{"id":956,"date":"2019-10-22T04:45:03","date_gmt":"2019-10-22T03:45:03","guid":{"rendered":"https:\/\/bcoaching.online\/srpski\/?p=956"},"modified":"2020-03-05T11:53:29","modified_gmt":"2020-03-05T10:53:29","slug":"istrazivati-ili-eksploatisati","status":"publish","type":"post","link":"https:\/\/bcoaching.online\/sr\/istrazivati-ili-eksploatisati\/","title":{"rendered":"Istra\u017eivati ili eksploatisati?"},"content":{"rendered":"<p style=\"text-align: justify;\"><img fetchpriority=\"high\" decoding=\"async\" class=\" wp-image-1593 alignleft\" src=\"https:\/\/bcoaching.online\/wp-content\/uploads\/2019\/10\/D1-682x1024.jpg\" alt=\"\" width=\"309\" height=\"464\"><strong>Eksploatacija ili istra\u017eivanje?<\/strong> \u2013 Ovo vi\u0161e ni nije pitanje. Ako \u017eelite da opstanete u dana\u0161njem poslovnom okru\u017eenju, morate da radite oba paralelno. Te\u0161ko je na ove koncepte gledati kao na izolovana ostrva, jer je organizacija \u017eivi organizam koji se neprestano menja, a njegova prilagodljivost promenama i agilnost zavisi od njegove sposobnosti da istovremeno iskori\u0161\u0107ava postojec\u0301e poslovne modele i tako\u0111e napreduje eksploatacijom onih novih.<\/p>\n<p style=\"text-align: justify;\">Ovaj dualni pristup, koji je neophodan za dugoro\u010dnu odr\u017eivost organizacije, zahteva neke nove modele od modernog HR resursa. Kakva je uloga ljudskih resursa? Kako HR poma\u017ee organizaciji da uspostavi odr\u017eiv dvostruki \/ dupli pristup?<\/p>\n<p style=\"text-align: justify;\">Teme koje u ovom kontekstu postaju sastavni deo programa ljudskih resursa su pre svega:<\/p>\n<ul style=\"text-align: justify;\">\n<li>Kako izgraditi korporativnu kulturu koja podr\u017eava dualnost, odnosno dualisti\u010dku prirodu organizacije?<\/li>\n<li>Kako izgraditi liderski tim koji ima dualni\/dvostruki na\u010din razmi\u0161ljanja?<\/li>\n<li>Kako prihvatiti principe dualnosti\/dvojnosti u klju\u010dne procese za HR pri sticanju talenata, upravljanju talentima, upravljanju performansom i organizacionim u\u010denjem?<\/li>\n<li>Kako povezati organizacioni dizajn i dualnost ili kako podr\u017eati dualni \/ dvostruki pristup kroz organizacioni dizajn?<\/li>\n<\/ul>\n<p style=\"text-align: justify;\">Uloga HR-a nije da pokrene revoluciju; HR bi definitivno trebalo da bude strate\u0161ka podr\u0161ka razvoju organizacije.<\/p>\n<p style=\"text-align: justify;\">Pri\u010da o evoluciji i dualnosti \/ dvojnosti organizacije zapravo je pri\u010da o tome kako dugoro\u010dno osigurati uspeh, a ne izgubiti kratkoro\u010dni fokus u poslovanju. Optimizacija va\u0161eg poslovanja i fokusiranje na rezultate u kratkom roku donec\u0301e profit, ali dugoro\u010dno c\u0301e podstac\u0301i stagnaciju. Sa druge strane, stalne inovacije koje izgube fokus na egzekucijui dove\u0161c\u0301e do toga da c\u0301e kompanija oslabiti i \u010dak izgubiti svoje mesto na tr\u017ei\u0161tu.<\/p>\n<p style=\"text-align: justify;\">Ravnote\u017ea izme\u0111u inovacije i optimizacije mora biti ugra\u0111ena u model koji \u017eivi \u010ditava organizacija. To zna\u010di da se dualnost \/ dvojnost mora ugraditi u korporativnu kulturu, organizacioni dizajn i sve ostale procese u organizaciji.