# Transcript: Uniqueness

## Description

The third dimension is the design of corporate culture built on the daily creation of uniqueness. Let’s listen to this story.



Who is Petr Skondrojanis?



Petr Skondrojanis has been involved in recruitment and HR since he was 18, almost 30 years. His current project is the portal cocuma.cz, which helps companies create content they can proudly share beyond their office walls—content that outsiders will trust, understand, and get excited about. Petr actively focuses on corporate culture and, as a mentor, helps companies transform from within to become more meaningful and attractive, building their culture on solid standards, values, and quality relationships.



He stands against nonsense in HR (including the very term HR), egocentrism, self-centeredness, and opportunism in management. His WHY is the effort to make good work a standard of living, and his HOW is with honesty, authenticity, and sincerity.

## Transcript

**[00:00:00]** Good morning, I welcome all of you who came here with us to the Magenta Experience Center.

**[00:00:06]** I welcome everyone watching us in the live stream.

**[00:00:10]** Greetings to companies, schools, libraries, and coworking centers.

**[00:00:15]** Brain and Breakfast is interactive, so as always, please take your mobile phones

**[00:00:27]** and go to www.slajdu.com, the hashtag is Brain.

**[00:00:34]** Please vote whether this is your first time at Brain and Breakfast or if you've joined us before.

**[00:00:45]** If you're watching the EDU live stream, you have the question directly under the window where we broadcast.

**[00:00:55]** I just want to point out that this QR code sometimes appears in the stream.

**[00:01:02]** We do this intentionally because we want to get better content from Red Button,

**[00:01:08]** which stands behind Brain and Breakfast, to more of you.

**[00:01:15]** So if you want, you can scan this QR code and access the shortcut,

**[00:01:23]** which is a newsletter from the Red Buttons.

**[00:01:26]** Let's see how we're doing.

**[00:01:29]** Someone is already voting, so it looks like most people at Brain and Breakfast

**[00:01:37]** haven't been here before.

**[00:01:39]** Anyway, let's move on to the main point, today's Brain and Breakfast.

**[00:01:44]** I'm very happy that Skondr accepted the invitation.

**[00:01:51]** Petr Skondranys. Petr, please come here behind me. Hi.

**[00:01:57]** We probably don't need to be so formal.

**[00:02:03]** Petr and I have known each other for many years.

**[00:02:06]** Petr is one of the people who founded the Red Button network together with me and many others.

**[00:02:12]** So we've been through a lot together.

**[00:02:14]** And I think Petr has a lot to say about the topic of uniqueness, which you came here for today.

**[00:02:20]** If you read the invitation carefully, you know we'll look at it from three different perspectives.

**[00:02:22]** I'm really looking forward to it because I have some opinions about uniqueness

**[00:02:29]** and I want to bounce them off you.

**[00:02:34]** Because we're talking about strengths.

**[00:02:37]** We're talking about how to raise your children.

**[00:02:40]** We're also talking about how to be part of a larger whole, and so on.

**[00:02:42]** So Petr, I hand it over to you.

**[00:02:46]** I'm looking forward to it, you have the floor, and thanks again for making time.

**[00:02:49]** Thank you.

**[00:02:54]** Thank you, Honza, for the invitation.

**[00:02:55]** Thanks a lot for coming in such great numbers.

**[00:02:57]** I’m not thinking about whether this will be easier.

**[00:03:00]** It was harder because I see these faces here who have been with me for a long time

**[00:03:02]** and we know each other and like each other.

**[00:03:07]** I have respect for this format.

**[00:03:10]** I chose a topic that is quite personal to me.

**[00:03:17]** It's based on some personal lived experience.

**[00:03:21]** Mostly, there are people here who have built billion-dollar companies.

**[00:03:24]** There are scientists here who have research, surveys, and data behind them.

**[00:03:27]** I don't have anything like that.

**[00:03:29]** I want to tell you that what I will talk about and how I will talk about it,

**[00:03:35]** is just my own truth.

**[00:03:37]** I'm not pushing it as another truth to anyone, nor as some dogma

**[00:03:42]** or something that should work in the world.

**[00:03:45]** It's my perspective and my perspective on three life phases,

**[00:03:50]** in which I want to discuss this uniqueness of personal identity.

**[00:03:54]** I'm afraid that over time, this uniqueness is fading,

**[00:03:58]** because more and more we are under pressure from context, the times, and what's happening.

**[00:04:05]** Today, you don't even know if the pope has a great cold or not.

**[00:04:09]** Today, you don't know what's really happening in Ukraine.

**[00:04:13]** Today, you meet young people at the station holding hands,

**[00:04:17]** both looking at their phones, and you wonder if they even share one thing,

**[00:04:21]** something they could talk about on the train.

**[00:04:25]** All of this is some kind of exploration; I've been interested in people for a long time.

**[00:04:30]** By the way, I just made a little intro here,

**[00:04:33]** for me, uniqueness means that at the core, we all have different DNA,

**[00:04:38]** different fingerprints, and it would be good if we didn't stop realizing that

**[00:04:44]** and created something that always comes from us.

**[00:04:48]** I'll try to cover it in this hour because yesterday I barely managed,

**[00:04:52]** I practiced it with my wife over dinner, so I'll try to get through it somehow.

**[00:04:56]** And the three perspectives will be three stories.

**[00:05:00]** The first story will be about searching for one's own balance.

**[00:05:05]** About who I am, where I grew up, how at some point I started realizing

**[00:05:10]** that maybe what I grew up in is someone else's reality, not my own,

**[00:05:15]** that I have opinions borrowed from someone else,

**[00:05:19]** and gradually discovering what I actually do today and why I function the way I do.

**[00:05:24]** The second story will be about Kokuma,

**[00:05:28]** about how we look for enjoyment in a project,

**[00:05:32]** I have people here who co-founded Kokuma with me

**[00:05:36]** and who work with me at Kokuma, how we seek some enjoyment for ourselves,

**[00:05:39]** so that something is fun, has a uniqueness that suits us,

**[00:05:43]** so we look for enjoyment, so I keep enjoying it,

**[00:05:47]** because I think doing something that doesn't suit me

**[00:05:51]** and fulfilling someone else's expectations doesn't make me happy,

**[00:05:55]** it's actually sometimes terrible and sad, and at the same time, it should have that enjoyment for the client,

