijerarhija i regija na trodnevnu stratešku radionicu. Od svakog su tražili da nosi kostim tijekom čitave radionice: perike, lude šešire, pernate trake, ogromne naočale i tako dalje. Radionicu su završili s konkretnim ciljevima i puni entuzijazma. Kad sam pitao ženu koja je sve to organizirala kako je to sve postigla, jednostavno mi je odgovorila: Nikad ne podcjenjuj moć smiješne perike."
(Laughter)
(Smijeh)
(Applause)
(Pljesak)
Because wigs erase hierarchy, and hierarchy kills intimacy -- both ways, for the CEO and the intern. Wigs allow us to use the disguise of the false to show something true about ourselves. And that's not easy in our everyday work lives, because the relationship with our organizations is often like that of a married couple that has grown apart, suffered betrayals and disappointments, and is now desperate to be beautiful for one another once again. And for either of us the first step towards beauty involves a huge risk. The risk to be ugly.
Perike brišu hijerarhiju, a hijerarhija ubija intimnost -- u oba smjera, i za CEO i za suradnike. Perike dozvoljavaju korištenje lažnih maski kako bi pokazale nešto istinito o nama. A to je teško u svakodnevnom poslovnom životu jer odnos s našim organizacijama je često poput oženjenog para koji su odrastali zajedno nosili se s prevarama i razočaranjima i sada očajnički pokušavaju opet biti lijepi jedan drugom. I za bilo koga od nas prvi korak prema ljepoti predstavlja ogroman rizik. RIzik da ćemo biti ružni.
[Be Ugly]
[Budite ružni]
So many organizations these days are keen on designing beautiful workplaces that look like anything but work: vacation resorts, coffee shops, playgrounds or college campuses --
Tolike organizacije su ovih dana željne stvoriti lijepa radna mjesta koja liče na sve osim na posao: boravišta za odmor, kavane, igrališta ili sveučilišni kampusi --
(Laughter)
(Smijeh)
Based on the promises of positive psychology, we speak of play and gamification, and one start-up even says that when someone gets fired, they have graduated.
Temeljeno na obećanjima pozitivne psihlogije govorimo o igri i igranju gdje mu nije mjesto, a u jednom start-upu čak kažu da su, kad netko dobije otkaz, oni diplomirali.
(Laughter)
(Smijeh)
That kind of beautiful language only goes "skin deep, but ugly cuts clean to the bone," as the writer Dorothy Parker once put it. To be authentic is to be ugly. It doesn't mean that you can't have fun or must give in to the vulgar or cynical, but it does mean that you speak the actual ugly truth. Like this manufacturer that wanted to transform one of its struggling business units. It identified, named and pinned on large boards all the issues -- and there were hundreds of them -- that had become obstacles to better performance. They put them on boards, moved them all into one room, which they called "the ugly room." The ugly became visible for everyone to see -- it was celebrated. And the ugly room served as a mix of mirror exhibition and operating room -- a biopsy on the living flesh to cut out all the bureaucracy.
Ova vrsta lijepog jezika prodire "samo kroz kožu, a njegovi ožiljci čiste i meso s kostiju." kako je to rekla spisateljica Dorothy Parker. Biti autentičan znači biti ružan. To ne znači da se ne smijete zabaviti ili trebate biti vulgarni ili cinični već da govorite stvarnu, ružnu istinu. Jedan proizvođač je želio transformirati jednu od njegovih izmučenih poslovnih jedinica. Identificirali su, imenovali i zakačili na velike ploče sva pitanja -- a bilo ih je stotine -- koja su postala prepreke do boljeg učinka. Stavili su ih na ploče i stavili sve u jednu prostoriju koju su nazvali "Ružna prostorija." Ružnoća je postala vidljva za sve -- i postala je slavna. Ružna prostorija je služila kao mješavina izložbe ogledala i operacijske dvorane -- biopsija na živom mesu kako bi se izrezala sva birokracija.
The ugliest part of our body is our brain. Literally and neurologically. Our brain renders ugly what is unfamiliar ... modern art, atonal music, jazz, maybe -- VR goggles for that matter -- strange objects, sounds and people. But we've all been ugly once. We were a weird-looking baby, a new kid on the block, a foreigner. And we will be ugly again when we don't belong.
Najružniji dio našeg tijela je naš mozak. Doslovno i neurološki. Naš mozak ružnim prikazuje ono što nam je strano... modernu umjetnost, atonalnu glazbu, možda jazz -- naočale za virtualnu stvarnost -- nepoznate objekte, zvukove i ljude. No, mi smo svi bili ružni jednom. Bili smo bebe čudnog izgleda, te novi klinac u kvartu, stranac. I bit ćemo ružni ponovno kad nećemo pripadati.
The Center for Political Beauty, an activist collective in Berlin, recently staged an extreme artistic intervention. With the permission of relatives, it exhumed the corpses of refugees who had drowned at Europe's borders, transported them all the way to Berlin, and then reburied them at the heart of the German capital. The idea was to allow them to reach their desired destination, if only after their death. Such acts of beautification may not be pretty, but they are much needed. Because things tend to get ugly when there's only one meaning, one truth, only answers and no questions. Beautiful organizations keep asking questions. They remain incomplete, which is the fourth and the last of the principles.