<\/p>\n<p style=\"text-align: justify;\">Korporativna kultura je slo\u017een koncept i proces stvaranja \/ promene korporativne kulture deo je dugoro\u010dne agende, koja zahteva u najmanju ruku trogodi\u0161nji akcioni plan kroz koji se \u017eeljena sredina postavlja odozdo. Nije organizacija ta koja se menja &#8211; ljudi se menjaju. Neke studije pokazuju da oko 70% uticaja na kulturu dolazi od liderskog tima; to jest njihovog odlu\u010divanja, pona\u0161anja i vrednosti koje promovi\u0161u, dok oko 30% uticaja poti\u010de od obrazovanja, obuke i programa anga\u017eovanja zaposlenih.<\/p>\n<p style=\"text-align: justify;\">Zato je jedan od glavnih zadataka HR-a da pridobije posvec\u0301enost najvi\u0161eg menad\u017ementa za postavljanje pravog modela korporativne kulture. Rukovodec\u0301i tim mora biti aktivno uklju\u010den u postavljanje vrednosti i modela kompetencija koji c\u0301e svojim pokazateljima pona\u0161anja podr\u017eavati sredinu i pona\u0161anje koja \u017eelimo da na\u0161a organizacija ima. U ovom slu\u010daju, to su kompetencije koje c\u0301e podr\u017eati dvostruku \/ dualnu prirodu organizacije &#8211; istovremeno fokusiranje na rezultate i performanse, ali i na promene, inovacije, agilni pristup. Ove kompetencije c\u0301e predstavljati osnovu za procese zapo\u0161ljavanja i selekcije, sticanje talenata programima talenata, organizaciju mapiranja talenata, upravljanje performansima, razvoj zaposlenih i organizaciju.<\/p>\n<p style=\"text-align: justify;\">Na ovaj na\u010din poma\u017eemo organizaciji da identifikuje i regrutuje ljude koji vec\u0301 poseduju \u017eeljene vrednosti i pona\u0161anja, na taj na\u010din \u201euvozi\u201c u resurse organizacije koje nam poma\u017eu u oblikovanju korporativne kulture ka kojoj te\u017eimo. S druge strane, ako kombinujemo princip dualnosti \/ dvojnosti kroz kompetencije s performansima i upravljanjem talentima, usmeravamo na\u0161e postojec\u0301e zaposlene prema \u017eeljenim pona\u0161anjima.<\/p>\n<p style=\"text-align: justify;\">Klju\u010dni sastojak, mo\u017eemo re\u0107i i za\u010din HR kuhinje, u svim ovim procesima, mora biti intenzivan, strukturiran rad sa najboljim mogu\u0107im menad\u017ementom.<\/p>\n<p style=\"text-align: justify;\"><strong>\u0160ta ovo zna\u010di?<\/strong><\/p>\n<p style=\"text-align: justify;\">Kao \u0161to se biznis mora neprekidno razvijati da bi pre\u017eiveo, tako se mora menjati i koncept liderstva. Lideri, kao katalizatori promene, trebalo bi da budu nosioci i glavni zagovornici i promoteri ovog dvostrukog \/ dualisti\u010dkog principa. Na\u010din razmi\u0161ljanja, mentalitet za inovacije moraju da \u017eive kroz njih kao uzori, kao i kroz korporativnu kulturu koju oni stvaraju.<\/p>\n<p style=\"text-align: justify;\">Pitanje je da li je uop\u0161te moguc\u0301e uspostaviti kulturu u jednom sistemu koji c\u0301e istovremeno podr\u017eavati i jedno i drugo &#8211; eksploataciju i istra\u017eivanje? Jer, u su\u0161tini, ovde imamo dva razli\u010dita razmi\u0161ljanja, dva razli\u010dita pristupa poslovanju. Ovo je posebno izazovno u tradicionalnim, krutim sistemima, gde sve \u0161to je novo \u201ejednostavno ne odgovara\u201c ili je ideja inovacije deklarativno podr\u017eana, ali merena tradicionalnom prizmom profita i fokus je stavljen na kratkoro\u010dne performanse.