**[00:05:59]** so that the client I deliver some product and uniqueness to,

**[00:06:03]** which I want to project onto him, so that it truly is his and for him,

**[00:06:07]** so that he isn't manipulated into buying something and then finds out he bought a pig in a poke.

**[00:06:11]** And the third story will be about how, through the path I went through

**[00:06:15]** and the experiences I gathered, whether by searching for myself

**[00:06:19]** or by searching for what uniqueness should look like,

**[00:06:23]** today we apply that to designing corporate cultures,

**[00:06:27]** and it's actually similar, because when you imagine,

**[00:06:31]** that some complexity, some personal self is simply made up

**[00:06:35]** of some context, some weaknesses, strengths,

**[00:06:39]** of what I've lived through and experienced, I believe that even a person

**[00:06:43]** born in a suburb of Ústí nad Labem has a context such that

**[00:06:47]** when you tell them not to do something, they don't understand what you're talking about.

**[00:06:51]** So when you build companies, you have to have the exact same approach,

**[00:06:55]** to get to the core of the story and find out what the strengths and weaknesses are,

**[00:06:59]** and not build something by coming in saying you'll make an agile bank now,

**[00:07:03]** when you see that people at the counter are afraid of being fired.

**[00:07:07]** Okay, let's go for it. Story number one.

**[00:07:11]** I have three quotes here from three different people, and if you put the quote about

**[00:07:15]** truth into Google, still,

**[00:07:19]** you'll get similar variations of this one.

**[00:07:23]** And it again points to the fact that you should take my truth, that I haven't found it yet,

**[00:07:27]** and that's why I don't want to talk about it as some absolute truth.

**[00:07:31]** This appeared in a lecture by Tomáš Heisler,

**[00:07:35]** that those who seek the truth follow,

**[00:07:39]** and those who have found it and are certain it is so, leave.

**[00:07:43]** I believe no genetic truth exists.

**[00:07:47]** Here I am at 14 years old.

**[00:07:51]** I'm the guy with the little stick all the way to the left.

**[00:07:57]** There are my school friends.

**[00:08:01]** The one throwing the Molotov cocktail was the biggest boss.

**[00:08:05]** I actually wanted to be like him.

**[00:08:09]** Back then I thought I was rebelling against the system,

**[00:08:13]** that by setting fire to ministries, I would change something.

**[00:08:17]** I had no idea what I was fighting against.

**[00:08:21]** It was really about being the boss with that guy,

**[00:08:25]** and by the way, protests like this are common in Greece.

**[00:08:29]** Those tea gatherings at Wenceslas Square,

**[00:08:33]** are just discussions.

**[00:08:37]** But I want to say that the rebellion wasn't mine.

**[00:08:41]** I came into a certain context, and it's still interesting.

**[00:08:45]** When I thought about it yesterday, if you look from the outside,

**[00:08:49]** this here is the edge of the team.

**[00:08:53]** At that moment, you are the ones who are in the reality where it happens.

**[00:08:57]** There we are the ones who change the world.

**[00:09:01]** So that was a rebellion that wasn't mine.

**[00:09:05]** A lot happened in between.

**[00:09:09]** I ended up in Greece because my parents decided

**[00:09:13]** to simply move to Greece, so I finished sixth grade here in the Czech Republic.

**[00:09:17]** Or I started fifth to sixth grade in Athens.

**[00:09:21]** That was my name, and with that, I started sixth grade in Athens.

**[00:09:25]** But if I could maybe go back to Greece now,

**[00:09:29]** I would go back.

**[00:09:33]** Although it always annoys me when my parents say I should be grateful to them

**[00:09:37]** that we were in Greece, I tell them no one asked me

**[00:09:41]** if I wanted to go with you to Greece.

**[00:09:45]** However, we came back, and just the opposite of that story is,

**[00:09:49]** which is mine. Suddenly I was an entrepreneur, I had staffing agencies,

**[00:09:53]** I had a tailored suit because that's how it was done.

**[00:09:57]** I had a nice agency.

**[00:10:00]** An executive assistant, because that's how it was done too.

**[00:10:04]** Today, we've been together 17 years, and we have a child.

**[00:10:08]** And she is also a key part of the story,

**[00:10:12]** because in the end, she fired me, so I stepped out of that role

**[00:10:16]** and the context someone had defined for me. Back then it started to be clear

**[00:10:20]** that you had to wear a suit to interviews,

**[00:10:24]** and you heard slogans like, 'Our customer, our master.'

**[00:10:28]** He says, 'So I'll do this,' and the context somehow worked. An entrepreneur does this,

**[00:10:32]** doesn't do that. I had rebellious Adidas shoes

**[00:10:36]** with the suit, I never gave that up.

**[00:10:40]** Then came a moment when I said, I don't want this, I'll be different again,

**[00:10:44]** and I thought how free I was when I had that photo long ago.

**[00:10:48]** That's freedom, because now I can go to companies dressed like a poker player,

**[00:10:52]** and it's cool. But in the end, it was just some posing and some coolness,

**[00:10:56]** where you just build a story and make yourself more interesting,

**[00:11:03]** but it's exactly the same as making yourself interesting in a Thai suit.

**[00:11:07]** Of course, it's better to be cool in a 60-year-old car than to be cool in a Superb

**[00:11:11]** and a suit with a flag. But you are on it... There's no one here, what are you on?

**[00:11:15]** But at that moment, I thought I had suddenly discovered freedom,

**[00:11:21]** and that was the true me, but it wasn't true.

**[00:11:24]** So what to say about that, from birth, if you think about it,

**[00:11:29]** So basically, life is about starting to create.

**[00:11:32]** From the moment we are born, we are grateful to our mother

**[00:11:36]** for giving birth to us, for giving us life. I remember when my mom

**[00:11:40]** called me one morning about 10 years ago when I did something wrong,

**[00:11:44]** I was already 40, and she said I was an ungrateful jerk, and I asked what I should be grateful for.

**[00:11:49]** She said, well, we raised you and I gave birth to you, and things like that,

**[00:11:53]** basically from the start, commitments. A commitment to your dad,

**[00:11:57]** that you will play football, then friends come, then marriage.

**[00:12:02]** A commitment that you will stick together for 60 years.

**[00:12:06]** You make some commitments, fulfill expectations, and I often meet

**[00:12:10]** people around me who fulfill someone else's expectations,

**[00:12:14]** never their own. And then at some point, you start to realize.

**[00:12:18]** What did I promise here? Why should I do this?

**[00:12:22]** Because we said so 30 years ago, or because the times

**[00:12:26]** force me to make this kind of commitment, and you start doubting.

**[00:12:30]** And when you start doubting those expectations

**[00:12:34]** of others and the commitments you often made unconsciously,

**[00:12:38]** you begin to find your uniqueness.

**[00:12:42]** Because there you start discovering some essence,

**[00:12:46]** and a singularity arises, as you truly connect with who you really are,

**[00:12:50]** with all the bad and good inside you,

**[00:12:54]** and you can start fixing it. And there you can begin to develop your uniqueness.

**[00:12:58]** If I hadn't done this, I would have kept developing

**[00:13:02]** someone else's uniqueness and context.

**[00:13:06]** I can be a unique entrepreneur in a suit, or a unique rebel in a miniskirt.

**[00:13:10]** But that's not what it's about. By the way, here you see the use of midjourney in practice.

**[00:13:14]** I generated these two images using artificial intelligence,

**[00:13:18]** because it was easier than searching for them in photo banks.

**[00:13:22]** So one is like this, the other is like that.

**[00:13:26]** And now the story about how I tried to discover myself,

**[00:13:30]** I don't think I have it finished, I probably never will.

**[00:13:34]** However, I want to give you some context, books, videos,

**[00:13:38]** which, if you go through them, might help you understand what I mean

**[00:13:42]** and maybe help you. I mentioned my wife,

**[00:13:46]** and when she came to our agency,

**[00:13:50]** she was the first person who started telling me what she really saw.

**[00:13:54]** She said, you're a terrible parent. How terrible?

**[00:13:58]** In attentive care, with a two-and-a-half-year-old child, I'm the biggest king, of course.

**[00:14:02]** And you're terrible, the way you teach the kids about things.

**[00:14:06]** You know, just things like that. It started normally,

**[00:14:10]** but then some moment told me, you don't enjoy this job here, go to hell.

**[00:14:14]** And I said, this is my company, one day it will be big,

**[00:14:18]** I'll just have a lot of money. And she said, you don't even go,

**[00:14:22]** and I thought about it and it happened that in 2010,

**[00:14:26]** I came to the first Prague TEDx. And that was a boom.

**[00:14:30]** If I can recommend, the first link to click is TEDx 2010,

**[00:14:34]** there are talks recorded. This lady in it is 92 years old

**[00:14:38]** Hanna Františka Gardlíková, who actually started at 17

**[00:14:42]** at Bata as an accountant and ended up, at 92, still an entrepreneur,

**[00:14:46]** making regional costumes, simply dolls, which she sold

**[00:14:50]** in limited editions for a thousand euros each. She was from Paris

**[00:14:54]** 12th great-granddaughter, who told her to give up on business,

**[00:14:58]** and she said she really enjoyed it. She said her husband died when she was 74,

**[00:15:02]** and instead of breaking down,

**[00:15:06]** she went to the office, she has the 50th trade license, maybe posthumously,

**[00:15:10]** the 50th trade license in Prague or in Czechia and took out

**[00:15:14]** a loan of one and a half million, ordered a wagon of rubber dolls and started sewing costumes.

**[00:15:18]** She said, I called those girls from Zlín, they were all 60,

**[00:15:22]** and we put together sewing those dolls. I was staring at that lady

**[00:15:26]** and thought, damn, I'm thirty and I'm afraid of what will happen tomorrow,

**[00:15:30]** whether I'll be rich and happy, or an entrepreneur or an employee.

**[00:15:34]** And this lady has no respect or fear at all.

**[00:15:38]** At that TEDx, people like Tomáš Heisler, Ondra Štefl appeared, who talked about founding

**[00:15:42]** SCIO schools, just starting. Mrs. Nováčková was there,

**[00:15:46]** just respect and being respected. Cyril Hešel, it was really intense.

**[00:15:50]** It was at the Vzlet cinema in Vršovice, which I think is like a gateway

**[00:15:54]** to somewhere completely new, like energy flows there. Vzlet is just great.

**[00:15:58]** And I sat there and left that TEDx and the next day I went to my

**[00:16:02]** partner and said I'm selling my share. Interestingly, that partner

**[00:16:06]** from the agency also told me, what will you do if you don't know how.

**[00:16:10]** Like, you don't even have a university degree, you're just babbling here.

**[00:16:14]** And I said I don't know, I just feel I have to take this step now.

**[00:16:18]** And I actually left and Eva knows it, because I came to Lomocov

**[00:16:22]** and started working with Libor Malý. And at that TEDx appeared

**[00:16:26]** various concepts. And now there are some books that led me to

**[00:16:30]** dive deeper and deeper into the idea that the truth doesn't exist and that the things

**[00:16:34]** I thought dogmatically correct until then actually aren't.

**[00:16:38]** Yeah, just before that, just before that, I don't see the slides here,

**[00:16:42]** but it doesn't matter. Just before that, thanks to Tomáš,

**[00:16:46]** the conference Svoboda na živo happened. Hyra was outside the mainstream

**[00:16:50]** and it was about companies being able to operate based on some

**[00:16:54]** respect for uniqueness, respect for people. That basically,

**[00:16:58]** you can be yourself in them. And great, I was speaking at my first such

**[00:17:02]** conference back in 2012 and I talked about

**[00:17:06]** working from home, the talk is online, I was in a box

**[00:17:10]** on stage, because I was stressed and hid in the box

**[00:17:14]** and I also wanted to say, now I'm working from home and you can't see,

**[00:17:18]** if I had known it was enough to just bite into a bat and flexible

**[00:17:22]** working hours would suddenly be on top, I might have done that.

**[00:17:26]** Then Ethny became the first company to start hosting freedom meetings at Impact Hub

**[00:17:30]** and began working on moving from hierarchical company management to something completely different.

**[00:17:34]** If you look at the flipcharts with words like purpose, vision,

**[00:17:38]** choice, reflection, evaluation, those were new terms for us back then.

**[00:17:42]** Interestingly, in 2012 we weren't ready for it as a working society,

**[00:17:46]** as companies. Today we are ready, but no one remembers

**[00:17:50]** these things we discussed many times. Today there's a new trend,

**[00:17:54]** which we are again not ready for, like agility.

**[00:17:58]** And I'll move on to the books that gradually appeared to me.

**[00:18:02]** The foundation of freedom at work, which actually gave rise to

**[00:18:06]** those conferences where you first saw companies like Zappos

**[00:18:10]** and French favorites and so on.

**[00:18:14]** And you read the contexts of how someone came

**[00:18:18]** and created uniqueness in the company. First it worked,

**[00:18:22]** and then everyone else copied it. Then it was interesting

**[00:18:26]** when I saw how the freedom meetings worked in Neteera,

**[00:18:30]** I thought in the Czech context, am I suitable to join a free company?

**[00:18:34]** I started realizing I wasn't a good team leader,

**[00:18:38]** that it was just a role and that I was a great boss if I bought someone a Tatranka and coffee.

**[00:18:42]** But actually, I was quite selfish

**[00:18:46]** and I did everything best myself and didn't really know how to lead people properly.

**[00:18:50]** So you reflect on whether you can function in a free company.

**[00:18:54]** Today, Ondra and I discuss back-office organizations and said

**[00:18:58]** that there's really no room for a turquoise organization in the Czech Republic today,

**[00:19:02]** because we grew up as corporate boomers in contexts of unfreedom,

**[00:19:06]** in upbringing and in a reality that didn't give us the chance to be unique.

**[00:19:10]** And respect means respecting.

**[00:19:14]** Look at the quotes taken from the book.

**[00:19:18]** Scolding is not upbringing, you need to talk with the child, not at them.

**[00:19:31]** Take the metro sometime and you'll see lots of people talking at kids,

**[00:19:35]** not with the kids. Accepting emotions doesn't mean we have to act on them.

**[00:19:39]** This is from the Bible if you want to start talking about parenting differently.

