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The Boss whobreaks all rulesTiago Andrade e SilvaMicrosoft Portugal / Founder
Sponsored by
Foto Com Jeff Sutherland
New Management                 US$ 212 million US$ 4 million     1982             2003      Semco’s Revenue
Ricardo Semler
Industrial Democracy• “Industrial democracy is an arrangement   which involves workers making decisions,   sharing respons...
Participation
Transparency
Employees Set Their Own Salaries
NO   Time     Clocks
NO   Travel     Expense Rules
NOCHECKS
The Survival Manual• The only set of written rules• Use your Common sense
Hiring@Maverick : the success story behind the worlds most unusual workplace.
Working environment      @Maverick : the success story behind the worlds most unusual workplace.
Evaluation by Subordinates         @Maverick : the success story behind the worlds most unusual workplace.
Take away:• Truly Democratic and Participative Workplace• Different Mindset• Set Them “Free”• Trust• Open communication
Sharing Experiences         Speaker                  Company              Country     Rui Pedro Alves           Partner at...
Rui Pedro AlvesRUPEAL
RUPEAL• Technology (Product Development)• Outsourcing (Resourcing)• Consulting (Software Development)• 1 Partner (myself)
Decisions
Decisions• All decision making timings are made public  prior of voting• All decisions are made by whoever wants to  vote ...
1st decision: New Office
Technology Unit    Budget
Budget• All members of the team had access to the  financial results• We’ve all decided on a budget for the next  semester...
Hiring
Consequences
Consequeneces• Productivity burst!• Everyone is now more business oriented  and looking for new business• Higher responsab...
Motivation => Productivity
Future?
More Shared Decisions
More VisibilityProfit Share
Profit Share
Jurgen AppeloMANAGEMENT 3.0
João Pedro Martins|create|it|
do it differently    |create|it|’s experience                             in 10 minutesJoão Pedro Martins “jota” – jota@cr...
10 years            team of 17systems integration and development  microsoft gold certified partner
principlestransparencyinvolvement
transparency
the breath of the    company
projects (weekly)
Allocation % by team memberDistribution by type of activity                                       Real vs planned executio...
Accumulated monthy sales                                          Sales per customerRevenue (-Jul2010)                    ...
individual contribution
All the activities of thecompany have public       backlogs
Gather                        Performance                Inform peopleinformation                     Improvement         ...
involvement
recruitment
360º evaluation individual goals frequently target company improvement
organizational    model     virtual teams
yearly meeting    present and discuss results         create backlogs
“the union”
results
Revenue (-Jul2010)
average project deviation 0%
0% employeeturnover and    high motivation
Thanks for your attention! jota@create.pt
Alexandre MagnoADAPT WORKS
What are your values?If your values are similar of ours...there is a good              chance of succeedind!
Self-organisationShared goals is the key
We have no mission   We do what we want to do. The self-organizationensures that what we want to do is something aligned t...
Open communicationOpen-space technology is a good format         for quarter planning
No working hoursHome-office? Yes, you can. Beach-office, pool-oficce,     bar-office, starbucks-office, park-office...    ...
We have fun!
Miguel Muñoz DuarteIMATCH
@ Tiago Andrade e Silva
The Boss Who Breaks all the Rules
The Boss Who Breaks all the Rules
The Boss Who Breaks all the Rules
The Boss Who Breaks all the Rules
The Boss Who Breaks all the Rules
The Boss Who Breaks all the Rules
The Boss Who Breaks all the Rules
The Boss Who Breaks all the Rules
The Boss Who Breaks all the Rules
The Boss Who Breaks all the Rules
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The Boss Who Breaks all the Rules

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For 25 years, Ricardo Semler has been putting into practice what increasing numbers of modern management gurus are now preaching. He heads a democratic company, Semco, where employees set their hours, determine their salaries and choose their bosses. In this session we will talk about the main management changes that Semco introduced, which are very aligned with the agile mindset. We’ll also hear from managers of five companies on their real and concrete experience in putting some of these concepts in practice.