Centar za političku ljepotu, aktivistički kolektiv u Berlinu, nedavno je prikazao jednu ekstremnu umjetničku intervenciju. S dozvolom rodbine ekshumirali su tijela izbjeglica koji su se utopili na granicama Europe, prevezli ih sve do Berlina i zatim ih ponovno pokopali u srcu njemačkog glavnog grada. Ideja je bila dozvoliti im da dosegnu željenu destinaciju, makar i nakon smrti. Ovakav čin uljepšavanja možda nije privlačan, ali je svakako potreban. Jer stvari naginju postati ružne kad imaju samo jedno značenje, istinu, samo odgovore, bez pitanja. Lijepe organizacije nastavljaju postavljati pitanja. Ostaju nedovršene, što je četvrto i posljednje načelo.
[Remain Incomplete]
[Ostanite nedovršeni]
Recently I was in Paris, and a friend of mine took me to Nuit Debout, which stands for "up all night," the self-organized protest movement that had formed in response to the proposed labor laws in France. Every night, hundreds gathered at the Place de la République. Every night they set up a small, temporary village to deliberate their own vision of the French Republic. And at the core of this adhocracy was a general assembly where anybody could speak using a specially designed sign language. Like Occupy Wall Street and other protest movements, Nuit Debout was born in the face of crisis. It was messy -- full of controversies and contradictions. But whether you agreed with the movement's goals or not, every gathering was a beautiful lesson in raw humanity. And how fitting that Paris -- the city of ideals, the city of beauty -- was it's stage. It reminds us that like great cities, the most beautiful organizations are ideas worth fighting for -- even and especially when their outcome is uncertain. They are movements; they are always imperfect, never fully organized, so they avoid ever becoming banal. They have something but we don't know what it is. They remain mysterious; we can't take our eyes off them. We find them beautiful.
Nedavno sam bio u Parizu i moj prijatelj me poveo na Nuit Debout što znači "budan cijelu noć." samo-organizirani protestni pokret koji se formirao kao odgovor na prijedlog francuskog Zakona o radu. Svake noći, stotine su se okupljale na Trgu Republike. Svake su noći postavljali malo, privremeno selo kako bi promišljali vlastitu viziju Republike Francuske. A u jezgri ove organizacije bez formalne strukture je bila generalna skupština gdje je svatko mogao govoriti korištenje posebno osmišljenog znakovnog jezika. Poput Okupiraj Wall Street i drugih protestnih pokreta. Nuit Debout je rođen kao odgovor na krizu Bio je neuredan -- pun kontroverzi i kontradikcija. Slagali se s ciljevima pokreta ili ne svako okupljanje je bilo lijepa lekcija sirovog čovječanstva. I kako je primjereno da je Pariz -- grad ideala, grad ljepote -- bio pozornica. To nas podsjeća da su kao i veliki gradovi najljepše organizacije ideje za koje se vrijedi boriti -- čak i naročito kad je njihov rezultat nesiguran. Oni su pokreti: uvijek su nesavršeni, nikad potpuno organizirani, kako bi izbjegli postati otrcani. Imaju nešto iako mi ne znamo što je to. Ostaju tajanstvene, a mi ne možemo skinuti oči s njih. Čine nam se lijepe.
So to do the unnecessary, to create intimacy, to be ugly, to remain incomplete -- these are not only the qualities of beautiful organizations, these are inherently human characteristics. And these are also the qualities of what we call home. And as we disrupt, and are disrupted, the least we can do is to ensure that we still feel at home in our organizations, and that we use our organizations to create that feeling for others.
Da bi ste činiil nepotrebno, da biste stvorili povjerenje, bili ružni i ostali nedovršeni -- to nisu samo kvalitete lijepih organizacija, već su svojstvene ljudima. To su također i kvalitete onoga što zovemo domom. I dok remetimo i bivamo remećeni, najmanje što možemo je osigurati da se u našim organizacijama osjećamo kao u domu i da koristimo naše organizacije za stvaranje tog osjećaja kod drugih.
Beauty can save the world when we embrace these principles and design for them. In the face of artificial intelligence and machine learning, we need a new radical humanism. We must acquire and promote a new aesthetic and sentimental education. Because if we don't, we might end up feeling like aliens in organizations and societies that are full of smart machines that have no appreciation whatsoever for the unnecessary, the intimate, the incomplete and definitely not for the ugly.
Ljepota može spasiti svijet ukoliko prihvatimo ova načela i oblikujemo za njih. Suočeni s umjetnom inteligencijom i strojnim učenjem trebamo novi, radikalni humanizam. Trebamo zahtijevati i promovirati novu estetiku i osjećajno obrazovanje. Ukoliko to propustimo možemo se početi osjećajti strancima u organizacijama i društvu koji su puni pametnih strojeva koji uopće nemaju razumijevanja za nepotrebno, povjerljivo, nedovršeno i sigurno ne za ružno.
Thank you.
Hvala vam.
(Applause)
(Pljesak)