**[00:19:43]** It's complicated because then you have a child who is quite a free being,

**[00:19:47]** and they might simply tell you not to yell at them,

**[00:19:51]** because at 8 years old, they feel like you don't love them.

**[00:19:55]** So you deal with that, or they ask me how often my mom has sex,

**[00:19:59]** and if it's sex out of love.

**[00:20:00]** At eight years old.

**[00:20:02]** So suddenly you're having completely different conversations with that being.

**[00:20:06]** Respect will be a fundamental book.

**[00:20:08]** Happiness Delivered. That's the whole story of zapos.

**[00:20:11]** When I sometimes go to lectures at university,

**[00:20:13]** I ask if they know the kids from zapos.

**[00:20:16]** No one. Like 70 kids fail, no one knows zapos.

**[00:20:20]** For God's sake. Just look at zapos.insights.com,

**[00:20:24]** and you'll suddenly see how to build company uniqueness.

**[00:20:28]** There are videos with Tony Shieh, who used it after his death.

**[00:20:31]** And he explains what a Love Brand looks like.

**[00:20:33]** If we started selling lids or spoons,

**[00:20:37]** our customers would buy them,

**[00:20:39]** because they love us for what we do.

**[00:20:41]** Great for some business thinking.

**[00:20:44]** Ricardo Semler. You always come into a company and someone tells you,

**[00:20:47]** here in Rožnov pod Radhoštěm,

**[00:20:49]** we won't create any uniqueness.

**[00:20:51]** We have workers who come here,

**[00:20:59]** so Ricardo Semler shows how to do it in a factory.

**[00:21:03]** How you can set up an environment of trust,

**[00:21:06]** open salaries, and start treating people with respect,

**[00:21:09]** even when building a turbine factory.

**[00:21:11]** This is one of the most successful examples.

**[00:21:13]** I actually don't even know what Ricardo Semler and Zemko look like today.

**[00:21:16]** And then we get to more spiritual,

**[00:21:20]** or inner books.

**[00:21:23]** This is a fundamental book, but not just for men.

**[00:21:27]** I had an episode with my current wife,

**[00:21:30]** where things were always very tough,

**[00:21:32]** and at some point, we weren't together.

**[00:21:35]** And I really wanted us to get back together,

**[00:21:39]** Because after all, we're supposed to be together for life.

**[00:21:42]** Because we made that commitment.

**[00:21:45]** And she told me back then,

**[00:21:47]** that if I don't start loving with my heart and not my eyes,

**[00:21:50]** she won't come back to me.

**[00:21:52]** And I loved her with those eyes,

**[00:21:54]** because she was beautiful, young.

**[00:21:56]** It was the idea of that woman,

**[00:21:58]** that I wanted at that moment.

**[00:22:00]** Not that she isn't beautiful today.

**[00:22:02]** She's not exactly the youngest anymore.

**[00:22:04]** Now I'm getting tangled up in this.

**[00:22:06]** Sorry, sorry.

**[00:22:08]** I'll hear about this at home.

**[00:22:10]** But looking at your inner self

**[00:22:14]** from the perspective of your own sexuality, desire,

**[00:22:18]** there's suddenly a great realization,

**[00:22:20]** that I then looked at my wife with the eyes of someone who

**[00:22:23]** saw a thousand women in one.

**[00:22:25]** And accepted her personality as she is.

**[00:22:28]** Suddenly, I didn't need to make her fit some idea,

**[00:22:31]** to fulfill my expectations of a woman.

**[00:22:33]** And today we have a very open agreement

**[00:22:36]** in the sense that we could each do what we want.

**[00:22:39]** But actually, when I feel

**[00:22:41]** that I'm starting to have a midlife crisis,

**[00:22:43]** I tell her about it and we think together about what to do.

**[00:22:46]** So it's very open, and I think

**[00:22:48]** this is definitely an essential book for men,

**[00:22:51]** and I think also for women.

**[00:22:53]** The Four Agreements.

**[00:22:55]** It's really, I'd say, the minimum,

**[00:22:58]** the very basics of

**[00:23:00]** how we should function in society today.

**[00:23:03]** Not to argue with words, because words define intention.

**[00:23:06]** And words simply have that power.

**[00:23:08]** So when you gossip about someone,

**[00:23:11]** you actually define the intention of that gossip.

**[00:23:14]** So respect those words,

**[00:23:17]** by the way, that's what they say, right, your words.

**[00:23:20]** Do things as best as you can, but not better.

**[00:23:23]** Yeah, because no one actually expects better from you.

**[00:23:26]** That's what you want from yourself,

**[00:23:28]** because you want to exceed someone else's expectations.

**[00:23:31]** So do things really by,

**[00:23:33]** doing them as best as you can,

**[00:23:35]** but not by pushing yourself to 140%.

**[00:23:37]** And then you say, I'm tired here,

**[00:23:39]** I come home completely drained.

**[00:23:41]** Because maybe you defined it that way yourself.

**[00:23:43]** So you let yourself get drained.

**[00:23:45]** And don't make assumptions.

**[00:23:47]** I was a master of assumptions.

**[00:23:49]** I just felt that if my wife didn't reply to my text,

**[00:23:52]** there was probably a swingers party going on at home.

**[00:23:55]** Like, totally, I could define it all myself.

**[00:23:58]** If a colleague just looked at me weird,

**[00:24:00]** I thought, wow, we're not friends anymore,

**[00:24:03]** and we won't work on the project together,

**[00:24:06]** there must be something strange going on.

**[00:24:08]** So assumptions are absolutely crucial.

**[00:24:10]** And even today, though I know this,

**[00:24:12]** sometimes an assumption pops into my head.

**[00:24:15]** Suddenly. And I say, hey, that's not mine at all.

**[00:24:18]** Just go away, thought.

**[00:24:20]** And don't take things personally.

**[00:24:22]** That's where a fundamental change happens.

**[00:24:24]** Suddenly you realize that when someone makes you angry,

**[00:24:27]** it's not their fault.

**[00:24:29]** Usually, you get angry at yourself.

**[00:24:31]** They just pressed some button.

**[00:24:33]** Sometimes they don't even know they pressed it.

**[00:24:35]** Sometimes I get mad at Honza,

**[00:24:37]** and he doesn't even know I'm mad at him,

**[00:24:39]** because he just pressed some word inside me,

**[00:24:42]** something that is inside me. He exactly triggered a pattern.

**[00:24:45]** And when you start noticing this,

**[00:24:47]** when you tell yourself you're not the center of the universe,

**[00:24:50]** that not everything revolves around you,

**[00:24:53]** that person, a totally classic example,

**[00:24:56]** which you all know,

**[00:24:58]** you seem a bit sad. What's going on?

**[00:25:01]** Women tend to answer 'nothing'.

**[00:25:03]** You see assumptions in that,

**[00:25:05]** that suddenly you're the center of attention.

**[00:25:07]** Did I do something wrong?

**[00:25:09]** Do I bring home too little money? Am I bad in bed?

**[00:25:11]** Or damn it, what's going on?

**[00:25:13]** Nothing, we're just thinking about something completely different.

**[00:25:15]** And it has nothing to do with you at all.

**[00:25:17]** Maybe that the eggs from the bakery roll were bad.

**[00:25:20]** Or that she has a project with an important exam tomorrow.

**[00:25:23]** A really crucial thing.

**[00:25:25]** And a lot of present moments.

**[00:25:27]** That was for me the moment when I fell

**[00:25:29]** through glass doors and had one eye like this.

**[00:25:31]** I walked like a pirate with a patch

**[00:25:33]** and read this book with one eye.

**[00:25:36]** I remember it. I was riding through Malostranské náměstí

**[00:25:38]** in the tram and realized how beautiful the world is.

**[00:25:41]** Because I couldn't look at my phone.

**[00:25:43]** I could look at the book, but looking at the phone with one eye

**[00:25:46]** was just too difficult.

**[00:25:48]** So I suddenly read and then looked around the tram

**[00:25:51]** and saw the people there.

**[00:25:53]** How beautiful the square is.

**[00:25:55]** And at that moment, it was just right.

**[00:25:57]** I'm learning today. I still don't have it down.

**[00:25:59]** I'm learning to be totally here and now.

**[00:26:01]** Because I'm not learning how to design great products.

**[00:26:04]** I want to be in the presence where those products are realized.

**[00:26:11]** When what you do is useful to someone.

**[00:26:14]** If it has that connection.

**[00:26:16]** You're not creating something you think will be in the future.

**[00:26:19]** But you are here and now.

**[00:26:21]** And we have the problem that when we remember,

**[00:26:23]** we spend most of the time either in the past or the future.

**[00:26:26]** In microseconds.

**[00:26:28]** But you're no longer in the moment.

**[00:26:30]** Because you're thinking on your way to work about yesterday's meeting

**[00:26:33]** and at work you're thinking about having to buy peas in the evening,

**[00:26:41]** which caused the accident.

**[00:26:43]** I crashed my car, almost hurt my son,

**[00:26:46]** and it happened when I was under pressure thinking about something completely different.

**[00:26:49]** So it's not that I can do it now. Definitely not.

**[00:26:52]** But it's something I fundamentally try to train—being here and now.

**[00:26:55]** At least when creating uniqueness.

**[00:26:58]** So. And I'll return to Pratchett's theme,

**[00:27:00]** the author I like the most.

**[00:27:03]** It's about...

**[00:27:05]** This quote is the best of all because

**[00:27:07]** the presence of those who seek the truth

**[00:27:09]** should be infinitely preferred over those

**[00:27:11]** who think they have found it.

**[00:27:13]** Because those who keep searching for the truth,

**[00:27:15]** explore, discover,

**[00:27:17]** and are in the position of

**[00:27:19]** not knowing that this is how it stands,

**[00:27:21]** as others thought.

**[00:27:23]** That it could be different.

**[00:27:25]** That the whole world could simply work differently.

**[00:27:27]** At that moment, they actually give impulses

**[00:27:30]** for new, interesting things to arise.

**[00:27:33]** They give impulses for conversations.

**[00:27:35]** It's not about monologues.

**[00:27:38]** And my takeaway from this story today,

**[00:27:42]** I'll be 48 next month,

**[00:27:44]** firstly, I consider freedom to be

**[00:27:48]** the ability to choose at any moment

**[00:27:51]** and make that choice.

**[00:27:53]** Hell for me means being stuck in a loop

**[00:27:55]** where I can't decide.

**[00:27:57]** So the moment I can say,

**[00:27:59]** I won't accept this breakfast invitation,

**[00:28:01]** or I won't do this project,

**[00:28:03]** or I just don't want to go to school in the morning,

**[00:28:05]** because I really don't want to spend time there,

**[00:28:07]** that's when I feel free.

**[00:28:09]** And I have people around me who accept my decisions

**[00:28:12]** and work with me in the context that we can.

**[00:28:16]** And whatever I do, I always reflect on where the motivation comes from.

**[00:28:19]** Because if your motivation is external,

**[00:28:21]** and you haven't uncovered it yet,

**[00:28:24]** or it's based on someone else's expectations.

**[00:28:26]** You do it for the money.

**[00:28:29]** Or you do it for the boss you want to please.

**[00:28:31]** Or you do it for the corporate structure,

**[00:28:33]** because it leads to a promotion.

**[00:28:35]** Or you do it because, like my dad,

**[00:28:37]** you always wanted to prove you can drive a car well.

**[00:28:41]** Because my dad is a stunt driver,

**[00:28:44]** so I feel like maybe I always wanted

**[00:28:46]** him to see me as a great driver.

**[00:28:48]** On Monday, it turned out I’m not.

**[00:28:50]** And I was thinking about how to demonstrate this kind of revelation.

**[00:28:52]** When you go to a psychologist,

**[00:28:56]** and the psychologist says, okay,

**[00:28:58]** take everything out of your pockets.

**[00:29:00]** You can either take everything out.

**[00:29:02]** So you pull out condoms, a photo of your mom,

**[00:29:04]** like you throw everything out.

**[00:29:06]** Or you only take out the Volvo keys

**[00:29:09]** and your library card.

**[00:29:11]** That’s what it’s about.

**[00:29:14]** Either you only take out these things,

**[00:29:16]** or you really take everything out.

**[00:29:18]** And then you can talk about the details.

**[00:29:20]** So I try to take out the condoms,

**[00:29:22]** the photo of my mom, and all those things,

**[00:29:24]** so nothing stays hidden anywhere.

**[00:29:26]** Batman level integrity.

**[00:29:29]** That’s what someone told me when I was a student

**[00:29:32]** at a lecture, they said,

**[00:29:34]** that guy has Batman level integrity.

**[00:29:36]** Batman level integrity is about,

**[00:29:38]** for those of you who know Batman well.

**[00:29:41]** By the way, Ondra is here.

**[00:29:43]** Ondra bought me a Batman Christmas gift.

**[00:29:51]** I've almost finished assembling it.

**[00:29:53]** Such a picture, thank you.

**[00:29:55]** It's about how Batman always had several chances

**[00:29:57]** to kill the Joker.

**[00:29:59]** Like letting him go from that building,

**[00:30:00]** or just killing him, which would probably have saved many lives

**[00:30:05]** and protected a lot of property.

**[00:30:07]** But he never did, because at that moment he would become the killer.

**[00:30:10]** He would break a principle that actually defines

**[00:30:15]** the unique essence of that character.

**[00:30:17]** If he did it, he would lose that uniqueness.

**[00:30:19]** And the Joker is also important for the context.

**[00:30:23]** Good must exist alongside evil.

**[00:30:25]** Otherwise, it simply can't be recognized.

**[00:30:28]** And I want to be at the level where I don't break those principles.

**[00:30:32]** My true principles that I started to create.

**[00:30:35]** So I don't want to be manipulated into

**[00:30:37]** having more money or, I don't know, anything else.

**[00:30:42]** Like trying to look better in front of someone or something like that.

**[00:30:45]** And for me, sometimes it's hard.

**[00:30:47]** Sometimes you think, wow, if I did this,

**[00:30:50]** I might feel better.

**[00:30:53]** But what does 'better' even mean?

**[00:30:55]** I'd still have the condoms and the photos of my mom in my pocket.

**[00:30:58]** And they'd still be there.

**[00:30:59]** But I'd pretend I only had the Volvo, my ID card,

**[00:31:02]** and my library card.

**[00:31:04]** So, a crucial realization on this journey.

**[00:31:08]** I say that after 150 times I had a crucial realization.

**[00:31:11]** But maybe it was true, that sometimes those things were the key triggers.

**[00:31:16]** Happiness is never in the lenks.

**[00:31:18]** At least for me.

**[00:31:20]** It's also because I have this drop of rain.

**[00:31:23]** Because if you take a look at the rain,

**[00:31:25]** it can be both destructive

**[00:31:28]** and refreshing at the same time.

