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 polovinu radne snage zamene softveri ili roboti u narednih 20 godina. Mnogi direktori korporacija ovo očekuju kao priliku da povećaju zaradu. Mašine su efikasnije; ljudi su komplikovani i teško je njima upravljati.
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 želim da naše organizacije počivaju na ljudima. Zapravo, želim da postanu prelepe. Jer kako mašine preuzimaju naše poslove i rade ih efikasnije, uskoro će jedini posao koji je preostao nama ljudima biti neki tamo koji pre mora da se uradi lepo nego efikasno.
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 sačuvali našu ljudskost u ovom drugom mašinskom dobu, možda ne budemo imali nijedan drugi izbor nego da stvorimo lepotu. Lepota je nedostižan koncept. Za pisca Stendala ona je bila obećanje sreće. Za mene je to gol Lajonela Mesija.
(Laughter)
(Smeh)
So bear with me as I am proposing four admittedly very subjective principles that you can use to build a beautiful organization.
Budite uz mene dok predlažem četiri, priznajem, veoma subjektivna prinicipa koja možete da upotrebite da napravite prelepu organizaciju.
First: do the unnecessary.
Prvo: Uradite ono što nije nužno.
[Do the Unnecessary]
[Uradite nešto nenužno]
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.
Pre par meseci, Hamdi Ulukaja, izvršni direktor i osnivač Chobani proizvođača jogurta, popunio je novinske naslove jer je odlučio da podeli akcije na 2 000 zaposlenih. Neki su to nazvali marketinškim trikom, drugi - iskrenim činom vraćanja. Međutim, bilo je nečega drugog izvanrednog u svemu tome. Došlo je kao grom iz vedra neba. Nije bilo pritiska od strane tržišta ili akcionara, i radnici su bili iznenađeni da su briznuli u plač kada su čuli tu vest. Potezi poput Ulukajevog su prelepi jer nas zatiču nespremne. Oni stvaraju nešto iz ničega jer su potpuno izlišni.
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 prilikom sam radio u kompaniji koja je nastala spajanjem ogromne IT outsourcing firme i male dizajnerske firme. Spojili smo 9 000 softverskih inžinjera sa 1 000 kreativnih likova. I kako bismo ujedinili ove neverovatno različite kulture, nameravli smo da izbacimo treći, novi brend. A boja tog novog brenda trebalo je da bude narandžasta. I dok smo razmatrali budžet za pokretanje, u poslednjem trenutku smo odlučili da obustavimo nabavku 10 000 narandžastih balona, koje smo nameravali da podelimo zaposlenima širom sveta. Izgledali su samo izlišno i slatko na kraju. Tada nisam znao da je naša odluka označila početak kraja - da ove dve organizacije nikada neće postati jedna. I ono što je sigurno, konglomerat je na kraju propao. Da li se to desilo zato što nije bilo narandžastih balona? Ne, naravno da ne. Ali odustajanje od ideje sa balonima proželo je sve ostalo. Možda to ne shavatite uvek, ali kada odustanete od nenužnog, odustajete od svega. Vođenje sa lepotom znači izdizanje iznad onoga što je čisto neophodno. Zato ne odustajte od narandžastih balona.
The second principle: create intimacy.
Drugi princip: stvorite bliskost.
[Create Intimacy]
[Stvorite bliskost]
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 mislimo o svom radnom mestu dosta zavisi od odnosa sa kolegama. A šta su drugo ti odnosi nego niz mikrointerakcija? Svakodnevno ih se dešava na stotine u našim organizacijama i imaju tu mogućnost da razdvoje dobar život od divnog. Istraživač brakova Džon Gotman kaže da tajna zdrave veze nije sjajan gest ili velikodušno obećanje, to su kratki trenuci privrženosti. Drugim rečima, bliskost. U našim umreženim organizacijama podstičemo snagu slabih veza ali zanemarujemo snagu onih jakih. Zaboravljamo reči pisca Ričarda Baha koji je jednom rekao: "Bliskost - ne povezanost - bliskost je suprotna od usamljenosti."
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 onda da stvorimo bliskost unutar organizacija? Humanitarna organizacija CARE želela je da pokrene kampanju o rodnoj ravnopravnosti u selima u severnoj Indiji. Međutim, ubrzo su shvatili da su ovaj razgovor prvo morali da urade sa svojim osobljem. Tako su pozvali svih 36 članova tima i njihove partnere u jedan od Kadžuraho hramova, poznatom po erotskim skulpturama. Tu su otvoreno diskutovali o svojim ličnim vezama - sopstvenim iskustvima u vezi sa rodnom ravnopravnošću sa kolegama i partnerima. Bilo im je to neverovatno iskustvo. Ne samo da im je dozvolilo da se povežu sa zajednicama kojima služe, već su se srušile i nevidljive prepreke i stvorile trajne veze između njih samih. Nijedan jedini član nije napustio tim u naredne četiri godine. Tako se kreira bliskost. Bez maski... ili sa puno maski.
(Laughter)
(Smeh)
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."
Kada je Danone, fabrika hrane, želela da prevede svoj novi manifest u inicijative proizvoda, okupila je menadžment i 100 zaposlenih iz različitih sektora, nivoa i regiona na trodnevni strateški odmor. I sve su ih zamolili da tokom čitavog sastanka nose kostime: perike, smešne šešire, perjane šalove, glomazne naočare i slično. Završili su sastanak da konkretnim rezultatima i puni entuzijazma. Kada sam pitao ženu koja je osmislila ovaj događaj zašto je prošlo uspešno, jednostavno je rekla: "Nikad ne potcenjujte moć blesave perike."
(Laughter)
(Smeh)
(Applause)
(Aplauz)
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.
