{"id":1088,"date":"2019-11-29T05:05:27","date_gmt":"2019-11-29T04:05:27","guid":{"rendered":"https:\/\/bcoaching.online\/srpski\/?p=1088"},"modified":"2020-03-05T11:50:06","modified_gmt":"2020-03-05T10:50:06","slug":"o-istrazivanju","status":"publish","type":"post","link":"https:\/\/bcoaching.online\/sr\/o-istrazivanju\/","title":{"rendered":"O istra\u017eivanju"},"content":{"rendered":"

Sander, molim Vas recite nam ne\u0161to o sebi?<\/strong><\/span>
\n\"\"Zdravo, ja sam Sander Hoogendoorn, ro\u0111en pre 52 godine u Holandiji. Roditelj sam troje dece, starosti 23, 19 i 14 godina, \u0161to me dosta u\u010di o autonomiji i samoorganizaciji.<\/p>\n

Po\u010deo sam da se bavim programiranjem sa 15 godina, a prvi novac sam zaradio sa 19. Nakon \u0161to sam diplomirao, po\u010deo sam da radim za velike konsultante i polako sam prelazio iz tradicionalnih, projekata u iterativni i inkrementalni razvoj krajem 1990-ih. U to doba moj tim i ja smo razvili metodologiju nazvanu Smart, koja je kasnije postala poznati agilni pristup. Kao takav, postao sam pionir u svetu agilnog, da bih kasnije postao globalni okretni vo\u0111a misli za Capgemini. U 2014. godini sam se osamostalio i poma\u017eem organizacijama da se promene, i kulturolo\u0161ki i tehnolo\u0161ki.<\/p>\n

Istra\u017eivanje je veoma va\u017ena tema u svakom poslu danas. \u0160ta Vi mislite o tome?<\/strong><\/span>
\nPostoji zanimljiv okvir pod nazivom Cinefin. Razvio ga je Dave Snovdon, sada profesor Univerziteta Bangor u Velsu. Opisuje razli\u010dite kontekste u kojima se organizacije mogu nac\u0301i. U o\u010diglednim i komplikovanim kontekstima postoje dobre prakse koje se mogu primeniti za re\u0161avanje problema. U kompleksnom haoti\u010dnom kontekstu takve prakse jo\u0161 ne postoje (jo\u0161 uvek), a trebalo bi da se pojave se iz istra\u017eivanja.<\/p>\n

\u0160to se mene ti\u010de, mnoge organizacije sa kojima radim su se na\u0161le u takvim slo\u017eenim ili haoti\u010dnim kontekstima. Mo\u017eda se pojavljuje tr\u017ei\u0161te na kome se nalaze, kao \u0161to je slu\u010daj sa mojim trenutnim klijentom, kompanijom koja je ukorenjena u internet stvarima i koja posluje na tr\u017ei\u0161tu pametne energije Ili se mo\u017eda njihovo tr\u017ei\u0161te brzo menja, \u010desto kao rezultat novih konkurenata koji dolaze na tr\u017ei\u0161te i menjaju poslovne modele na tom tr\u017ei\u0161tu. Naro\u010dito organizacije koje posluju na tehnolo\u0161kim tr\u017ei\u0161tima vide da se moguc\u0301nosti tehnologije menjaju tako brzo da ne mogu sebi da priu\u0161te neprestano istra\u017eivanje.<\/p>\n

Kao rezultat, re\u0161avanje problema ili \u010dak otkrivanje smera ili vizije zahteva intenzivno i neprekidno istra\u017eivanje. Tradicionalni ili linearni pristupi ovde ne uspevaju, jer se oslanjaju na predvidiv put koji treba slediti. Stoga je klju\u010dno kontinuirano istra\u017eivanje.<\/p>\n

Postoji puno metodologija kada je u pitanju izvr\u0161enje. Ali za istra\u017eivanje ne toliko. Kako Vi istra\u017eujete?<\/strong><\/span>
\nTo je dobro zapa\u017eanje. Pretpostavljam da je razlog za nepostojanje velikog broja pristupa istorijski. Mnogim organizacijama upravljaju ljudi koji su odrasli u izuzetno predvidivom svetu, gde su prevladali predvidivi modeli iz industrijske ere.
\nTo se na primer dobro vidi u postupcima za podno\u0161enje zahteva za vladine projekte. \u010cesto ovi zahtevi za predloge sadr\u017ee veoma detaljne i obimne spiskove zahteva i prohteva, koji se mogu primeniti samo u dugotrajnim linearnim projektima.<\/p>\n

Me\u0111utim, oni ne uzimaju u obzir da c\u0301e se u me\u0111uvremenu svet i tehnologija brzo menjati. Sve br\u017ee i br\u017ee. Mnoge vladine organizacije na\u017ealost ne razumeju koliko se brzo svet oko njih menja, i umesto toga se vrac\u0301aju visoko tradicionalnim metodologijama.<\/p>\n