**[00:31:30]** Its billions of drops are maybe multiples of billions,

**[00:31:35]** I don't know, to the nth power.

**[00:31:38]** But if you looked at one drop under a microscope,

**[00:31:40]** you would see the whole world in it.

**[00:31:42]** And the whole world can simply be within us.

**[00:31:44]** I don't want my happiness to be defined by Honza, my wife, or my children.

**[00:31:48]** I need to find what makes me happy,

**[00:31:51]** even if there's simply nothing around it.

**[00:31:54]** And it's an incredible kind of search,

**[00:31:58]** that will probably last several more lifetimes,

**[00:32:01]** and maybe I won't succeed.

**[00:32:03]** But I want to be aware of it every moment,

**[00:32:06]** that none of you are the reason for my happiness or unhappiness.

**[00:32:12]** And the last thing is, at the moment when I started,

**[00:32:16]** all of this I went through, from 2012 until now,

**[00:32:20]** at some point after many years I discovered

**[00:32:24]** that the ultimate source of my energy is creation.

**[00:32:27]** I can simply create things.

**[00:32:29]** That I am the creator of that intention.

**[00:32:32]** If I have that inner motivation and what I do comes from my heart

**[00:32:35]** and I want to do it, then at that moment I define my own intention,

**[00:32:38]** and it's simply my intention and I am the creator.

**[00:32:41]** It was interesting, when you look at the COVID time,

**[00:32:44]** you could see people and companies

**[00:32:47]** divided into creators and victims.

**[00:32:50]** The creative companies, people, and so on took it as a fact,

**[00:32:53]** that existed in that summer and started creating.

**[00:32:56]** And by the way, creation is even more important, one more argument for it,

**[00:32:59]** if you remember when you broke up with a boyfriend,

**[00:33:02]** you wrote poems, or composed music,

**[00:33:05]** or drew pictures, or when you feel bad,

**[00:33:08]** you go create something. When I can't move forward with a project,

**[00:33:11]** I go wash the dishes, because it's a closed form

**[00:33:14]** and I create clean dishes.

**[00:33:17]** I just do something that gives me energy,

**[00:33:20]** I go close that form.

**[00:33:23]** And creation is absolutely essential to me and I think

**[00:33:26]** it defines some of my uniqueness.

**[00:33:29]** And now we get to the next story.

**[00:33:32]** Oh, and actually at that time, Lenka knows, we were creating

**[00:33:35]** an HR café, a free portal, according to moco,

**[00:33:38]** where the authors were simply people from the markets and such things happened to you,

**[00:33:41]** that the owner of a big educational company

**[00:33:44]** simply wrote an article and the number of people who never saw it,

**[00:33:47]** They wrote to him that it was terrible and that they didn't know who he was writing for.

**[00:33:50]** Yeah, just a truly independent editorial team, back then it was great,

**[00:33:53]** or for IBM we simply created a platform for relationship management

**[00:33:57]** and we got Pavel Kysilka and Mr. Dušek on the same stage.

**[00:34:00]** Those conferences always had a certain vibe,

**[00:34:03]** or things we do under Kukuma.

**[00:34:06]** Just the uniqueness that reflects in it,

**[00:34:09]** because you always think, I want to create some value

**[00:34:12]** and at the same time add our own personal touch.

**[00:34:15]** Your own shape, just as I am, so that I am reflected in it.

**[00:34:18]** And it's great, I enjoy creating these concepts.

**[00:34:23]** I definitely reject the idea that I am just a resource

**[00:34:26]** and I reject that you are just resources

**[00:34:29]** and I simply reject human resources as something

**[00:34:32]** that defines HR.

**[00:34:35]** And that brings me to Kukuma,

**[00:34:38]** because it is the answer to this exact issue.

**[00:34:41]** So I’m wrapping up story number one, I’m 48

**[00:34:45]** and now let’s look at what I created,

**[00:34:48]** what’s like a baby that I think

**[00:34:51]** I’m probably most proud of right now.

**[00:34:54]** And that is Kukuma.

**[00:34:57]** Austin Kleon, another one of those essential books

**[00:35:00]** about creating good art, understands that

**[00:35:03]** nothing appears out of thin air in the world,

**[00:35:06]** all creative work grows from what already exists,

**[00:35:09]** nothing is completely original.

**[00:35:13]** Kukuma was basically an answer to that,

**[00:35:16]** I spent four years here in Sevčou Královou

**[00:35:19]** actually in Lomoc under Libor Malý.

**[00:35:22]** When we were with Libor, it was fantastic.

**[00:35:25]** I remember when Libor Malý still had this,

**[00:35:28]** when we came with some project,

**[00:35:31]** downstairs there was, I don’t know if you remember,

**[00:35:34]** a phrase: who will benefit from this.

**[00:35:37]** And if you didn’t answer that to Libor,

**[00:35:41]** even if the project was the most profitable in intention,

**[00:35:44]** Libor simply wouldn’t let it go further.

**[00:35:47]** It was about who we bring value to

**[00:35:50]** by putting this red button somewhere.

**[00:35:53]** Then Libor left, and I think the company changed.

**[00:35:56]** And there was no longer room for me there.

**[00:35:59]** I had a moment when I could access the systems,

**[00:36:02]** so I opened a job ad, I think it was Geráts Ogilvy's

**[00:36:05]** from 2010 for a Kiak Out Manager.

**[00:36:08]** Between 2015 or within about seven years, it was there.

**[00:36:12]** And the ad was exactly the same.

**[00:36:15]** The only thing that changed was the meal voucher amount.

**[00:36:18]** Otherwise, it was basically the same, just some bullet points and so on.

**[00:36:21]** You said, how can this actually work?

**[00:36:24]** It doesn't make sense now, people can't be doing the same thing

**[00:36:27]** over ten years, the work has changed.

**[00:36:30]** At the same time, when I had those recruitment agencies,

**[00:36:33]** my wife consciously

**[00:36:37]** and I thank her again, just sent me away.

**[00:36:40]** It was about sending resources

**[00:36:43]** from point A to point B.

**[00:36:46]** We didn't care at all if the Xypilon resource

**[00:36:49]** would be happy there, if they would find fulfillment.

**[00:36:52]** If they fit into the team there.

**[00:36:55]** If it even made sense. We just did it that way.

**[00:36:58]** And with Mirka, I started long ago as a headhunter,

**[00:37:01]** and I also have a hypothesis that Rosman was one of the first clients

**[00:37:04]** where I could do something I called value-based recruitment.

**[00:37:07]** Where I conducted interviews around the role

**[00:37:10]** and thought about who to place there

**[00:37:13]** so everything would fit together.

**[00:37:16]** And after we failed,

**[00:37:19]** because one candidate outplayed us in this,

**[00:37:22]** Mirka said, go do research,

**[00:37:25]** since no one knew how, so thanks again.

**[00:37:28]** Today we have it. What makes it unique?

**[00:37:31]** It's that we move from the old marketing approach,

**[00:37:34]** towards employee experience. I think we are

**[00:37:37]** probably the only portal that truly focuses on finding

**[00:37:40]** the essence of companies to present the employee experience.

**[00:37:43]** And we try to make recruitment creative.

**[00:37:46]** Our uniqueness is that I love creativity,

**[00:37:49]** I love when it has design and some feel,

**[00:37:52]** look, and when the brand is identifiable by something.

**[00:37:55]** so we want to enable this for the people

**[00:37:59]** who create those bullet-point job ads. So they can advance creatively.

**[00:38:02]** So they can actually refine their recruitment.

**[00:38:05]** Today, a key difference between Generation Z

**[00:38:08]** and Generation Y is that Gen Z won't read text.

**[00:38:11]** So your bullet-point job ads are ending.

**[00:38:14]** They simply won't work soon.

**[00:38:17]** Gen Z prefers videos and photos. Ideally.

**[00:38:20]** Video today. We're now in a transition mode

**[00:38:23]** of this content creation, because sometimes I struggle when I see

**[00:38:27]** people trying to switch to video mode.

**[00:38:30]** But it's great that we're doing it.

**[00:38:33]** Because video can have authenticity.

**[00:38:36]** By the way, at Kokuma we don't edit videos,

**[00:38:39]** and when our clients say it's complicated,

**[00:38:42]** and we have to say it all in one take, we say yes.

**[00:38:45]** Because if I edit the video, I turn Kaufland into an innovative startup.

**[00:38:48]** If I don't edit the video, the essence remains.

**[00:38:51]** Because the person who has it inside them,

**[00:38:55]** comes across on the video, so you believe them.

**[00:38:58]** That's the trust.

**[00:39:01]** So it's really about the Camplay Experience and creative recruitment.

**[00:39:04]** We try to make it not about the resources.

**[00:39:07]** Originally, when we built the portal,

**[00:39:10]** I didn't want to have any job ads at all.

**[00:39:13]** But that couldn't be sold to HR.

**[00:39:16]** So I came to the company and said,

**[00:39:19]** you'll have a great profile that we create for you.

**[00:39:22]** And they said, so what?

**[00:39:25]** And you'll also have job ads. Oh, okay.

**[00:39:28]** So we had to include the job ads.

**[00:39:31]** But I originally thought people would find the companies

**[00:39:34]** and focus on their cultures and look for jobs themselves.

**[00:39:37]** And they'd say, today job searching looks like this,

**[00:39:40]** I'm a marketer in Ústí nad Labem and I go to job sites

**[00:39:43]** and type marketing in Ústí nad Labem.

**[00:39:46]** What if you were a great baker in Pardubice?

**[00:39:50]** So we wanted to create this, but it didn't quite work out,

**[00:39:53]** this intention, but we're still working on it.

**[00:39:56]** We want to not work for companies that are so clearly structured,

**[00:39:59]** where the CEO is the biggest.

**[00:40:00]** Simply a 9V battery, his board is a 4.5V battery, his middle management is a 1.5V battery.

**[00:40:06]** When one runs out, you create an incident, look for a 1.5V, put it back, and keep going.

**[00:40:12]** That's a world that, for me, is over—I reject it.

**[00:40:16]** And at the same time, I used to be this slide guy, I've been using this slide for quite a while,

**[00:40:20]** so I threw it into companies and told them they were doing it wrong, because the truth is here.

**[00:40:25]** But that's not the case, and what's important is that when we defined who we want to work for,

**[00:40:29]** we said we want to work for King Miroslava, basically for someone

**[00:40:33]** who is identified with the company. I actually can't work with T-Mobile,

**[00:40:38]** even though I have T-Mobile myself, I respect what they do, I like magenta,

**[00:40:43]** but for me, it's a company led by someone whose uniqueness I can't uncover.

**[00:40:48]** I don't know, I'd rather work for the owner Čiba,

**[00:40:53]** because it's a family business, or for the owner of Decathlon,

**[00:40:57]** but I won't work, I can't work for shareholder-driven management,

**[00:41:01]** which might have a completely different motivation than building a great company.

**[00:41:06]** Then this happens, this is an authentic photo from one company,

**[00:41:10]** where you point at some guy, a colleague grabbed me here, and took such a beautiful photo,

**[00:41:15]** in which you see that they like each other in the company. That's something we experience,

**[00:41:20]** because it's absolutely great. These are simply leaders who automatically earn respect,

**[00:41:24]** people who have good relationships, values are there.

**[00:41:28]** If you ask people in such companies that we discover,

**[00:41:31]** what the company's business card is, they'll tell you, yes, here we go, the story is here.

**[00:41:35]** And I actually need companies that have that story,

**[00:41:37]** because when we look for people for them, we connect them to that story.

**[00:41:41]** When I see Ondra from Benefit Plus, I know why Benefit Plus does what it does.

**[00:41:46]** I don't get it with other meal voucher companies, but here I see the story,

**[00:41:50]** where they're heading, like to some love brand.

**[00:41:54]** We support recruitment 90%.

**[00:41:57]** Now I got a little sidetracked, sorry, but it fits the context.

**[00:42:01]** Today, job boards are 10%.

**[00:42:04]** Everything else is LinkedIn, referral programs,

**[00:42:08]** so people recommend people, people look for people.

**[00:42:11]** And having recruiters who use some content,

**[00:42:14]** which they simply send out, we help with that too.

**[00:42:17]** The motivation for people to join such a company is internal.

**[00:42:21]** Because if you do it authentically, I have this esoteric subtext,

**[00:42:26]** that voice is vibration, a photo is light, and the energy we put into it,

**[00:42:30]** through creation, creates some resonance.

**[00:42:33]** And that resonance attracts or repels the person.

**[00:42:36]** You won't go to Tomáš Čupr because you know the culture there is one you don't want.

**[00:42:40]** But you'll go into that startup because you enjoy it there.

**[00:42:43]** And again, there will be someone who goes to Tomáš.

**[00:42:46]** If you do it with those banks today, I honestly don't know,

**[00:42:49]** what makes Raivka, ČSOB, and Komerčka unique.

**[00:42:52]** To me, it's just a bank.

**[00:42:55]** Not that it's bad, I have an account at Raivka,

**[00:42:59]** but to me, it's just some bank.

**[00:43:02]** And we say, be in good company.

**[00:43:05]** So we do things to make those companies good company,

**[00:43:08]** to connect the people.

**[00:43:11]** By the way, the DJ you see on that slide,

**[00:43:14]** is Ilja, who leads the warehouse at the company iLevel

**[00:43:17]** and DJs at our event.

**[00:43:20]** You might see him at Culture Rocks in Řín.

**[00:43:23]** We created the first conference that was a talk show conference.

**[00:43:26]** When we approached those people, we thought,

**[00:43:30]** they have great content but aren't good presenters,

**[00:43:33]** so we took away the chance for them to mess it up by presenting,

**[00:43:36]** and instead we talk with them on stage.

**[00:43:39]** And we created this whole format.

**[00:43:42]** So the uniqueness is that we keep putting creativity into it

**[00:43:45]** and create something that is ours with our principles

**[00:43:48]** and, of course, our values

**[00:43:51]** and principles that are unchanging

**[00:43:54]** and our attitudes.

**[00:43:58]** The most creative interactions. I think recruitment is moving towards

**[00:44:01]** needing to be in high resolution.

**[00:44:04]** That's why, for example, we made

**[00:44:07]** team microsites. Like team career pages.

**[00:44:10]** That means not just the company as a whole, but because you have a company

**[00:44:13]** as one culture and then small subcultures.

**[00:44:16]** You can have a company that you describe somehow,

**[00:44:19]** but inside it are marketers and IT people.