Znate, perike brišu hijerarhiju, a hijerarhija ubija bliskost - obostrano, i kod menadžera i kod podređenih. Perike nam omogućavaju da sakrijemo ono lažno da bismo pokazali nešto istinito o nama. A to nije lako u našem svakodnevnom poslu jer veza sa našom organizacijom često podseća na odnos supružnika koji su se udaljili jedno od drugog, prošli kroz izdaje i razočarenja, i sada očajno žele da budu lepi jedni za drugo ponovo. Za svakog od nas jedan od prvih koraka ka lepoti uključuje ogroman rizik. Da ćemo ispasti 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 --
Danas vrlo mnogo organizacija teži da osmisli lepa radna mesta koja nimalo ne liče na posao: odmarališta, kafići, igrališta ili kampusi na koledžu.
(Laughter)
(Smeh)
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.
Zasnovano na obećanjima pozitivne psihologije, mi pričamo o igranju i gejmifikaciji, i jedan startap čak kaže da kada neko dobije otkaz, taj neko je diplomirao.
(Laughter)
(Smeh)
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.
Ta vrsta lepog jezika je samo "površinska, ali ružna posekotina doseže do kosti", kako je jednom rekla pisac Doroti Parker. Biti autentičan znači biti ružan. To ne znači da će vam biti dosadno, da morate biti vulgarni ili cinični, ali znači pričati stvarnu, ružnu istinu. Kao ovaj proizvođač koji je želeo da preobrati jednu od poslovnih jedinica u problemima. Identifikovali su, imenovali i prikačili na velikoj tabli sve probleme - a bilo ih je na stotine - koji su postali prepreke boljim rezultatima. Stavili su ih na table, stavili ih sve u jednu sobu, koju su nazvali "ružna soba". To ružno je bilo vidljivo svima - slavili su ga. Ružna soba bila je i izložba sa ogledalima i operativna soba - biopsija živog mesa kako bi se odstranila sva birokratija.
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 deo tela je naš mozak. I bukvalno i neurološki. Naš mozak doživljava kao ružno sve što je nepoznato - modernu umetnost, atonalnu muziku, džez, možda - VR naočare kad smo već tu - čudne predmete, zvukove i ljude. No, svi smo mi bili jednom ružni. Bili smo bebe čudnjikavog izgleda, novi klinci na ulici, stranci. A bićemo i ponovo ružni kada negde ne pripadamo.
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 lepotu, jedan skup aktivista u Berlinu, nedavno je izveo jednu ekstremnu umetničku intervenciju. Uz saglasnost rođaka, ekshumirani su leševi izbeglica koje su se udavile na evropskim granicama, transportovani su sve do Berlina, i onda su ih ponovo sahranili u srcu nemačke prestonice. Ideja je bila da im se dozvoli da dođu do željenog odredišta, pa makar i nakon smrti. Takvi činovi ulepšavanja možda nisu lepi, ali su preko potrebni. Jer izgleda da stvari poružne kada postoji jedno značenje i jedna istina, samo odgovori, a ne i pitanja. Prelepe organizacije stalno postavljaju pitanja. One ostaju nedovršene, što je četvrti i ujedno poslednji princip.
[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 jedan prijatelj me je odveo do Nuit Debout što znači "budni cele noći", samo-organizovanog protestnog pokreta, koji je nastao kao odgovor na predloženi zakon o radu u Francuskoj. Svake noći, stotine ljudi se okupljaju na Trgu republike. Svake noći postavljaju malo, privremeno selo kako bi razmotrili sopstvenu viziju o Francuskoj. A u srži ove adhokratije bilo je opšte okupljanje gde bi svi govorili koristeći posebno osmišljen jezik simbola. Poput Okupirajmo Volstrit i drugih protestnih pokreta, Nuit Debout je nastao zbog krize. Bio je zbrkan - sa dosta kontroverzi i kontradikcija. Ali, bilo da se slažete da cilljevima pokreta ili ne, svako okupljanje je bilo divna lekcija iz osnovne humanosti. A poklopilo se i to da Pariz - grad ideala, grad lepote - bude njihova pozornica. To nas podseća da kao i veliki gradovi, tako su i najlepše organizacije ideje za koje se vredi boriti - čak i ako je, tj. posebno ako je ishod neizvestan. Oni su pokreti; oni su uvek nesavršeni, nikada skroz organizovani, tako da ne mogu nikad postati banalni. Imaju nešto, ali mi ne znamo šta. Ostaju tajnoviti: ne možemo skrenuti pogled sa njih. Mislimo da su prelepi.
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 se uradilo ono nenužno, da bi se stvorila bliskost, da bi se bilo ružno, da bi se ostalo nedovršeno - ovo nisu samo odlike prelepih organizacija, ovo su suštinske ljudske karakteristike. Ovo su takođe kvaliteti onoga što nazivamo domom. I dok ometamo, i dok nas ometaju, najmanje što možemo je da budemo sigurni da se još osećamo kao kod kuće u našim organizacijama, i da koristimo naše organizacije kako bismo stvorili taj osećaj drugima.
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.
Lepota može spasiti svet kada prihvatimo ove principe i radimo na njima. U svetu veštačke inteligencije i mašinskog učenja, treba nam novi radikalni humanizam. Moramo usvojiti i promovisati novo estetsko i sentimentalno obrazovanje. Jer ako to ne uradimo, možda se na kraju budemo osećali kao stranci u organizacijama i udruženjima punim pametnih mašina koje nemaju nikakvog obzira za nenužno, za blisko, za nedovršeno i definitivno ne za ružno.
Thank you.
Hvala vam.
(Applause)
(Aplauz)