{"id":2594,"date":"2020-02-17T11:54:34","date_gmt":"2020-02-17T10:54:34","guid":{"rendered":"https:\/\/bcoaching.online\/?p=2594"},"modified":"2020-03-16T15:54:19","modified_gmt":"2020-03-16T14:54:19","slug":"vizija-o-buducnosti-ucenja","status":"publish","type":"post","link":"https:\/\/bcoaching.online\/sr\/vizija-o-buducnosti-ucenja\/","title":{"rendered":"VIZIJA O BUDU\u0106NOSTI U\u010cENJA"},"content":{"rendered":"\n

Peter, Vi ste profesor, ali tako\u0111e i zamenik dekana u INSEAD. Mo\u017eete li nam re\u0107i malo vi\u0161e o svojoj ulozi?<\/strong> <\/p>\n\n\n\n

\"\"<\/figure><\/div>\n\n\n\n

Da. Dakle, sa jedne strane, ja sam profesor strategije. Mislim da otkad sam doktorirao na Stanfordu 90-ih godina, po\u010deo sam da se interesujem za to kako promena tehnologije uti\u010de na industriju i kompanije i njihovu strategiju, kao i organizaciju. Ve\u0107 10 godina sam deo liderskog tima kompanije INSEAD i poslednjih nekoliko godina i zamenik dekana sa posebnom odgovorno\u0161\u0107u da radim ono o \u010demu podu\u010davam. INSEAD mora da se prilagodi svim promenama, a posebno tehnologiji, kako bi ostao relevantna i vode\u0107a institucija kada je u pitanju obrazovanje menad\u017ementa. <\/p>\n\n\n\n

Tema ovog izdanja je vizija. Koja je vizija INSEAD-a?<\/strong> <\/p>\n\n\n\n

Logi\u010dno, \u010dak i kako strategija postaje agilnija i planiranje na du\u017ee staze postaje sve manje va\u017eno, vizija ostaje. Vidite, ljudi i dalje \u017eele da znaju ka \u010demu se kre\u0107u. Ali i dalje, misija INSEAD-a ostaje ista, \u0161to je da okupi svi te razli\u010dite ljudi i da im pomogne da se razviju i doprinesu biznisu i dru\u0161tvu. Na\u0161a vizija za \u0161kolu ostaje da ona bude samo platforma za biznis menad\u017ement najvi\u0161eg kvaliteta. Dakle, u osnovi, razgovor sa va\u0161im obrazovnim menad\u017ementom je i dalje vezan za najbolje studente, profesore i zaposlene. Mislim da, da bismo ovo odr\u017eali, moramo razumeti klju\u010dne probleme. Jedan je definitivno preduzetni\u0161tvo tehnolo\u0161kih inovacija. Jo\u0161 jedan veliki problem je, naime, odnos biznisa i dru\u0161tva koji se menja. Svakako, ukoliko razmi\u0161ljam o na\u0161oj viziji i strategiji, zaista se trudimo da produbimo svoje kapacitete u obe ove klju\u010dne oblasti, tehnolo\u0161koj inovaciji, ali i prirodi \u010ditavog ovog niza pomeranja od \u010distog maksimiziranja vrednosti akcionara. <\/p>\n\n\n\n

Danas je sve digitalno. Rekli ste ne\u0161to o ovome, ali kako digitalizacija uti\u010de na na\u010din rada u INSEAD-u?<\/strong> <\/p>\n\n\n\n

\u0160ta digitalno zna\u010di za INSEAD? Dve stvari: Prvo, moramo da promenimo ono \u0161to podu\u010davamo i na\u010din na koji podu\u010davamo. Menjanje na\u010dina podu\u010davanja podrazumevao bi vi\u0161e digitalne pedagogije, vi\u0161e onlajn obrazovanja. A druga stvar je \u0161ta podu\u010davamo. Dakle osnovni principi biznisa, stvaranje i kori\u0161\u0107enje vrednosti, vo\u0111enje promene, nisu se su\u0161tinski promenili. Me\u0111utim, na\u010din na koji su raspore\u0111eni, sam fenomen, slu\u010dajevi koje podu\u010davate su danas potpuno druga\u010diji nego \u0161to su bili pre 10 godina. Dakle, moramo da uvedemo te promene. <\/p>\n\n\n\n