**[00:44:22]** And only at Monami did I see the IT people stand up

**[00:44:25]** and protest because marketing didn't have someone

**[00:44:28]** who fits the values. I haven't seen that elsewhere.

**[00:44:31]** And people who are, you have customer care and, well,

**[00:44:34]** board, those are all subcultures.

**[00:44:37]** So when you start creating team insights

**[00:44:40]** and open windows into those individual teams,

**[00:44:43]** so your recruitment becomes more precise and you have it in high resolution.

**[00:44:46]** This is what they simply look like, these are currently

**[00:44:49]** Phenomenal Market Research, they just created themselves.

**[00:44:52]** Career pages can be made by companies completely,

**[00:44:55]** we're creating a tool where basically every, and don't take this the wrong way,

**[00:44:58]** every TETAS HR,

**[00:45:01]** like an HR lady who has never created any pages,

**[00:45:04]** never coded a website, just does a different job,

**[00:45:07]** can simply create something that has some quality

**[00:45:10]** and looks good. We have the ultimate tool

**[00:45:13]** for IT content. It's Kevin

**[00:45:16]** and Kevin is Kokot and Kokot is Kokum and Content Tool.

**[00:45:20]** Greetings to my friend the boss from Ostrava,

**[00:45:23]** who draws those pictures for us.

**[00:45:26]** We found out that the picture is too much, that it's our uniqueness,

**[00:45:29]** but when we release it to the company, people

**[00:45:32]** we can have our logo on the login screen instead of the peeing

**[00:45:35]** cactus, so we say sure.

**[00:45:38]** It's just that we wanted to create

**[00:45:41]** some hype.

**[00:45:44]** It's true that just a week ago I had a talk with my conscious wife

**[00:45:47]** about the presentation,

**[00:45:50]** and she said, but Kokuma is just

**[00:45:53]** a joke for you again. And I said, wait, wait, wait,

**[00:45:56]** it's not like that...

**[00:45:59]** And we really had a long discussion whether it's because of the mini skirt

**[00:46:02]** from the 60s or if it's really some

**[00:46:05]** development from the heart.

**[00:46:08]** I think I convinced her,

**[00:46:11]** but she still watches it with skepticism.

**[00:46:14]** So to get back to the corporate job for a moment, to fix the roof.

**[00:46:17]** Now I'll return to the present moment.

**[00:46:20]** We actually design Kokuma so that

**[00:46:23]** we are constantly on the street. We are constantly with those companies.

**[00:46:26]** We are constantly on the market. That means we don't invent somewhere in the back

**[00:46:29]** in the office during an offsite meeting

**[00:46:32]** with the IT team some innovative shift and product.

**[00:46:35]** We talk to the people who contact us,

**[00:46:38]** how they use it and see what their needs are.

**[00:46:41]** How they work with their recruitment needs.

**[00:46:44]** How they work with presenting the company externally.

**[00:46:47]** How it's simply no longer about...

**[00:46:50]** And if you're in HR, HR marketing,

**[00:46:53]** you know that in the beginning it was about those stock photos.

**[00:46:56]** The category was called

**[00:46:59]** Happy People in Business Occasions.

**[00:47:02]** So those happy people by the flipchart.

**[00:47:05]** Then you moved on to real people,

**[00:47:08]** but often companies had real people from the Dutch headquarters.

**[00:47:11]** And today it's really about experience management

**[00:47:14]** and the experience of letting people know who you really are.

**[00:47:17]** And what your reality looks like.

**[00:47:20]** And we're still like my way or the highway.

**[00:47:23]** Recently someone asked me, 'Do you still choose companies?'

**[00:47:26]** I said, yes, still.

**[00:47:29]** Business developers come to us, for whom we want to hire someone,

**[00:47:32]** when they finally turn our worst business model in the Czech Republic

**[00:47:35]** into some kind of abundance business model.

**[00:47:38]** And they ask, 'Why do you choose companies?'

**[00:47:41]** And I say, because that's the kind of world we're building.

**[00:47:44]** That's simply our environment, that's our reality.

**[00:47:47]** And I just want to create it that way.

**[00:47:50]** I want to have a space only with kings and queens,

**[00:47:53]** so we can help these companies stand out.

**[00:47:56]** And I return to that Batman Leven de Integrity.

**[00:47:59]** I will never break it.

**[00:48:02]** I don't want to build another electronics e-shop, even though I could profit from it.

**[00:48:05]** If I can't have kokumu, I'll do something else.

**[00:48:08]** But I don't want to break the principle on which it all started.

**[00:48:11]** We want to inspire the trech to reject this,

**[00:48:14]** to stop doing it this way.

**[00:48:17]** We want them to reject this, to...

**[00:48:20]** And it's still mainstream, when you open job sites,

**[00:48:23]** one ad after another, mostly you'll see this.

**[00:48:27]** And...

**[00:48:30]** And still...

**[00:48:33]** We still want...

**[00:48:36]** To get out of those complex hierarchical systems,

**[00:48:39]** which allow you to meet others' expectations,

**[00:48:42]** where you can hide even when you're doing nothing.

**[00:48:45]** I remember when FIBM cut a layer of management in the region.

**[00:48:48]** And no one noticed.

**[00:48:51]** Zero.

**[00:48:55]** Or when a colleague sent an unfilled report at another company,

**[00:48:58]** but sent it on time.

**[00:49:01]** And he got thumbs up from his boss for sending it on time.

**[00:49:04]** But there was nothing in it.

**[00:49:07]** So we want the nonsense that often exists in how things work

**[00:49:10]** to simply disappear. We want to inspire that.

**[00:49:13]** We’re not saying it’s wrong, it just works that way.

**[00:49:16]** But we want to inspire doing it differently and better.

**[00:49:19]** So, I’m getting to the third story, which is the part

**[00:49:22]** that comes from over five thousand hours of interviews about why something works and something doesn’t.

**[00:49:25]** Why somewhere there is motivation to work for this boss

**[00:49:28]** and to work for another.

**[00:49:31]** Why Erich Čomor, who is on that screen,

**[00:49:34]** who built Airbank in Germany,

**[00:49:37]** and Airbank closed the German branch,

**[00:49:40]** and he came to Rohlik.

**[00:49:43]** And we talked about when he said, I thought,

**[00:49:46]** that when we built Airbank, I knew everything about speed.

**[00:49:49]** And he said, I actually knew nothing about speed.

**[00:49:52]** And those are the stories.

**[00:49:55]** So thanks to that, today I help with some designs, companies,

**[00:49:58]** redesigns, and I keep doing it.

**[00:50:00]** And I’ll introduce the third story with Netflix.

**[00:50:03]** This is a claim from Netflix’s culture deck.

**[00:50:07]** Many companies have great values on their office walls,

**[00:50:09]** but our real values serve us to

**[00:50:12]** select colleagues, fire colleagues, promote colleagues.

**[00:50:16]** It’s not about telling the customer you’re great,

**[00:50:19]** because you have a reliable product.

**[00:50:21]** Values define the internal uniqueness of the company.

**[00:50:27]** And I see a company as an ecosystem.

**[00:50:30]** If you look at it as an organism,

**[00:50:37]** then the ecosystem, when we start redesigning companies,

**[00:50:40]** or ideally when you start building them,

**[00:50:42]** you look at the ecosystem and how things work for you.

**[00:50:45]** You have a nervous system that must carry information.

**[00:50:48]** That means, if my head doesn’t send signals to my foot,

**[00:50:51]** If it’s supposed to move, I’ll probably get hurt if I fall,

**[00:50:55]** because I need to give you information like this anyway.

**[00:50:57]** You have some lymphatic system through which energy flows in the company.

**[00:51:00]** Ideally, it’s leadership, often like the team leaders,

**[00:51:04]** through whom these are the nodes of the lymphatic system.

**[00:51:07]** If energy doesn’t flow through me, if the atmosphere doesn’t flow through me,

**[00:51:11]** if the information doesn’t flow through me, it gets stuck and it doesn’t work.

**[00:51:15]** You have some self-reflection system.

**[00:51:17]** You have to be able to eliminate what is toxic in the system.

**[00:51:21]** Often in companies, you find it doesn’t work

**[00:51:23]** because there are people who should have been excluded long ago but aren’t.

**[00:51:29]** You have some muscles, that’s performance, and you realize you need to feed those muscles with a spine

**[00:51:34]** and a skeleton, and those are the values.

**[00:51:36]** If you don’t have a spine, and they say you’re spineless, without those values,

**[00:51:40]** spineless companies can’t perform well,

**[00:51:42]** because they can’t support big muscles.

**[00:51:44]** You need a strong skeleton, a strong spine to have great performance.

**[00:51:49]** Then you have some lungs, which is why they say atmosphere,

**[00:51:52]** like we breathe in what’s in the air.

**[00:51:55]** I really like that if you look at the word inspiration,

**[00:51:58]** it comes from the Latin inspiratio, which means breath in, breath out.

**[00:52:02]** And when God created the world, it was always with an exhale.

**[00:52:05]** So it’s about the breath in, breath out, and the company’s atmosphere being key

**[00:52:10]** for the purpose to be realized within it.

**[00:52:13]** Then you have relationships that connect all of this,

**[00:52:16]** which are key for it to be one body at all.

**[00:52:19]** And when you look at this, you find where the things

**[00:52:22]** that haven’t been revealed yet are, where I realized this is my dad’s

**[00:52:26]** expectations, not mine, and that’s a problem I need to solve.

**[00:52:30]** It’s the same in companies.

**[00:52:32]** And you can build fixing and uniqueness on these things.

**[00:52:36]** You simply take a problem that doesn’t work

**[00:52:38]** and start redesigning it so it does.

**[00:52:41]** In the context of having a whole ecosystem.

**[00:52:43]** For me, three roles are always essential in any creation.

**[00:52:46]** By the way, I consider the CEO a chief ecosystem officer.

**[00:52:50]** This is the person who makes sure the ecosystem works well.

**[00:52:53]** Next to them is the operations manager and the people and culture officer.

**[00:52:58]** These key roles should be able to define a unique culture.

**[00:53:04]** Because it should be built on them.

**[00:53:07]** And just a few stories to go with it, I have ten minutes, so I can manage, that's great, I'm calm now.

**[00:53:13]** A few stories that are inspiring in this context.

**[00:53:16]** Tomáš Baťa, definitely.

**[00:53:17]** I think Baťa stories from Gabča are on Arbijed.

**[00:53:21]** Great stories about how Baťa operated.

**[00:53:24]** Street sweepers can't teach them how to keep the company clean,

**[00:53:29]** better than all the directors and clerks combined.

**[00:53:31]** It's just so clear and so beautiful.

**[00:53:33]** Maybe you'll be discussing with your buddy over dinner at Vína,

**[00:53:39]** how you should do customer care.

**[00:53:41]** But if the person who actually does customer care isn't there,

**[00:53:44]** you won't really learn it properly.

**[00:53:46]** I remember when Petr Beneš and I did an experiment,

**[00:53:49]** to create a profile for Česká spořitelna.

**[00:53:51]** And I talked to the IT guys who worked on those systems.

**[00:53:55]** And one said to me, you know what was crucial,

**[00:53:57]** when they sat us down with the ladies at the counter.

**[00:53:59]** And we saw how they used the systems we programmed.

**[00:54:02]** No one had done that before.

**[00:54:04]** We just programmed some systems, but no one saw who we were actually doing it for.

**[00:54:08]** So the street sweeper is important in a company.

**[00:54:12]** Decathlon.

**[00:54:13]** I love Get Decathlon and I could talk about it here for another six hours.

**[00:54:17]** It's just that it was founded by Michael Leclerc.

**[00:54:20]** People who had never done any business started it and wanted to create,

**[00:54:23]** their goal was to make the most popular sports store in the world.

**[00:54:27]** For me, it's the most inspiring culture I've encountered so far,

**[00:54:30]** the most logically built,

**[00:54:32]** very precise and based on values.

**[00:54:35]** If we were to talk about some teal,

**[00:54:37]** it seems to me that Decathlon is closest to what post-driven companies are.

**[00:54:41]** Because Decathlon has a simple goal: to make sport more accessible.

**[00:54:46]** That means you bring in athletes,

**[00:54:48]** because they can help make sport more accessible,

**[00:54:51]** and you bring in athletes who play ball games,

**[00:54:54]** you don't just bring in athletes who do hill rallying.

**[00:54:57]** Because that's not an accessible sport.

**[00:54:59]** So Decathlon is just great.

**[00:55:01]** IKEA.

**[00:55:02]** I'll come back to it,

**[00:55:03]** but by the way, this is one of the perks

**[00:55:06]** with the will of a furniture merchant.

**[00:55:11]** I like when Ingvar Kamprad actually said,

**[00:55:14]** that a unique or free person

**[00:55:17]** should be detached from symbols of power.

**[00:55:20]** And that was one of the reasons why they built IKEA the way they did.

**[00:55:24]** Phil Knight, Nike, Shoe Dog.

**[00:55:27]** A key book about how Phil Knight, with courage

**[00:55:31]** and perseverance and stubbornness, built the most successful sports brand in the world.

**[00:55:37]** And there's a really nice moment in it that you realize later.

**[00:55:42]** First, when I finished the book,

**[00:55:44]** I looked up Nike's revenue and Adidas's,

**[00:55:47]** the second biggest sports brand in the world.

**[00:55:50]** The difference in value between Nike, built on certain values,

**[00:55:54]** and Adidas was 41 billion dollars at the time I read the book.

**[00:56:00]** Nike had 50 billion in revenue and Adidas 9.

**[00:56:04]** And the whole context of Nike is beautiful.

**[00:56:08]** And the courage Nike has,

**[00:56:11]** I don't know if you noticed Colin Kaepernick and Fera,

**[00:56:14]** I don't know if any of you know what it was about,

**[00:56:15]** like a black American football player,

**[00:56:18]** who during the Super Bowl decided that instead of standing,

**[00:56:21]** holding his heart and singing the national anthem,

**[00:56:23]** he knelt, raised his fist, and protested against certain issues,

**[00:56:29]** which were about racial matters,

**[00:56:33]** I don't know the exact details of those protests.

**[00:56:35]** At that time, he was completely blacklisted. The NFL excluded him,

**[00:56:38]** clubs excluded him,

**[00:56:40]** President Trump opposed him.

**[00:56:42]** Nike, because they like these stories, took him, featured him in an ad,

**[00:56:46]** and the slogan in that ad was

**[00:56:48]** Believe in something, even if you sacrifice everything.