<\/p>\n<p style=\"text-align: justify;\">Dualni\/dvojni pristup zna\u010di pomirenje preduzetni\u010dkog duha, spremnost da se preuzme rizik, menja, eksperimenti\u0161e, istra\u017euje, misli izvan kutije, vizionarski, sa jedne strane, dok, gledno iz drugog ugla, treba se fokusirati na tro\u0161ak, efikasnost, kontinuitet, produktivnost, manji rizik i direktniji pristup. Istra\u017eivanje se fokusira na dugoro\u010dne ciljeve i zahteva fleksibilnu, decentralizovanu organizacionu strukturu koja nam dozvoljava da se brzo menjamo, dok se eksploatacija uglavnom odnosi na neke kratkoro\u010dne ciljeve, izvr\u0161enje i centralizovani pristup. Neke kompanije nastoje da uvedu takav dvostruki \/ dualni model kroz organizacionu strukturu koja omoguc\u0301ava organizacionim jedinicama da funkcioni\u0161u kao relativno nezavisne, sa prili\u010dno autonomijom dono\u0161enja odluka, dok istovremeno postoje \u0161iroki okviri koji za njih daju op\u0161te smernice. Na ovaj na\u010din, organizacija mo\u017ee istovremeno da primenjuje razli\u010dite strate\u0161ke pristupe, i kao rezultat ove dualnosti dobijamo inovaciju. Dvojna organizacija je sposobna da stvara inovacije, a razli\u010dita istra\u017eivanja su pokazala da dvojnost uti\u010de na performanse, rast prodaje, zadovoljstvo kupaca i profit. Korporativna kultura i stil vo\u0111enja u takvim organizacijama su specifi\u010dni. Vrhunski na\u010din razmi\u0161ljanja menad\u017ementa tako\u0111e mora sadr\u017eati dualnu, dvojnu notu da bi se omoguc\u0301ila dualnost \/ dvojnost organizacije.<\/p>\n<p style=\"text-align: justify;\">U dana\u0161njim poslovnim okru\u017eenjima gde su nestabilnost i promene pravilo, a ne izuzetak, dvojni lideri ne samo da te\u017ee maksimiziranju postojec\u0301e efikasnosti, vec\u0301 su i skloni inovacijama i riziku.<br \/>\nLideri koji to uspe\u0161no rade uspevaju da prihvate dualnost, nesigurnost i napetost. Za njih je zona komfora sam izlazak iz zone komfora. Oni podsti\u010du inovaciju, a zatim i implementaciju, moraju biti u moguc\u0301nosti da primenjuju razli\u010dite stilove vo\u0111enja u zavisnosti od faze procesa. U fazi istra\u017eivanja \/ inovacije, oni moraju biti spremni da osna\u017ee ljude da pristupe problemu sa razli\u010ditih gledi\u0161ta, eksperimenti\u0161u i prave gre\u0161ke, dok se u fazi implementacije fokus prebacuje na implementaciju planova i minimiziranje gre\u0161aka. Tolerancija gre\u0161aka se ni na koji na\u010din ne sme izjedna\u010davati sa tolerancijom nekompetentnosti.<\/p>\n<p><img decoding=\"async\" class=\"alignnone size-full wp-image-1594\" src=\"https:\/\/bcoaching.online\/wp-content\/uploads\/2019\/10\/Team1.jpg\" alt=\"\" width=\"1023\" height=\"470\" srcset=\"https:\/\/bcoaching.online\/wp-content\/uploads\/2019\/10\/Team1.jpg 1023w, https:\/\/bcoaching.online\/wp-content\/uploads\/2019\/10\/Team1-300x138.jpg 300w, https:\/\/bcoaching.online\/wp-content\/uploads\/2019\/10\/Team1-768x353.jpg 768w\" sizes=\"(max-width: 1023px) 100vw, 1023px\" \/><\/p>\n<p style=\"text-align: justify;\">Lideri koji \u017eive ovu dualnost koriste