Dopu\u0161tanje va\u0161oj organizaciji da istra\u017euje nove moguc\u0301nosti i omoguc\u0301avanje pojavljivanja vizije i prakse nije samo ne\u0161to na \u0161ta su lideri I menad\u017eeri \u010desto navikli. Me\u0111utim, mnogi od njih, koji deluju u slo\u017eenim i haoti\u010dnim kontekstima, morac\u0301e vrlo brzo da se prilagode ili \u0107e ih presti\u0107i takmi\u010dari koji c\u0301e moc\u0301i da vode istra\u017eivanjem.<\/p>\n

S druge strane, mnogi agilni pristupi, kada se primenjuju pa\u017eljivo i fleksibilno, nude prostor za istra\u017eivanje. Ili jo\u0161 bolje, bazirani su na stalnom istra\u017eivanju i pobolj\u0161anjima.<\/p>\n

\"\"<\/p>\n

Dosta govorimo o inovacijama. \u0160ta odvaja kompaniju koja je uspela u inovaciji od one manje uspe\u0161ne?<\/strong><\/span>
\nOrganizacije koje su navikle da rade projekte \u010desto inovaciju tretiraju kao ne\u0161to \u0161to mo\u017eete i treba da vodite kao projekat. \u010cesto vrlo linearno tako\u0111e. Inovacija je, me\u0111utim, najbolja kada je u toku i u kojoj stalno mogu da eksperimenti\u0161u timovi i ljudi u organizacijama. Bez prestanka.<\/p>\n

Organizacije koje uspevaju u inovacijama su one koje pre\u017eive u ovom slo\u017eenom ili haoti\u010dnom i \u010desto zbunjujuc\u0301em svetu u kojem \u017eivimo. Ali te\u0161ko je okrenuti veliki brod. Potrebne su kulturne promene i promena stava, kako sa rukovodstvom, tako i sa ljudima u organizacijama.<\/p>\n

\u0160ta je sa ljudima? Kakvo liderstvo nam je potrebno?<\/strong><\/span>
\nUz trenutno stanje tehnologije i njenu brzinu promene, svako mo\u017ee uc\u0301i na bilo koje tr\u017ei\u0161te, u bilo koje vreme i odakle god. Za vec\u0301inu organizacija koje se na\u0111u na takvim tr\u017ei\u0161tima, a vec\u0301ina ih se i na\u0111e, liderstvo mora da po\u010dne da deluje, i to brzo.<\/p>\n

Istra\u017eivanje je najbolje sprovesti kada se odluka mo\u017ee doneti na odgovarajuc\u0301em nivou. Za vec\u0301inu odluka to zna\u010di da su one donete \u0161to ni\u017ee u organizaciji. Kada tim \u017eeli da koristi novi alat, za sticanje licence za kori\u0161c\u0301enje tog alata ne bi trebalo da se krec\u0301u \u010detiri nivoa u organizaciji, a zatim i odeljenje za nabavke. Na kraju, previ\u0161e odluka se donosi na nivoima u organizaciji gde ljudi nisu upoznati sa vec\u0301inom posla koji se obavlja u timovima.<\/p>\n

Liderstvo u organizacijama koje bi \u017eelele najbolje istra\u017eiti istra\u017eivanje omoguc\u0301ava visok nivo autonomije i samoorganizacije da bi se optimiziralo brzo dono\u0161enje odluka na pravom nivou. Timovima i ljudima u takvim organizacijama je tada omoguc\u0301eno liderstvo i oni c\u0301e morati da preuzmu odgovornost za svoj rad. Me\u0111utim, odgovornost se osec\u0301a samo istinskom autonomijom. U previ\u0161e organizacija sam svedo\u010dio pseudo-autonomiji, gde na povr\u0161ini timovi i ljudi imaju mandat, ali gde menad\u017eeri redovno ukidaju odluke koje timovi donose.<\/p>\n

Moja nova knjiga, koja je trenutno u pregledu, govori o ovim temama i kako se organizovati za istra\u017eivanje. Nadam se da c\u0301e biti objavljena pre kraja godine – nadam se pre nego \u0161to budem istra\u017eio jo\u0161 novije ideje i morao da napi\u0161em manuskript :).
\nU najboljem slu\u010daju, liderstvo pru\u017ea strategiju i viziju koje se mogu koristiti za vo\u0111enje timova i ljudi koji istra\u017euju nove prilike i moguc\u0301nosti. Odatle se mogu javiti prakse i dovesti do sjajnih stvari.<\/p>\n","protected":false},"excerpt":{"rendered":"