**[00:56:51]** Simply believe in something, even if you sacrifice everything.

**[00:56:55]** America split into two camps,

**[00:56:57]** one loved Nike even more,

**[00:56:59]** and the other posted videos burning their Nike socks and shoes,

**[00:57:02]** and cutting off the logos.

**[00:57:05]** And Nike responded with a statement that said Just do it safely,

**[00:57:09]** and listed nine ways to burn their products safely.

**[00:57:13]** You can afford that when you have the level of Integrity Batman.

**[00:57:16]** It's about being able to do something like that.

**[00:57:19]** Great story and a great book.

**[00:57:22]** What I'm talking about, if I go back to that,

**[00:57:25]** and if you look at these companies, it's about why and what the product is.

**[00:57:30]** I want to improve the air in Prague, and I'll do it through scooters.

**[00:57:33]** Great, there are three such companies in Prague.

**[00:57:35]** But how you want to do it, based on what values,

**[00:57:38]** what your essence is, what uniqueness you want to bring,

**[00:57:41]** that's what sets you apart.

**[00:57:42]** That's where the brand is defined.

**[00:57:45]** Whether you want this or that kind of investor, or any investor at all,

**[00:57:48]** whether you want to choose such companies, whether you want a great app

**[00:57:52]** or none at all.

**[00:57:53]** All of this defines how the company presents itself externally.

**[00:57:58]** Another essential document, the testament of a furniture salesman,

**[00:58:01]** is a document that Ingvard Kampr wrote about IKEA in 1974.

**[00:58:08]** This description of IKEA is still one of the main onboarding materials at IKEA today,

**[00:58:12]** he updated it in the 90s,

**[00:58:15]** or in 1996, because the concept of freedom in 1974

**[00:58:21]** and freedom in 1996 were simply different terms,

**[00:58:24]** and he updated the terms.

**[00:58:26]** It's very interesting, there are great ideas there about, for example,

**[00:58:30]** why they opened the American market.

**[00:58:33]** Not to make more money, but because the economic situation here was unstable,

**[00:58:38]** and if IKEA disappeared here, it would have America to keep operating.

**[00:58:43]** Really great, I recommend it, I read it about every six months, just flipping through it again.

**[00:58:48]** Here's an excerpt: creating a better everyday life for the many people,

**[00:58:53]** a better everyday life, which is also a life free from symbols, social status, and conventions,

**[00:58:57]** that's a freer human being. We strive to become a concept

**[00:59:01]** also in this area, for ourselves for joy and for others for inspiration.

**[00:59:04]** IKEA, 1974.

**[00:59:08]** There is some essence there, and it comes from the fact that it was Ingvard's passion.

**[00:59:12]** It wasn't like, 'Let's do it this way because four startups next door are doing the same.'

**[00:59:18]** There is something completely different.

**[00:59:21]** When we rebuild or build companies, we should focus on three things.

**[00:59:26]** We need to have shared values. Values are key for me, that's the foundation.

**[00:59:29]** If you don't have them, you can't build a successful shared home, or you can,

**[00:59:34]** but it will involve searching and some...

**[00:59:37]** You'll eventually get to the point where you have to start working with them.

**[00:59:41]** Good standards,

**[00:59:42]** Not processes that hold you back, but standards that help you.

**[00:59:49]** Sometimes you come into a company and those standards aren't there.

**[00:59:52]** Realize that if you want to build a good company,

**[00:59:54]** the know-how, the quality know-how, must belong to the company, not to individuals.

**[00:59:59]** Sometimes it happens that...

**[01:00:00]** You get a great boss with their know-how, suddenly something grows,

**[01:00:05]** they build a great division, do it perfectly because they just know how.

**[01:00:08]** Something happens, they leave, and the know-how leaves with them.

**[01:00:12]** You have to create those good common standards so it belongs to you, to the company.

**[01:00:16]** And one more thing I don't have here, look at the All Blacks

**[01:00:20]** and respect, being respected, freedom doesn't mean I have unlimited

**[01:00:24]** cookies, coffee, the ability to open the boss's door anytime

**[01:00:30]** and say, you're doing it wrong. That's not what it's about.

**[01:00:34]** Feedback culture isn't about telling everyone you meet that they're doing it wrong.

**[01:00:36]** There are certain principles and rules that are important.

**[01:00:40]** Without rules, you can't play the game,

**[01:00:46]** you have to know you're playing football, with 11 players on each side,

**[01:00:52]** such big goals, and it's played in two halves.

**[01:00:56]** Without that, you can't build a quality team.

**[01:01:02]** and their 15 values. For me, a huge inspiration,

**[01:01:06]** the most successful sports team in the world. And my favorite value,

**[01:01:10]** by the way, at Benefit Plus, when we had a workshop about values,

**[01:01:14]** I had the values open like this, and I had them in English.

**[01:01:18]** And a lady was sitting there and said, Petr, can you translate this for me?

**[01:01:22]** I had the values in English and she said, I don't understand this one.

**[01:01:26]** I asked, do you really want this value translated? Yes, yes.

**[01:01:29]** I said, it's 'no dig heads,' meaning no jerks.

**[01:01:33]** She said, good, I'm glad I learned something new,

**[01:01:37]** I'll tell my husband I learned a new term.

**[01:01:40]** And it's simply their value, no dig heads.

**[01:01:43]** We don't want people who are stars but don't work well with others.

**[01:01:47]** Great, fifteen values, great inspiration.

**[01:01:51]** And just one last thing.

**[01:01:53]** Frédéric Rallou, Fruits of Organization, his whole spiral

**[01:01:57]** from fear management to purpose-driven companies,

**[01:02:00]** is based on Maslow's hierarchy of needs.

**[01:02:03]** Maslow's hierarchy is about how people really are,

**[01:02:07]** what fears you have in the company.

**[01:02:11]** About fears of failure or just the fear of having to be in today's rat race.

**[01:02:15]** And the fears that get triggered in you.

**[01:02:19]** So basically, when you don't have your basic needs met,

**[01:02:21]** I often meet companies that want to be agile or do big CSR,

**[01:02:25]** and then you find out that inside you have a lady who is a single mother,

**[01:02:29]** earning 28 gross,

**[01:02:33]** and you want to take her to clean the Vltava because you have a CSR project going on.

**[01:02:37]** That will never work.

**[01:02:39]** You actually have to raise the company's awareness

**[01:02:41]** and move that level of awareness to some higher stage.

**[01:02:44]** I believe we can reach the green level

**[01:02:47]** in many companies today.

**[01:02:49]** That those values already resonate with us,

**[01:02:51]** and by the way, the crisis around us, I see it as a crisis of values.

**[01:02:54]** But for post-driven companies, it's tough.

**[01:02:56]** Turquoise, in my opinion, is very complicated.

**[01:02:58]** And I think it will work well with our children.

**[01:03:00]** And it's hard to work with corporate boomers,

**[01:03:03]** who keep trying...

**[01:03:05]** My dad is older than...

**[01:03:07]** or my own father is older than me

**[01:03:09]** and he keeps telling me what to do.

**[01:03:11]** Because he's older, after all.

**[01:03:13]** And we need to get out of complicated systems,

**[01:03:16]** where energy is lost,

**[01:03:18]** where inspiration is lost,

**[01:03:20]** where creativity is lost,

**[01:03:22]** into complex systems,

**[01:03:24]** where everyone knows what to do,

**[01:03:26]** where they share common principles and rules.

**[01:03:28]** That is their inner motivation, not because

**[01:03:30]** someone told them or because of money.

**[01:03:32]** And they actually realize the purpose.

**[01:03:34]** The hierarchy of creation can simply happen every day,

**[01:03:37]** because the teams know what to do.

**[01:03:39]** And you don't need to manage them.

**[01:03:41]** You just need to give them inspiration.

**[01:03:43]** And that's where I'd like to head

**[01:03:45]** in what we do today.

**[01:03:47]** So.

**[01:03:49]** And I return to that last slide.

**[01:03:51]** It's good to step out of that barcode.

**[01:03:54]** To be yourself.

**[01:03:56]** Just as you love yourself.

**[01:03:58]** With your bad sides.

**[01:04:00]** With your strong sides.

**[01:04:02]** Knowing that since Monday I've just felt bad,

**[01:04:04]** because I almost hurt my son

**[01:04:06]** and because I made a big mistake in the car.

**[01:04:08]** Knowing that sometimes I think something

**[01:04:10]** and it's not true,

**[01:04:12]** because I created some assumption

**[01:04:14]** or I was fulfilling someone else's expectations.

**[01:04:16]** But the mainstream that we are all trying to follow now,

**[01:04:19]** we all feel that the barcode is not what we want to do.

**[01:04:22]** But it's actually the most comfortable so far.

**[01:04:25]** And it's good to create it so that the discomfort

**[01:04:29]** brings you happiness, like I said, just a little bit.

**[01:04:32]** So that the discomfort is actually a result

**[01:04:35]** of some creation.

**[01:04:37]** So that it is a result of some journey.

**[01:04:39]** And so it's not about someone telling you again,

**[01:04:42]** come here, you'll have it better here.

**[01:04:44]** Yeah, classic.

**[01:04:46]** By the way, when you have candidates at interviews,

**[01:04:48]** these are exactly the people who only take out the keys

**[01:04:50]** to the Volvo and the ski pass card.

**[01:04:52]** So, thank you for your attention, I have a second.

**[01:04:55]** The end.

**[01:04:57]** Applause

**[01:05:06]** So, thank you very much.

**[01:05:09]** Thanks for the energy.

**[01:05:11]** I think it will show there.

**[01:05:13]** I'd like to ask you, if you want

**[01:05:15]** to ask something, follow up, something touched you,

**[01:05:17]** and so on, please use the slide,

**[01:05:19]** I'll click through it here.

**[01:05:23]** When I was listening to you,

**[01:05:27]** one important thing came to mind.

**[01:05:29]** And that is the role...

**[01:05:31]** So I'll stay with those companies now.

**[01:05:33]** That's the role of leadership in those companies.

**[01:05:35]** I see a person who leads others

**[01:05:38]** kind of like a teacher.

**[01:05:40]** And what you actually showed in that presentation,

**[01:05:42]** I think

**[01:05:44]** we can

**[01:05:46]** start to

**[01:05:48]** liberate people a bit.

**[01:05:50]** What do you think is the role

**[01:05:52]** of a leader, manager, whatever we call it,

**[01:05:54]** just someone who leads people?

**[01:05:58]** Well, in that

**[01:06:00]** lymphatic system, that person is the

**[01:06:02]** knot of that

**[01:06:04]** energy and at the same time a crucial knot

**[01:06:06]** in the nervous system.

**[01:06:08]** And it's the person who should always

**[01:06:10]** own the spine.

**[01:06:12]** So they are essential.

**[01:06:14]** But not from the perspective of hierarchy,

**[01:06:16]** not from the view that they always

**[01:06:18]** know more.

**[01:06:20]** Often the best leaders were those

**[01:06:22]** who actually sought out people

**[01:06:24]** who knew more than they did.

**[01:06:26]** But they knew their role, which is

**[01:06:28]** holding the ecosystem together.

**[01:06:30]** So for me, that's fundamental.

**[01:06:32]** I think

**[01:06:34]** only Goretex works like this,

**[01:06:36]** that it is well structured

**[01:06:38]** around project managers of projects

**[01:06:40]** and has no management.

**[01:06:42]** But still, the team leader

**[01:06:44]** of that project is actually the manager,

**[01:06:46]** who runs that micro-company.

**[01:06:48]** So it's necessary that these people...

**[01:06:50]** They must be free.

**[01:06:52]** That's important.

**[01:06:54]** An unfree leader probably won't want to

**[01:06:56]** to really liberate the people around you.

**[01:06:58]** And you have to be confident.

**[01:07:00]** Confident in the sense that when you tell them

**[01:07:02]** hey, Jan, we're doing this wrong,

**[01:07:04]** you don't trigger that activation of

**[01:07:06]** not meeting the expectations

**[01:07:08]** of your dad, who told you

**[01:07:10]** you'd be a failure one day.

**[01:07:12]** But actually, we're creating something

**[01:07:14]** and maybe it can still be improved.

**[01:07:16]** I don't know if I answered

**[01:07:18]** your question.

**[01:07:20]** What I actually see is

**[01:07:22]** that we try to do this

**[01:07:24]** as a window in our RV Leader program,

**[01:07:26]** and I know that

**[01:07:28]** for me, the question of leadership is

**[01:07:30]** Vlado Maslák at Dobrý pastýř,

**[01:07:32]** who is a person

**[01:07:34]** who actually takes people

**[01:07:36]** whom society has rejected,

**[01:07:38]** and makes heroes out of them

**[01:07:40]** and gives them new meaning.

**[01:07:42]** And he looks for their uniqueness.

**[01:07:44]** Because when someone has no arm or leg

**[01:07:46]** and has been addicted their whole life,

**[01:07:48]** with no background or roots,

**[01:07:50]** and he finds in them that

**[01:07:52]** they can knit a rug with that one arm

**[01:07:54]** and says,

**[01:07:56]** this is yours, do it,

**[01:07:58]** that's often

**[01:08:00]** what I wouldn't say to those people.

**[01:08:02]** And we keep talking about

**[01:08:04]** maybe showing and praising those people

**[01:08:06]** and saying, hey, you're good just the way you are

**[01:08:08]** and do what you do, it's fine.

**[01:08:10]** I can just add one thing.

**[01:08:12]** I would be cautious about that,

**[01:08:14]** the way you put it.

**[01:08:16]** and everyone here will say,

**[01:08:18]** I don't inspire anyone to do something simple.

**[01:08:20]** I remember when the covid era started,

**[01:08:22]** when I wrote that I wasn't good enough,

**[01:08:24]** to make a ventilator.

**[01:08:26]** When suddenly you actually have those role models

**[01:08:28]** and I think that maybe in the company

**[01:08:30]** there are often leaders

**[01:08:32]** we don't even know about.

**[01:08:34]** Like dads who have three kids

**[01:08:36]** and lead really well,

**[01:08:38]** those are leaders.

**[01:08:40]** And maybe they just don't want to be leaders.

**[01:08:42]** Or you say, these free companies,

**[01:08:44]** which we like, when we point to them,

**[01:08:46]** I know many great managers

**[01:08:48]** who simply do their team

**[01:08:50]** and their part of the corporation

**[01:08:52]** really well.

**[01:08:54]** And they are like little islands,

**[01:08:56]** where you land and say, this is really great,

**[01:08:58]** they do it well. Then you say,

**[01:09:00]** what a shame for the bank?

**[01:09:02]** No, because that's their context, their path

**[01:09:04]** and actually I'm not the one

**[01:09:06]** who should say,

**[01:09:08]** go somewhere else, you'll be better there.