Invited speakers for this session: Rui Pedro Alves (Partner at Rupeal), Jurgen Appelo (Book author “Management 3.0”), João Pedro Martins (CTO at Create.IT), Alexandre Magno (Principal at AdaptWorks) and Miguel Muñoz Duarte (Partner at Imatch)



Presented at Scrum Gathering Portugal 2011
http://www.scrumalliance.org/events/269-portugal

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Transcript of "The Boss Who Breaks all the Rules"

  1. 1. The Boss whobreaks all rulesTiago Andrade e SilvaMicrosoft Portugal / Founder
  2. 2. Sponsored by
  3. 3. Foto Com Jeff Sutherland
  4. 4. New Management US$ 212 million US$ 4 million 1982 2003 Semco’s Revenue
  5. 5. Ricardo Semler
  6. 6. Industrial Democracy• “Industrial democracy is an arrangement which involves workers making decisions, sharing responsibility and authority in the workplace” Source: Wikipedia
  7. 7. Participation
  8. 8. Transparency
  9. 9. Employees Set Their Own Salaries
  10. 10. NO Time Clocks
  11. 11. NO Travel Expense Rules
  12. 12. NOCHECKS
  13. 13. The Survival Manual• The only set of written rules• Use your Common sense
  14. 14. Hiring@Maverick : the success story behind the worlds most unusual workplace.
  15. 15. Working environment @Maverick : the success story behind the worlds most unusual workplace.
  16. 16. Evaluation by Subordinates @Maverick : the success story behind the worlds most unusual workplace.
  17. 17. Take away:• Truly Democratic and Participative Workplace• Different Mindset• Set Them “Free”• Trust• Open communication
  18. 18. Sharing Experiences Speaker Company Country Rui Pedro Alves Partner at Rupeal Portugal Book author Netherlands Jurgen Appelo “Management 3.0” João Pedro Martins CTO at Create.IT Portugal Alexandre Magno Principal at AdaptWorks BrazilMiguel Muñoz Duarte + ALL Partner at Imatch Portugal
  19. 19. Rui Pedro AlvesRUPEAL
  20. 20. RUPEAL• Technology (Product Development)• Outsourcing (Resourcing)• Consulting (Software Development)• 1 Partner (myself)
  21. 21. Decisions
  22. 22. Decisions• All decision making timings are made public prior of voting• All decisions are made by whoever wants to vote on that subject• My vote counts 1• I only have the power to “Veto” a decision
  23. 23. 1st decision: New Office
  24. 24. Technology Unit Budget
  25. 25. Budget• All members of the team had access to the financial results• We’ve all decided on a budget for the next semester (1st of 2011)• With that budget the team chose their salary and the amount left for new hires
  26. 26. Hiring
  27. 27. Consequences
  28. 28. Consequeneces• Productivity burst!• Everyone is now more business oriented and looking for new business• Higher responsability, higher demand on myself• Higher team cohesion
  29. 29. Motivation => Productivity
  30. 30. Future?
  31. 31. More Shared Decisions
  32. 32. More VisibilityProfit Share
  33. 33. Profit Share
  34. 34. Jurgen AppeloMANAGEMENT 3.0
  35. 35. João Pedro Martins|create|it|
  36. 36. do it differently |create|it|’s experience in 10 minutesJoão Pedro Martins “jota” – jota@create.pt - www.create.pt - 96 782 5537
  37. 37. 10 years team of 17systems integration and development microsoft gold certified partner
  38. 38. principlestransparencyinvolvement
  39. 39. transparency
  40. 40. the breath of the company
  41. 41. projects (weekly)
  42. 42. Allocation % by team memberDistribution by type of activity Real vs planned execution Man/day value vs project execution % projects
  43. 43. Accumulated monthy sales Sales per customerRevenue (-Jul2010) Revenue per capita sales
  44. 44. individual contribution
  45. 45. All the activities of thecompany have public backlogs
  46. 46. Gather Performance Inform peopleinformation Improvement observation
  47. 47. involvement
  48. 48. recruitment
  49. 49. 360º evaluation individual goals frequently target company improvement
  50. 50. organizational model virtual teams
  51. 51. yearly meeting present and discuss results create backlogs
  52. 52. “the union”
  53. 53. results
  54. 54. Revenue (-Jul2010)
  55. 55. average project deviation 0%
  56. 56. 0% employeeturnover and high motivation
  57. 57. Thanks for your attention! jota@create.pt
  58. 58. Alexandre MagnoADAPT WORKS
  59. 59. What are your values?If your values are similar of ours...there is a good chance of succeedind!
  60. 60. Self-organisationShared goals is the key
  61. 61. We have no mission We do what we want to do. The self-organizationensures that what we want to do is something aligned to our values
  62. 62. Open communicationOpen-space technology is a good format for quarter planning
  63. 63. No working hoursHome-office? Yes, you can. Beach-office, pool-oficce, bar-office, starbucks-office, park-office... The shared goals are what matters.
  64. 64. We have fun!
  65. 65. Miguel Muñoz DuarteIMATCH
  66. 66. @ Tiago Andrade e Silva
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