svoju viziju za izgradnju i ja\u010danje okru\u017eenja i korporativnih kultura koje po\u010divaju na istom principu &#8211; principu koji znak \u201estrate\u0161ki\u201c postavlja i na istra\u017eivanje i na eksploataciju. Ovako top menad\u017ement prakti\u010dno promovi\u0161e razli\u010dite subkulture koje imaju zajedni\u010dki imenilac. Ovaj imenilac je \u010dvrst okvir, dok je sve u tom okviru fluidno i fleksibilno, ali sa jasno definisanim smerom. Taj smer je ono \u0161to povezuje. Put do \u017eeljenog odredi\u0161ta je \u0161irom otvoren, a tako\u0111e postoji i prostor za kreaciju i inovaciju.<\/p>\n<p style=\"text-align: justify;\">Jedan od pristupa na koji mo\u017eemo naic\u0301i je stvaranje zasebnih inovacijskih \u010dvori\u0161ta koja c\u0301e omoguc\u0301iti zaposlenima da se distanciraju od kulture i procesa osnovnog poslovanja. Me\u0111utim, ta \u010dvori\u0161ta ne mogu postojati kao potpuno izolovane jedinice ako \u017eele da dodaju vrednost poslovanju. Veza mora postojati. Glavni sadr\u017eaj centra mora doc\u0301i iz posla, a rezultati rada \u010dvori\u0161ta moraju se vratiti istom poslu i pomoc\u0301i mu da bude uspe\u0161an. Zato je va\u017eno da strategija inovacija bude tema za top menad\u017ement i izvr\u0161nog direktora.<\/p>\n<p style=\"text-align: justify;\">Vratimo se na po\u010detak &#8211; istra\u017eivanje ili eksploatacija? Ako kompanija te\u017ei dugoro\u010dnom uspehu, mora usvojiti dvostruki \/ dualni pristup i na\u010din razmi\u0161ljanja. Uspe\u0161na transformacija korporativne kulture zasniva se na intenzivnom radu sa vrhunskim menad\u017ementom i bezuslovnom promovisanju ciljeva i rezultata, kao i inovacijama. Jasan okvir i ciljano odredi\u0161te, jer morate znati gde \u017eelite doc\u0301i i imati slobodu da istra\u017eite te staze.<\/p>\n<p style=\"text-align: justify;\"><em>\u201cMo\u017eete li mi re\u0107i kuda sada da idem?\u201d<\/em><\/p>\n<p style=\"text-align: justify;\"><em>\u201cA gde \u017eeli\u0161 da ide\u0161\u201d?\u201d upita ma\u010dak.<\/em><\/p>\n<p style=\"text-align: justify;\"><em>\u201cTo mi nije va\u017eno\u2026 \u201c re\u010de Alisa.<\/em><\/p>\n<p style=\"text-align: justify;\"><em>\u201cOnda nije ni va\u017eno kuda ide\u0161\u201d, primeti ma\u010dak.<\/em><\/p>\n<p style=\"text-align: justify;\"><em>\u201c\u2026Samo da stignem bilo gde\u201d, objasni Alisa.<\/em><\/p>\n<p style=\"text-align: justify;\"><em>\u201cSigurno \u0107e\u0161 sti\u0107i negde,\u201d re\u010de ma\u010dak. \u2013 Samo mora\u0161 dovoljno dugo da ide\u0161.\u201d<\/em><\/p>\n<p style=\"text-align: justify;\"><em>(Alisa u zemlji \u010duda, Luis Carroll)<\/em><\/p>\n<p style=\"text-align: justify;\">\n","protected":false},"excerpt":{"rendered":"<div class=\"mh-excerpt\"><p>Eksploatacija ili istra\u017eivanje? \u2013 Ovo vi\u0161e ni nije pitanje. Ako \u017eelite da opstanete u dana\u0161njem poslovnom okru\u017eenju, morate da radite oba paralelno. Te\u0161ko je na ove koncepte gledati kao na izolovana ostrva, jer je organizacija <a class=\"mh-excerpt-more\" href=\"https:\/\/bcoaching.online\/sr\/istrazivati-ili-eksploatisati\/\" title=\"Istra\u017eivati ili eksploatisati?