Ali ljudi i dalje vi\u0161e vole ljudsku interakciju. Za\u0161to je to tako?<\/strong> <\/p>\n\n\n\n

Apsolutno, jedan od izazova koje pozicija jednog od tri najbolja menad\u017ementa obrazovanja donosi je da se mnoge smetnje de\u0161avaju na slabijem kraju. Stoga moramo biti oprezni. Dakle, danas, ako ste zaista top talenat i ako imate bud\u017eet, jo\u0161 uvek volite da radite li\u010dno. A ipak ono \u0161to znamo za ovaj fenomen je da \u0107e, malo po malo digitalne stvari postajati sve bolje i mo\u017eda \u0107e se na kraju poremetiti. Ali o\u010digledno, mislim da postoje dve stvari. Prvo, internet je postao prili\u010dno dobar kada je u pitanju \u0161irenje znanja. Ali jo\u0161 uvek nema interakcije. Nije isto kada petoro ljudi koji se mo\u017eda \u010dak ni ne poznaju \u010detuje na internetu i kada se petoro ljudi stavi u istu prostoriju i interaguje. Prvo, ta interakcija je odsutna a, za ve\u0161tine visokog nivoa, upravo takva vrsta interakcije je klju\u010dna za u\u010denje. A drugo, ispostavlja se da je zajedni\u010dko u\u010denje odli\u010dan na\u010din za izgradnju odnosa. A odnosi se i dalje najbolje grade li\u010dno i u\u017eivo. Na internetu ih mo\u017eda mo\u017eete pro\u0161iriti. I opet, uloga top tri biznis \u0161kole je da pove\u017eu neke od najboljih talenata sa mre\u017eom kojom mogu da deluju tokom svoje karijere. A to se i dalje najbolje radi li\u010dno. Zar ne? <\/p>\n\n\n\n

\"\"<\/figure><\/div>\n\n\n\n

U potpunosti se sla\u017eem. Koja bi bila Va\u0161a klju\u010dna poruka za ljude \u017eeljne znanja?<\/strong> <\/p>\n\n\n\n

Moja klju\u010dna poruka bi bila: Ovo je va\u0161e doba. U\u010denje je uvek bilo va\u017eno. Ali \u0161to je ve\u0107a stopa promene, to se vi\u0161e primenjuje nova praksa, to \u0107e va\u0161a \u017eelja za u\u010denjem donositi prednosti vama kao individualcu, za vas i timove koje vodite, kao i za organizacije. Ovo je doba u\u010denja i definitivno treba samo da negujete tu osobinu. Ovo zna\u010di da se ne pla\u0161ite. Verujem da ljudi ponekad jednostavno misle \u201cOh, stvari kao tehnlogija.. to je previ\u0161e tehni\u010dko.\u201d To je jo\u0161 uvek samo biznis. Dakle, samo \u017eelite tu \u017eudnju za znanjem, ne da postavljate barijere kada je u pitanju to \u0161ta mislite da mo\u017eete da nau\u010dite, u \u010demu mislite da ste dobri. Ukoliko mo\u017eete ovo da uradite, ovo je zaista odli\u010dno vreme za vas da se posvetite u\u010denju. <\/p>\n\n\n\n

Ponovo, ako se vi\u0161e okrenemo ka tome \u0161ta u\u010diti, mislim da se danas velika vrednost pola\u017ee na to da budemo sposobni da razumeo tehnologiju, ne duboku tehnologiju ve\u0107 nove tehnolo\u0161ke sposobnosti. \u0160ta mo\u017eemo u\u010diniti kada govorimo o pobedi?<\/p>\n\n\n\n