**[01:09:10]** That's what I expected.

**[01:09:12]** By the way,

**[01:09:14]** someone asked about

**[01:09:16]** No Dig Heads, so it's All Blacks,

**[01:09:18]** it's the New Zealand rugby team.

**[01:09:20]** Yes, it's the New Zealand rugby team

**[01:09:22]** in terms of wins and losses, it's the most successful

**[01:09:24]** sports team in history

**[01:09:26]** and I think there is

**[01:09:28]** a book called The Legacy, which is

**[01:09:30]** not translated into English, about the All Blacks

**[01:09:32]** and it's great. It's just another

**[01:09:36]** A value I didn't mention,

**[01:09:38]** because I forgot, is that

**[01:09:40]** they have 'clean the sheep'

**[01:09:42]** and cleaning the doghouses.

**[01:09:44]** It's about them actually cleaning their own locker room.

**[01:09:46]** And the underlying value is that

**[01:09:48]** none of us is too big to not do

**[01:09:50]** small things.

**[01:09:52]** That always moves me.

**[01:09:54]** Here, goosebumps when I say it.

**[01:09:56]** I don't get goosebumps, but I get

**[01:09:58]** chills.

**[01:10:00]** So the suit is great.

**[01:10:02]** Before I jump to the questions, I actually

**[01:10:06]** realized that just like some people collect stamps and beer caps,

**[01:10:11]** you collect company cultures.

**[01:10:13]** I feel like...

**[01:10:15]** I collect people.

**[01:10:17]** If you look at what's happening around you in the market now

**[01:10:23]** and who is...

**[01:10:25]** Maybe you can name a few companies,

**[01:10:28]** because I feel like you have hundreds in the Kokuma.

**[01:10:30]** But you mention Nike...

**[01:10:32]** We don't have hundreds there that I want.

**[01:10:35]** No, no, no.

**[01:10:36]** So what do you see? What's going on?

**[01:10:39]** That's a question for another hour of talking.

**[01:10:42]** No problem.

**[01:10:43]** It's very much about the uncertainty.

**[01:10:46]** It's very much about...

**[01:10:50]** Let me put it differently. Yesterday I asked Juraj Kiska,

**[01:10:53]** because we met on the stairs at Habu and I said to him,

**[01:10:56]** 'Juraj, when will there finally be some good mood among investors?'

**[01:11:01]** And he looked at me and said, 'What do you mean?'

**[01:11:03]** And I said, 'Well, now startups let people invest,

**[01:11:06]** they tell us we're just nice to have,

**[01:11:08]** that they see what will happen.'

**[01:11:10]** And he looked at me and said, 'It doesn't matter,

**[01:11:12]** good companies worked well in boom times,

**[01:11:14]** they will work well in a crisis too.'

**[01:11:16]** Those that worked badly before will still work badly,

**[01:11:18]** they will continue to work badly now.

**[01:11:20]** I still notice the companies that have their own path.

**[01:11:24]** That means those that keep creating some kind of story

**[01:11:27]** and pursue something that...

**[01:11:29]** When I fall in love with making tables,

**[01:11:31]** I actually don't care what crisis is happening around me.

**[01:11:34]** I love it, I make tables.

**[01:11:36]** And when I fall in love with building a company,

**[01:11:38]** which I want to sell well,

**[01:11:40]** then the current investor mood

**[01:11:42]** on the market probably scares me,

**[01:11:44]** because maybe I won't sell the company.

**[01:11:46]** Do you understand what I mean?

**[01:11:48]** I do, I think so.

**[01:11:52]** Classic question.

**[01:11:53]** And just to add, sorry,

**[01:11:55]** I think those values,

**[01:11:57]** including Generation Z entering the market actively,

**[01:12:00]** and how we've looked around for the past three years,

**[01:12:03]** how quickly certainties can change.

**[01:12:06]** Suddenly someone closes a district,

**[01:12:08]** and you have to explain to a soldier that you're going to your grandmother.

**[01:12:11]** That's exactly what I did.

**[01:12:13]** I had a paper during COVID,

**[01:12:15]** a confirmation of a contract, and I used it to cross districts.

**[01:12:18]** And I traveled when I had a contract.

**[01:12:20]** I trained the police officers to see if they would ask me for it.

**[01:12:23]** But I think even today companies

**[01:12:25]** are facing a fundamental transformation in how they operate.

**[01:12:28]** The old boomer corporate world

**[01:12:31]** is simply approaching its end.

**[01:12:33]** And I don't mean that negatively.

**[01:12:35]** It's just that things are accelerating.

**[01:12:37]** We don't know what AI will do.

**[01:12:39]** Globalization, many people are suddenly overwhelmed,

**[01:12:42]** because thanks to COVID, a Dutch company is reaching out to their people here,

**[01:12:46]** which five years ago would have contacted them and offered relocation.

**[01:12:50]** So every person from those small towns would say,

**[01:12:52]** sorry, I can't, I have kids and a football club here, and so on.

**[01:12:55]** Today I meet people who still hang out in Senohraby

**[01:12:58]** and work for a Dutch company.

**[01:13:00]** And once a month they go to the Netherlands for a holiday.

**[01:13:03]** And they are completely satisfied.

**[01:13:05]** Do you believe in a possible quantum leap for corporations or will they just disappear?

**[01:13:36]** I'll use this now and also reveal a bit about myself.

**[01:13:41]** I really often hear that

**[01:13:44]** corporations are called pejoratively.

**[01:13:47]** And honestly, I don't know why, because...

**[01:13:50]** Me neither, but...

**[01:13:52]** Luboš, who is standing back there, says

**[01:13:55]** that it's the best possible way

**[01:13:57]** people have so far been able to manage large groups.

**[01:13:59]** That it's some kind of evolutionary stage.

**[01:14:02]** So I think we should appreciate it,

**[01:14:05]** because otherwise we probably wouldn't fly on planes much.

**[01:14:07]** Of course, and if you look at how the word corporation is defined on Wikipedia,

**[01:14:10]** it's basically a way to manage larger groups,

**[01:14:12]** complex creation of synergies and such.

**[01:14:15]** A corporation actually makes sense

**[01:14:21]** when you want to have more centers even in different countries.

**[01:14:24]** And look where the word process comes from.

**[01:14:26]** Process comes from the word 'to sieve,' meaning to carry out.

**[01:14:28]** The fact that later people who were afraid for their jobs

**[01:14:31]** started using process to hide

**[01:14:34]** that they weren't good enough, that's not our fault.

**[01:14:37]** But that's not the problem of those big companies.

**[01:14:39]** It's the problem that we let such people

**[01:14:42]** change those companies.

**[01:14:44]** How do you choose companies for Kukuma?

**[01:14:46]** There are two questions about that.

**[01:14:48]** Look, it's simple. I look for three things.

**[01:14:52]** I look for the king,

**[01:14:54]** ideally King Miroslav,

**[01:14:56]** but basically I look for the king or queen.

**[01:14:58]** Someone I can trust that their success

**[01:15:00]** is achieved with the people around them.

**[01:15:02]** That they want to continue fighting with them.

**[01:15:08]** I just need it not to be...

**[01:15:10]** I've experienced management, for example at TIBM,

**[01:15:13]** where those were the people who came to the station for their goals,

**[01:15:15]** the first year they were getting their bearings,

**[01:15:17]** the second year they tried to change something,

**[01:15:19]** to earn a bonus at the end of the year,

**[01:15:21]** and then they asked what their next station would be.

**[01:15:23]** Those are the things

**[01:15:25]** I can't work for.

**[01:15:27]** I can't work for Škodovka,

**[01:15:29]** because it's too big an organism for me

**[01:15:31]** and I can't describe the thousand microcultures within Škodovka.

**[01:15:33]** So I'm simply looking for the person

**[01:15:35]** who I know what they do and who is still coming.

**[01:15:37]** I'm looking for a story, meaning,

**[01:15:39]** if it leads somewhere, it's not just static,

**[01:15:41]** and it's not 'we're done now',

**[01:15:43]** but we're building this, doing this,

**[01:15:45]** Honza, when you go to Red Button,

**[01:15:47]** you'll experience this and the story moves forward.

**[01:15:49]** And I'm looking for some basic set of values,

**[01:15:51]** some interpersonal decency,

**[01:15:53]** and some respect,

**[01:15:55]** which at the same time,

**[01:15:57]** makes me aware that

**[01:15:59]** everything is my context.

**[01:16:01]** I really believe

**[01:16:03]** that the kid under the bridge,

**[01:16:05]** who is currently stealing cars,

**[01:16:07]** is like that because he was born

**[01:16:09]** with those expectations into that context

**[01:16:11]** and with those commitments there,

**[01:16:13]** and again, the values are there,

**[01:16:15]** and in the market of wheels there's a history,

**[01:16:17]** that companies,

**[01:16:19]** it's about how you sleep with Kondra,

**[01:16:21]** that you choose them one way or another.

**[01:16:27]** It's not like that, please,

**[01:16:29]** it's about finding some value there

**[01:16:31]** that I will believe in

**[01:16:33]** and I simply worked.

**[01:16:35]** You can ask Janka or Mirka,

**[01:16:37]** they are with me at Kukuma.

**[01:16:39]** I want to ask you.

**[01:16:41]** Isn't it actually

**[01:16:43]** partly Kukuma's role,

**[01:16:45]** how to say, to open the eyes

**[01:16:47]** of other companies?

**[01:16:49]** In what you just said,

**[01:16:51]** that it's actually some kind of your message

**[01:16:53]** and Kukuma is just a means to that?

**[01:16:57]** Here's the question,

**[01:16:59]** would you accept cooperation with a corporation

**[01:17:01]** for the purpose of inspiring and opening the eyes

**[01:17:03]** of management, HR, the team, etc.?

**[01:17:05]** Like...

**[01:17:07]** If I accepted

**[01:17:09]** this role,

**[01:17:11]** it would mean fulfilling some expectations

**[01:17:13]** that aren't mine. I just like

**[01:17:15]** good companies and enjoy helping them.

**[01:17:17]** It just feels good.

**[01:17:19]** And the visits to corporations I've had

**[01:17:21]** with management who

**[01:17:23]** were doing something there

**[01:17:25]** because of global OKRs

**[01:17:27]** or global KPIs,

**[01:17:29]** never worked for me.

**[01:17:31]** So

**[01:17:33]** I won't name specific companies,

**[01:17:35]** but you come and they tell you,

**[01:17:37]** we need to change this here, and you start working with them,

**[01:17:39]** and then they say,

**[01:17:43]** write us the code

**[01:17:45]** and we'll just slap it on the wall.

**[01:17:47]** This is something I can't do anymore,

**[01:17:49]** because if people

**[01:17:51]** don't want to move forward as a team,

**[01:17:53]** I have no role there.

**[01:17:55]** So I don't want to be some kind of inspirer.

**[01:17:57]** Actually, what excites me about the presence

**[01:17:59]** is simply our companies, and I would like

**[01:18:01]** for companies, when they look at Kokuma,

**[01:18:03]** to find inspiration there.

**[01:18:05]** You can see how Chibbo does it,

**[01:18:07]** or how Decathlon does it, you can recognize that in the profiles.

**[01:18:09]** We are still human generated content.

**[01:18:11]** On the other hand,

**[01:18:13]** if IKEA came to you,

**[01:18:15]** you would create

**[01:18:17]** a profile for IKEA Nike, which...

**[01:18:19]** I don't know if Nike

**[01:18:21]** today, because I have

**[01:18:23]** some insights about how

**[01:18:25]** Nike's management works in the Netherlands.

**[01:18:27]** It's again about how the teams function.

**[01:18:29]** For example, Chibbo was simply great here,

**[01:18:31]** because it was led by Richard...

**[01:18:33]** Not anymore, but it was led by Richard Hodul and Martina Ješková,

**[01:18:35]** and the entire management team at Chibbo was just phenomenal.

**[01:18:37]** And you simply talk

**[01:18:39]** with the girls here at DPK in Chibbo

**[01:18:41]** or here, and they tell you, we've been here 15 years

**[01:18:43]** and we have breakfasts with Richard.

**[01:18:45]** Like, the ladies from the stores

**[01:18:47]** could talk once a month simply with Richard,

**[01:18:49]** the boss.

**[01:18:51]** When we were building the Chibbo profile,

**[01:18:53]** I went to the Netherlands because I wanted to sit down

**[01:18:55]** and write the profile opposite the store,

**[01:18:57]** which they made at Chibbo,

**[01:18:59]** back then as the first store,

**[01:19:01]** where it all actually started.

**[01:19:03]** On the way, Petr Friedrich and I got lost

**[01:19:05]** and ended up in Warsaw.

**[01:19:07]** To the present carp.

**[01:19:09]** But actually, you arrive

**[01:19:11]** at the German headquarters of Chibbo,

**[01:19:13]** and it's something where you actually see

**[01:19:15]** A completely different Chibbo.

**[01:19:17]** The German approach actually

**[01:19:19]** to business, black suit,

**[01:19:21]** white shirt, poker face,

**[01:19:23]** nobody really talked to you much at the reception.

**[01:19:25]** It's just a difference.

**[01:19:27]** So I want to work here,

**[01:19:29]** if that branch of Chibbo is like that, I want to help it.

**[01:19:31]** When someone comes in

**[01:19:33]** and starts changing things, maybe they won't have that profile anymore.

**[01:19:35]** I know that we

**[01:19:37]** got into discussions a few times

**[01:19:39]** where you came to a company

**[01:19:41]** and found out it wasn't

**[01:19:43]** as cheerful as it looked at first glance.

**[01:19:45]** So what then?

**[01:19:47]** Is it strict, right?

**[01:19:49]** How does it work?

**[01:19:51]** Twice we got a strict no during work on that profile

**[01:19:53]** and at least we gave them the content,

**[01:19:55]** which we produced, like photography

**[01:19:57]** or some feedback.

**[01:19:59]** It's about...

**[01:20:00]** Once it was about discovering a company with 60 people

**[01:20:04]** whose owners were so divided that it was split half and half,

**[01:20:07]** and half the company was well led by one, the other half suffered under the other.

**[01:20:11]** It was simply a problem.

**[01:20:12]** The second was that we had a headquarters and great production.

**[01:20:16]** Terrible, people suffered under the production manager there.

**[01:20:20]** So we stopped it.

**[01:20:22]** Honestly, it's also because I don't want to lie.

**[01:20:24]** I just don't want to come somewhere and do copywriting to make it sound different.

**[01:20:31]** I'll ask again, because

**[01:20:35]** it might sound like it's just that Karlin IT culture where it works,

**[01:20:41]** but you have many manufacturing companies in your portfolio.

**[01:20:45]** Sure, not many, but there are some.

**[01:20:47]** There are manufacturing companies, so even in manufacturing companies, as you said, I look, it works.

**[01:20:53]** Yeah, yeah, so I have a clear story here, not saying it, but TGS actually, where we started working on it,