\">[&#8230;]<\/a><\/p>\n<\/div>","protected":false},"author":82,"featured_media":2359,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[51,60,35],"tags":[],"class_list":{"0":"post-956","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-intervjui","8":"category-primenjeni-biznis","9":"category-q6-izdanje"},"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.6 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Istra\u017eivati ili eksploatisati? - 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\/istrazivati-ili-eksploatisati\/\" \/>\n<meta property=\"og:locale\" content=\"sr_RS\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Istra\u017eivati ili eksploatisati? - BCoaching\" \/>\n<meta property=\"og:description\" content=\"Eksploatacija ili istra\u017eivanje? \u2013 Ovo vi\u0161e ni nije pitanje. Ako \u017eelite da opstanete u dana\u0161njem poslovnom okru\u017eenju, morate da radite oba paralelno. Te\u0161ko je na ove koncepte gledati kao na izolovana ostrva, jer je organizacija [...]\" \/>\n<meta property=\"og:url\" content=\"https:\/\/bcoaching.online\/sr\/istrazivati-ili-eksploatisati\/\" \/>\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=\"2019-10-22T03:45:03+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2020-03-05T10:53:29+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/bcoaching.online\/wp-content\/uploads\/2019\/10\/Team1-326x245-1.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"326\" \/>\n\t<meta property=\"og:image:height\" content=\"245\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Dragana Stojanovic\" \/>\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=\"Dragana Stojanovic\" \/>\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=\"7 \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\\\/istrazivati-ili-eksploatisati\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/bcoaching.online\\\/sr\\\/istrazivati-ili-eksploatisati\\\/\"},\"author\":{\"name\":\"Dragana Stojanovic\",\"@id\":\"https:\\\/\\\/bcoaching.online\\\/#\\\/schema\\\/person\\\/98f5c6e2a2a9b739d4ed9577957bc792\"},\"headline\":\"Istra\u017eivati ili eksploatisati?\",\"datePublished\":\"2019-10-22T03:45:03+00:00\",\"dateModified\":\"2020-03-05T10:53:29+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/bcoaching.online\\\/sr\\\/istrazivati-ili-eksploatisati\\\/\"},\"wordCount\":1418,\"commentCount\":0,\"publisher\":{\"@id\":\"https:\\\/\\\/bcoaching.online\\\/#organization\"},\"image\":{\"@id\":\"https:\\\/\\\/bcoaching.online\\\/sr\\\/istrazivati-ili-eksploatisati\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/bcoaching.online\\\/wp-content\\\/uploads\\\/2019\\\/10\\\/Team1-326x245-1.jpg\",\"articleSection\":[\"Intervjui\",\"Primenjeni biznis\",\"Q6 izdanje\"],\"inLanguage\":\"sr-RS\",\"potentialAction\":[{\"@type\":\"CommentAction\",\"name\":\"Comment\",\"target\":[\"https:\\\/\\\/bcoaching.online\\\/sr\\\/istrazivati-ili-eksploatisati\\\/#respond\"]}]},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/bcoaching.online\\\/sr\\\/istrazivati-ili-eksploatisati\\\/\",\"url\":\"https:\\\/\\\/bcoaching.online\\\/sr\\\/istrazivati-ili-eksploatisati\\\/\",\"name\":\"Istra\u017eivati ili eksploatisati? 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