Bilo \u0161ta \u0161to je ve\u0161ta\u010dka inteligencija ili blockchain? Kako to mo\u017ee da uti\u010de na znanje o poslovnom kontekstu? Jo\u0161 uvek su nam potrebni pojedinci koji mogu da spoje ova dva. Pa \u010dak i ako ste izuzetno ve\u0161ti sa tehnologijom, bilo bi dobro da steknete neko poslovno znanje. Izuzetno ste dobri u biznisu. Trebalo bi da steknete malo tehni\u010dkog znanja kako biste zaista mogli da sklapate dobra partnerstva u tome, jer tu le\u017ei velika vrednost. Ima puno doprinosa i nagrada za delanje na ovaj na\u010din. \u0160to se ti\u010de stvaranja sebe kao lidera danas, mislim da su sposobnosti kolaboracije o\u010digledno u ogromnom  porastu. Mislim, generalno su meke ve\u0161tine bile va\u017ene i pre. Sve \u0161to vidim sa razvojem tehnologije zapravo je samo ubrzavanje i poja\u010davanje vrednosti mekih ve\u0161tina. Dozvolite mi da dam primer. Ljudi su veoma skloni \u017eivotu u zajednici, a postizanje saradnje je te\u0161ko. Jedna od stvari za koju su lideri i menad\u017eeri zadu\u017eeni jeste da osiguravaju saradnju u ovakvim plemenskim zajednicama. Tehnologija je u\u010dinila i unutra\u0161nju i spoljnu saradnju va\u017enijom. Za\u0161to? Jer kada temeljno inovirate svoj proizvod, interfejs izme\u0111u razli\u010ditih grupa se menja, potrebne su vam grupe da interno sara\u0111ujete. Drugo, i mo\u017eda jo\u0161 va\u017enije, sa brzinom promene, ne mo\u017eete sami da izgradite sve kapacitete. Primorani ste da se sve vi\u0161e povezujete sa drugim ljudima, dosta razli\u010ditim igra\u010dima, startapima, big tech firmama, biv\u0161im takmi\u010darima. Stoga su one ve\u0161tine o tome kako da negujete saradnju u mnogo lepr\u0161avijem svetu sa manje komandne kontrole, jednostavno jasan skup ve\u0161tina koji je vredan i samo postaje sve vredniji.<\/p>\n\n\n\n

Za kraj ovog intervjua, koja bi bila Va\u0161a klju\u010dna poruka?<\/strong> <\/p>\n\n\n\n

Jedan od klju\u010dnih trendova u sektorima, bilo da se radi o maloprodaji ili obrazovanju, jeste hibridni aspekat. Dakle, na kraju dana digitalno, neminovno, jeste super mo\u0107no. Ali ipak, ljudi su se razvili u fizi\u010dkom svetu. Jo\u0161 uvek nam smeta VR, ako ga koristimo dovoljno dugo. To je tako \u010dak i kada gledam mla\u0111u decu, me\u0111u njima i svoju, jednom nogom su definitivno u digitalnom svetu, veoma sre\u0107ni u njemu, ali ipak su jo\u0161 uvek drugom nogom u fizi\u010dkom svetu. Jedan do glavnih trendova je, ponavljam, kako upravljate ovim fenomenom i kako gradite vrednosti koje spajaju fizi\u010dko i digitalno. <\/p>\n","protected":false},"excerpt":{"rendered":"

Peter, Vi ste profesor, ali tako\u0111e i zamenik dekana u INSEAD. Mo\u017eete li nam re\u0107i malo vi\u0161e o svojoj ulozi? Da. Dakle, sa jedne strane, ja sam profesor strategije. Mislim da otkad sam doktorirao na […]<\/a><\/p>\n<\/div>","protected":false},"author":130,"featured_media":2784,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[80,51,60,30],"tags":[],"class_list":{"0":"post-2594","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-interviews-sr","8":"category-intervjui","9":"category-primenjeni-biznis","10":"category-q7-izdanje"},"yoast_head":"\nVIZIJA O BUDU\u0106NOSTI U\u010cENJA - 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\/vizija-o-buducnosti-ucenja\/\" \/>\n<meta property=\"og:locale\" content=\"sr_RS\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"VIZIJA O BUDU\u0106NOSTI U\u010cENJA - BCoaching\" \/>\n<meta property=\"og:description\" content=\"Peter, Vi ste profesor, ali tako\u0111e i zamenik dekana u INSEAD. 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