**[01:20:58]** where we turned a hierarchical structure into some kind of

**[01:21:02]** shared leadership of four directors, and we managed to turn the company from minus 60% during covid

**[01:21:07]** to pull out the best zig in 30 years simply and the company started to transform.

**[01:21:13]** But it's about us starting to work with the whole company

**[01:21:17]** and the owner being willing to give the mandate, basically saying okay.

**[01:21:20]** Like when you fire the director here and don't want to hire a new one,

**[01:21:24]** I trust you that we'll do it this way because I believe in the four people

**[01:21:27]** we'll build it with. That mandate is crucial.

**[01:21:30]** I once thought I could transform a company from the bottom up.

**[01:21:34]** Yeah, that we could suddenly do it with the employees, but if the top doesn't want to change

**[01:21:38]** and move forward, you'll never do it.

**[01:21:42]** And then the middle management is key, because it's like a windmill.

**[01:21:46]** You can have the blades, the bottom and top blades, but if the cream in the middle is spoiled,

**[01:21:50]** it's just a nasty windmill.

**[01:21:54]** So middle management isn't just half-powered batteries, but the windmill's cream.

**[01:22:00]** Nikol asks if you have any other vision phases for Kokuma,

**[01:22:05]** something you'd like to achieve. To pull you a bit out of the present moment and dream.

**[01:22:09]** I have a plan for the future. By 60, I want to have a development hotel in Crete.

**[01:22:13]** So people from Kokuma companies will come there to develop and become aware

**[01:22:18]** of the present moment by the sea, and we'll talk about new collaboration models.

**[01:22:22]** Twelve years, right?

**[01:22:23]** And what?

**[01:22:24]** Twelve years.

**[01:22:25]** Twelve years.

**[01:22:26]** Well, Kokuma, I think there are still many great companies here

**[01:22:31]** that we haven't discovered. Some companies that still don't see us as a partner,

**[01:22:35]** because they still think we're just a portal where they post a job ad

**[01:22:39]** and it brings them a candidate, and they no longer see us as a tool.

**[01:22:43]** Or as a community. So I have a wishlist of about 30 Czech companies

**[01:22:47]** that still kind of reject us because they say they don't need it.

**[01:22:51]** I think some limit I have is about 200-300 companies on Kokuma, of which 60 will be.

**[01:22:55]** And now we're building the tool called

**[01:23:00]** Kevin Kokot Kokuma Content Tool.

**[01:23:04]** Kevin is basically a tool for creating

**[01:23:08]** internal documents well, like recruitment profiles, team profiles, communication.

**[01:23:12]** Today, if you look, internal documents in companies are often just Word files on SharePoint

**[01:23:16]** with some text changes, but you can make onboarding materials

**[01:23:20]** as a web page, embed videos, presentations, and that's what we're building now.

**[01:23:24]** That's the second leg of Kokuma.

**[01:23:28]** Now I'll take a slight detour.

**[01:23:30]** This won't be arranged here, I'm going back to the February breakfast.

**[01:23:38]** And for breakfast, won't some artificial intelligence handle this?

**[01:23:42]** Like it sucks up the company's communication somewhere on Slack, this, that,

**[01:23:46]** and just makes you, hey, this is how it looks?

**[01:23:48]** I don't know, I actually have all the paid services you can pay for.

**[01:23:52]** Basically, I have GPT-4 chat, Midjourney paid for,

**[01:23:56]** and I'm just thinking about it.

**[01:23:58]** So far, whenever we've tried, like take this profile text here,

**[01:24:02]** and try to write it for us in this style or something like that,

**[01:24:06]** it always lacked the company's language.

**[01:24:08]** Because we do dozens of hours of interviews,

**[01:24:11]** and then the content is written,

**[01:24:14]** like we just reformat what people told us,

**[01:24:18]** so you have the company's language or the key highlights.

**[01:24:23]** AI still can't put that together

**[01:24:26]** to create that resonance.

**[01:24:28]** It can assemble information,

**[01:24:30]** meaning it can put together the ones and zeros,

**[01:24:32]** but it can't insert the imprint of what

**[01:24:35]** you sensed in the company.

**[01:24:37]** That's just not there yet.

**[01:24:38]** And if it ever will be, that's fine.

**[01:24:40]** Then I'll let companies create a cool ad with one click

**[01:24:44]** from the profile we made for them,

**[01:24:46]** but I'll still have the vibe that it's human-generated content.

**[01:24:50]** It actually occurred to me that since I have Zoom,

**[01:24:56]** a content portal, you know, you were there at the start,

**[01:24:59]** I have your ten years, all your lectures,

**[01:25:03]** everything you've done, events, and so on.

**[01:25:05]** And I'm playing a bit with the idea that if we put this inside,

**[01:25:09]** I think I can create your virtual twin,

**[01:25:13]** who will know who Skondr is and what Skondr is.

**[01:25:15]** And is able, or capable, to pair that somewhere.

**[01:25:19]** This idea is maturing in my head, but it's some traction.

**[01:25:23]** I don't think you'll do it by tomorrow, like I'll have

**[01:25:26]** some new insight and overcome another fear,

**[01:25:29]** and just erase some shadow, create some uniqueness,

**[01:25:33]** that you won't have there.

**[01:25:35]** So it's actually a great example that ChatGPT basically has

**[01:25:38]** the internet up to 2021.

**[01:25:40]** And if you ask it about the Ukrainian crisis, it's just not there yet.

**[01:25:45]** I think it's still a great tool.

**[01:25:47]** I think it's the shovel used in the gold rush.

**[01:25:51]** Learning to use it well is awesome.

**[01:25:54]** So far, I'm not afraid it will replace me.

**[01:25:57]** And if it does, I'll have the hotel faster.

**[01:26:01]** Esther asks, thanks for the NRJ, and this somewhat relates to

**[01:26:05]** what truth about yourself you realized recently?

**[01:26:08]** And which company do you most want to get on Kokum?

**[01:26:11]** I won't forget them.

**[01:26:41]** It was about how people are always in some moment...

**[01:26:45]** There was a colleague who was there one moment, gone the next.

**[01:26:49]** And I think I realized again

**[01:26:53]** how everything is fleeting.

**[01:26:57]** It could end tomorrow.

**[01:26:59]** Actually, on Monday, when I crashed my car,

**[01:27:01]** I might not be sitting here today.

**[01:27:04]** And it brings me back to total presence,

**[01:27:07]** to enjoy today with you, to be here and now.

**[01:27:10]** To live the whole day and not run toward what's next.

**[01:27:15]** For me, it's always hard

**[01:27:18]** that I'm sitting here and not talking to you,

**[01:27:21]** because I'm talking to this.

**[01:27:23]** It's really complicated.

**[01:27:25]** So I often replay these breakfasts

**[01:27:27]** to actually enjoy them.

**[01:27:29]** And just in the context of what you said,

**[01:27:31]** by coincidence, on Monday,

**[01:27:34]** I had a lecture with a gravedigger about death.

**[01:27:36]** So everything somehow strangely came together.

**[01:27:39]** And you came to me with that person,

**[01:27:41]** and I honestly don't know what to think about it.

**[01:27:43]** It relates to one's own mortality.

**[01:27:45]** By the way, the lecture is great, so check it out.

**[01:27:48]** Tera asks.

**[01:27:50]** If the roof started to become critical,

**[01:27:53]** and you thought you had to fix it,

**[01:27:56]** where would you go to work,

**[01:27:58]** if you had to choose between the Czech

**[01:28:00]** or foreign market?

**[01:28:04]** Well, the roof is critical.

**[01:28:11]** Yeah, that's a great question, thank you very much.

**[01:28:13]** I actually have one experience that I don't have,

**[01:28:15]** and that's exactly when I look at Ondra Tyl,

**[01:28:18]** or when I look at people who run those companies,

**[01:28:21]** I still can't say,

**[01:28:23]** that I managed to create a company,

**[01:28:26]** or that as a hired CEO

**[01:28:28]** or manager I led a large whole

**[01:28:31]** or a big team somewhere.

**[01:28:33]** I actually don't know what the context of running Home Credit is.

**[01:28:36]** And maybe that's the experience I lack.

**[01:28:39]** And about the truth. I always say,

**[01:28:42]** that I speak based on experience.

**[01:28:44]** If someone tells me COVID works like this,

**[01:28:47]** and the war in Ukraine is like that,

**[01:28:49]** I say I might have some information,

**[01:28:51]** but I don't have the experience.

**[01:28:52]** And I can't consider it the truth.

**[01:28:54]** So when I talk about corporations today,

**[01:28:56]** I haven't been in them.

**[01:28:57]** So I would probably take on

**[01:28:59]** a people ops role

**[01:29:01]** in a big corporation

**[01:29:03]** and try to see if the arguments

**[01:29:05]** those people give me,

**[01:29:07]** that it can't be done and that it's the German mother,

**[01:29:10]** and so on, if it can actually work.

**[01:29:13]** So I would go for the knowledge.

**[01:29:15]** Can it work?

**[01:29:16]** I think I'm an example that

**[01:29:18]** something can be created in a corporation that...

**[01:29:20]** And I would leave that corporation.

**[01:29:22]** Yeah, sure, sure.

**[01:29:23]** Because a lot has changed there.

**[01:29:25]** And that's actually the question of

**[01:29:27]** those people,

**[01:29:29]** because you say you gather people,

**[01:29:30]** people leave, migrate around,

**[01:29:32]** and so on, and so forth.

**[01:29:33]** So it's not a homogeneous whole,

**[01:29:34]** that a company is like that once

**[01:29:36]** and will always be like that,

**[01:29:37]** because life just doesn't work that way.

**[01:29:39]** My and my colleagues' experience,

**[01:29:42]** which I have gained,

**[01:29:43]** is that we built great things,

**[01:29:44]** whether under the Czech Republic Café,

**[01:29:45]** or under IBM,

**[01:29:46]** or under IFUD and so on.

**[01:29:47]** And it was always about the fact that

**[01:29:49]** we didn't fit into the measurable...

**[01:29:51]** We didn't fit into the KPIs,

**[01:29:53]** and so those great ideas got cut off.

**[01:29:55]** And I believe

**[01:29:56]** that if we had continued working with the Czech Republic Café,

**[01:29:58]** we could have today...

**[01:29:59]** the best European HR portal, exactly as it was designed.

**[01:30:00]** But back then, the business order was different, it wasn't for that table.

**[01:30:05]** Usually, it was overtaken by time.

**[01:30:10]** So the question is, could you do what you do now at 3M?

**[01:30:13]** Yes, but for example, we invest in Kokuma companies, which were 40, now 120,

**[01:30:21]** and you wonder if they are heading towards, or afraid of heading towards, some corporation.

**[01:30:26]** Besides the usual drama, people always shout that they don't want to be a corporation they never were.

**[01:30:31]** They don't want to be a corporation.

**[01:30:36]** And when were you in a corporation?

**[01:30:38]** I don't know, but it's terrible.

**[01:30:39]** So companies also change, or they simply hire someone who

**[01:30:41]** suddenly creates business based on the model of the previous company where they were,

**[01:30:46]** not falling into those values.

**[01:30:50]** But what was the question?

**[01:30:52]** Whether companies stay the same or evolve?

**[01:30:54]** No, they change, they are organisms.

**[01:30:56]** Organisms that simply transform.

**[01:30:58]** Petr, our time is up, but the good news is that although this breakfast is ending,

**[01:31:00]** I thank you very much for it, so thanks again.

**[01:31:08]** Thank you very much for the invitation.

**[01:31:10]** Thanks.

**[01:31:12]** I really enjoyed it. We didn't answer many questions.

**[01:31:20]** And I'll try my usual round again.

**[01:31:28]** If you're on that slide, and I know a few of you are, please,

**[01:31:32]** vote for us on how you liked it.

**[01:31:34]** Try to highlight that one word this time.

**[01:31:37]** I'm really curious what that one word will be that you take away from this breakfast,

**[01:31:41]** and I'll definitely use that word cloud somewhere later.

**[01:31:44]** So please, please, everyone who is named there, and those of you here.

**[01:31:47]** I'm really interested in that word.

**[01:31:49]** And thank you very much for voting.

**[01:31:54]** Let's move on.

**[01:31:56]** If something sparked inside you, if something resonates,

**[01:32:01]** that's very good, that's kind of what we wanted.

**[01:32:04]** Try to reflect and have a round with your team at home or with your family,

**[01:32:09]** or just do some self-reflection.

**[01:32:12]** We'll use that as usual and maybe do something unconventional,

**[01:32:17]** where it will just be our talk and you can join us for the Digestive.

**[01:32:23]** I've invited a few interesting people, we'll see how it turns out

**[01:32:28]** and how we shape it, because I want to do it a bit differently,

**[01:32:32]** than the usual panel we do.

**[01:32:34]** So on the third Friday, you can have breakfast with us again at 8:30 as part of Brain&Breakfast Digestive.

**[01:32:40]** It's kind of a way to let it sink in on EDUtéka.

**[01:32:43]** Otherwise, yes?

**[01:32:45]** Just to check, I'm choking.

**[01:32:47]** No, I'm fine.

**[01:32:48]** Here stands the Digestive, and if something comes to mind,

**[01:32:51]** if you think, wow, how does this actually work, this is weird and it doesn't work for me,

**[01:32:55]** let's talk about it some more.

**[01:32:57]** Maybe something will click for you, I don't want to say,

**[01:33:00]** bad speakers sometimes say that if you didn't get it today,

**[01:33:03]** it means you'll get it in a week.

**[01:33:05]** I wouldn't want that, I hope today was useful,

**[01:33:08]** but if you have ideas for books

**[01:33:10]** that helped you on your journey, just come share them.

**[01:33:13]** Yes, books, book of the month.

**[01:33:16]** By the way, Skonřík, you were one of the first

**[01:33:19]** to recommend the book by Austin Kleon, Steal Like an Artist.

**[01:33:22]** Here we have another book of the month, we do that too,

**[01:33:25]** well, it's been a while again.

**[01:33:28]** So book of the month, another project of Red Button,

**[01:33:31]** which is standing here for now.

**[01:33:33]** Definitely follow us on EDUtéka, there will be lots of interesting stuff,

**[01:33:36]** more discussions on various topics we focus on.

**[01:33:40]** You usually won't find OHS, English, or presentation skills there,

**[01:33:45]** but things that are a bit more future-oriented,

**[01:33:48]** like digitalization and so on.

**[01:33:51]** We want to somewhat fight against course tourism,

**[01:33:54]** which we no longer like to see happening a lot in education.

**[01:33:58]** So this is edu.

**[01:34:00]** And next time it will be a topic

**[01:34:05]** that goes very much against the grain.

**[01:34:08]** I'm really interested in and enjoy this topic.

**[01:34:11]** The guest will be Michal Mijovský.

**[01:34:13]** We will talk about addictive substances and their regulation.

**[01:34:18]** I would be glad if you prepare a bit by reading about Michal before this breakfast.

**[01:34:23]** There are a few lectures that are great and worth it.

**[01:34:26]** Well, they are, right?

**[01:34:27]** Yeah, yeah.

**[01:34:28]** I feel that the majority of society

**[01:34:31]** and the way we are set up here,

**[01:34:33]** whether it's tobacco, cigarettes, or others,

**[01:34:36]** it's all very intricately connected.

**[01:34:39]** And I like when Michal really pokes at those points.

**[01:34:43]** So I'm really looking forward to that breakfast.

**[01:34:45]** When we were preparing this breakfast,

**[01:34:47]** it was very valuable

**[01:34:50]** when we discussed how it is with kids

**[01:34:53]** and that the critical years are between eleven and sixteen, etc.

**[01:34:56]** So we will also touch on these topics.

**[01:34:59]** So if you're interested,

**[01:35:01]** then on May 18th from 8:30 here in Mačinta

**[01:35:04]** or with you on Edu, I will be looking forward to it.

**[01:35:06]** Peťa, thanks again.

**[01:35:08]** Take care.

**[01:35:10]** Thank you for being with us.

**[01:35:11]** Take care, goodbye, and see you.