By Team   ʞraftwerK           Marc, Sam, & Christian
 Semco    Now Founding Implementing    Change Strategy   & Organizational Structure Semler   Was Not Alone Conclusion
 30%  of employees choose their own  salaries 7 day weekend No job titles All employees share company profit All empl...
 24%   annual sales growth since 1980 3000 employees Employee turn around rate of less than  1%(Industry average just u...
 Founded  in 1912 by Antonio Semler Hierarchical & patriarchic structure Known for manufacturing marine pumps 90% of s...
 Employee     Participation Information   Transparency Profit   Sharing
 “Idid try to reconstruct the company so  that Semco could govern itself on the basis  of three values: employee  partici...
“The key to management is to get rid of themanagers.The key to getting work done on time is to stopwearing a watch.The bes...
 Initial   goals  • Abolish the existing hierarchical and patriarchic    structure  • Diversify Semco’s line of products ...
   PYRAMID SYSTEM     VS    3-CONCENTRIC CIRCLES-MODEL
 Recession   in 1980 In 1985 a manager suggested putting  together self-managing teams of 6-8  workers – cut management ...
 Onlyoption left was layoffs Two year severance pay Worker’s committee approached Semler Would take pay cut if;  • Inc...
 Semco’s   transformation from an autocracy to an entrepreneurial democracy took fifteen eventful years. In the words of ...
“Not long ago, the wife of one of our workerscame to see a member of our human resourcesstaff. She was puzzled about her h...
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Semco

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Semco

  1. 1. By Team ʞraftwerK Marc, Sam, & Christian
  2. 2.  Semco Now Founding Implementing Change Strategy & Organizational Structure Semler Was Not Alone Conclusion
  3. 3.  30% of employees choose their own salaries 7 day weekend No job titles All employees share company profit All employees have access to financial statements and balance sheets & are given classes to understand them
  4. 4.  24% annual sales growth since 1980 3000 employees Employee turn around rate of less than 1%(Industry average just under 20%) Employee turn around rate of less than 1%(Industry average just under 20%) Title of CEO is rotated every 6 months between 6 executives Managers chosen by vote
  5. 5.  Founded in 1912 by Antonio Semler Hierarchical & patriarchic structure Known for manufacturing marine pumps 90% of sales went to Brazilian shipbuilding industry
  6. 6.  Employee Participation Information Transparency Profit Sharing
  7. 7.  “Idid try to reconstruct the company so that Semco could govern itself on the basis of three values: employee participation, profit sharing, and open information systems.” “Participation gives people control of their work, profit sharing gives them a reason to do it better, information tells them what’s working and what isn’t” (HBR, p.4).
  8. 8. “The key to management is to get rid of themanagers.The key to getting work done on time is to stopwearing a watch.The best way to invest corporate profits is togive them to the employees.The purpose of work is not to make money. Thepurpose of work is to make the workers,whether working stiffs or top executives, feelgood about life.” Ricardo Semler
  9. 9.  Initial goals • Abolish the existing hierarchical and patriarchic structure • Diversify Semco’s line of products One of the first things Ricardo Semler did was fire 2/3 of executives and got rid of all but three layers of management.
  10. 10.  PYRAMID SYSTEM VS 3-CONCENTRIC CIRCLES-MODEL
  11. 11.  Recession in 1980 In 1985 a manager suggested putting together self-managing teams of 6-8 workers – cut management costs. Semler introduces profit sharing President Collor introduced new regulation that limited access to liquid assets Second major recession in Brazil
  12. 12.  Onlyoption left was layoffs Two year severance pay Worker’s committee approached Semler Would take pay cut if; • Increase in profit-sharing percentage • Management take 40% pay cut • Workers must approve every expenditure
  13. 13.  Semco’s transformation from an autocracy to an entrepreneurial democracy took fifteen eventful years. In the words of Semler, the change proves “that worker involvement doesn’t mean that bosses lose power;” it merely strips away “the blind irrational authoritarianism that diminishes productivity.”
  14. 14. “Not long ago, the wife of one of our workerscame to see a member of our human resourcesstaff. She was puzzled about her husband’sbehavior. He no longer yelled at the kids, shesaid, and asked everyone what they wanted todo on the weekends. He wasn’t his usualgrumpy, autocratic self. The woman wasworried. What, she wondered, were we doing toher husband? We realized that as Semco hadchanged for the better, he had too.”

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