Sander, molim Vas recite nam ne\u0161to o sebi? Zdravo, ja sam Sander Hoogendoorn, ro\u0111en pre 52 godine u Holandiji. Roditelj sam troje dece, starosti 23, 19 i 14 godina, \u0161to me dosta u\u010di o autonomiji […]<\/a><\/p>\n<\/div>","protected":false},"author":80,"featured_media":1092,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[51,60,35],"tags":[],"class_list":["post-1088","post","type-post","status-publish","format-standard","has-post-thumbnail","category-intervjui","category-primenjeni-biznis","category-q6-izdanje"],"yoast_head":"\nO istra\u017eivanju - BCoaching<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/bcoaching.online\/sr\/o-istrazivanju\/\" \/>\n<meta property=\"og:locale\" content=\"sr_RS\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"O istra\u017eivanju - BCoaching\" \/>\n<meta property=\"og:description\" content=\"Sander, molim Vas recite nam ne\u0161to o sebi? Zdravo, ja sam Sander Hoogendoorn, ro\u0111en pre 52 godine u Holandiji. Roditelj sam troje dece, starosti 23, 19 i 14 godina, \u0161to me dosta u\u010di o autonomiji [...]\" \/>\n<meta property=\"og:url\" content=\"https:\/\/bcoaching.online\/sr\/o-istrazivanju\/\" \/>\n<meta property=\"og:site_name\" content=\"BCoaching\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/Business-coaching-magazine-228105918088032\" \/>\n<meta property=\"article:published_time\" content=\"2019-11-29T04:05:27+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2020-03-05T10:50:06+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/bcoaching.online\/wp-content\/uploads\/2019\/11\/sander_ob-1.png\" \/>\n\t<meta property=\"og:image:width\" content=\"1012\" \/>\n\t<meta property=\"og:image:height\" content=\"467\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/png\" \/>\n<meta name=\"author\" content=\"Sander Hoogendorm\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"\u041d\u0430\u043f\u0438\u0441\u0430\u043d\u043e \u043e\u0434\" \/>\n\t<meta name=\"twitter:data1\" content=\"Sander Hoogendorm\" \/>\n\t<meta name=\"twitter:label2\" content=\"\u041f\u0440\u043e\u0446\u0435\u045a\u0435\u043d\u043e \u0432\u0440\u0435\u043c\u0435 \u0447\u0438\u0442\u0430\u045a\u0430\" \/>\n\t<meta name=\"twitter:data2\" content=\"5 \u043c\u0438\u043d\u0443\u0442\u0430\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/bcoaching.online\\\/sr\\\/o-istrazivanju\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/bcoaching.online\\\/sr\\\/o-istrazivanju\\\/\"},\"author\":{\"name\":\"Sander Hoogendorm\",\"@id\":\"https:\\\/\\\/bcoaching.online\\\/#\\\/schema\\\/person\\\/52a9f3d1d965da76784536df352e6fc3\"},\"headline\":\"O istra\u017eivanju\",\"datePublished\":\"2019-11-29T04:05:27+00:00\",\"dateModified\":\"2020-03-05T10:50:06+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/bcoaching.online\\\/sr\\\/o-istrazivanju\\\/\"},\"wordCount\":1057,\"commentCount\":0,\"publisher\":{\"@id\":\"https:\\\/\\\/bcoaching.online\\\/#organization\"},\"image\":{\"@id\":\"https:\\\/\\\/bcoaching.online\\\/sr\\\/o-istrazivanju\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/bcoaching.online\\\/wp-content\\\/uploads\\\/2019\\\/11\\\/sander_ob-1.png\",\"articleSection\":[\"Intervjui\",\"Primenjeni biznis\",\"Q6 izdanje\"],\"inLanguage\":\"sr-RS\",\"potentialAction\":[{\"@type\":\"CommentAction\",\"name\":\"Comment\",\"target\":[\"https:\\\/\\\/bcoaching.online\\\/sr\\\/o-istrazivanju\\\/#respond\"]}]},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/bcoaching.online\\\/sr\\\/o-istrazivanju\\\/\",\"url\":\"https:\\\/\\\/bcoaching.online\\\/sr\\\/o-istrazivanju\\\/\",\"name\":\"O istra\u017eivanju - 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He is a freelance consultant, craftsman, CTO, software architect, programmer, beyond-agile expert. He is seasoned in agile, continuous delivery, (no) software estimation, smart use cases, design patterns, domain-driven design, UML, software architecture, microservices, test-driven development, and writing beautiful and tested code. Sander helps organizations and teams to innovate and to move their ways of working, practices, architecture, code, and tests forward. Currently, as chief technology officer at e-commerce iBood.com, and architecture coach at MendriX. Previously, as chief architect at IoT company Quby (makers of Toon), as a director at agile consultancy 101 Ways, CTO at software vendor ANVA, and CTO at insurer Klaverblad. 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