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    Maverick

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    smartsandy
    Ricardo Semler transformed his family's manufacturing business SEMCO from an autocratic to a democratic structure. Key changes included giving employees direct votes and having subordinates vote on bosses. SEMCO also eliminated unnecessary rules and roles, encouraged job rotation, and gave employees flexibility over schedules and salaries. Semler believed that stripping away unnecessary privileges and perks unleashed innovation and benefited the bottom line. The book advocates for breaking from traditional management structures to better empower employees.

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    Maverick

    Uploaded by

    smartsandy
    1K views20 pages
    Ricardo Semler transformed his family's manufacturing business SEMCO from an autocratic to a democratic structure. Key changes included giving employees direct votes and having subordinates vote on bosses. SEMCO also eliminated unnecessary rules and roles, encouraged job rotation, and gave employees flexibility over schedules and salaries. Semler believed that stripping away unnecessary privileges and perks unleashed innovation and benefited the bottom line. The book advocates for breaking from traditional management structures to better empower employees.

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    Ricardo Semler transformed his family's manufacturing business SEMCO from an autocratic to a democratic structure. Key changes included giving employees direct votes and having subordinates vote on bosses. SEMCO also eliminated unnecessary rules and roles, encouraged job rotation, and gave employees flexibility over schedules and salaries. Semler believed that stripping away unnecessary privileges and perks unleashed innovation and benefited the bottom line. The book advocates for breaking from traditional management structures to better empower employees.

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    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    1K views20 pages

    Maverick

    Uploaded by

    smartsandy
    Ricardo Semler transformed his family's manufacturing business SEMCO from an autocratic to a democratic structure. Key changes included giving employees direct votes and having subordinates vote on bosses. SEMCO also eliminated unnecessary rules and roles, encouraged job rotation, and gave employees flexibility over schedules and salaries. Semler believed that stripping away unnecessary privileges and perks unleashed innovation and benefited the bottom line. The book advocates for breaking from traditional management structures to better empower employees.

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    Book Review

    MaverickMaverick
    By
    Ricardo Semler
    Ricardo Semler

    Team Members
    Mayank Singh (08PG0019)
    Pratul Pandey (08PG0065)
    Renu Tom (08PG0042)
    Introduction
    • Maverick is the story of how Ricardo Semler
    changed his family business SEMCO from an
    autocratic structure to a democratic
    structure
    • SEMCO is a Brazilian manufacturing company
    • “This is not a business book. It is a book about
    work, and how it can be changed for the better.”
    -Ricardo Semler
    Ricardo Semler
    • Born 1959, Sao Paulo (Brazil)
    • Best known for his innovative management
    policies
    • Maverick(1993) and
    Seven Day Weekend(2003)
    • Named Latin American businessman of the year
    in 1990 – Wall Street Journal
    Managerial Lessons
    Democracy
    • A cornerstone at SEMCO systems
    • Employees get a direct vote
    • Subordinate vote on their bosses

    Corruption
    • No tolerance to dishonesty
    • Few govt. inspectors trying to extort SEMCO faced legal punishment
    • Trust employees. No frisking.
    Organization Charts

    • The chief organizational principle of the modern


    corporation, turns a business into a traffic jam.
    • OST based on fluid concentric circles
    • Three layers of mgmt
    • Counselors – CEO ,VPs
    Partners - Business Heads
    Coordinators -Functional heads
    Associates - Everyone else
    Bosses
    • Need for supervision reduced due to more control
    exercised by workers
    • Reduced corporate staff by 75 per cent
    • Eliminated departments- data processing, quality
    control etc.

    Clean Outs
    • Twice a year company shuts down for cleaning
    • Everyone cleans his own workplace
    • Get rid of unnecessary items
    Factory committees
    • Representatives elected to serve on committees at each
    SEMCO unit groups.
    • Committees negotiate with top mgmt.
    • Empowered to declare strikes.
    • Questions all aspects of mgmt.

    Family silverware
    • SEMCO employees meeting 70% of the requirements
    preferred over outsiders for a new position
    Job rotation
    • Exchange of jobs by managers in a given year up to 25%.
    • Min – 2 yrs & max – 5 yrs in the same job.
    • Employee initiated ;offers considerable advantages.
    ▫ Obliging people to learn new skills.
    ▫ Discouraging empire building.
    ▫ Broader view of the company.
    ▫ Preparing more than one person for a job.
    ▫ Creating additional opportunities.

    Job security
    • Lifetime employment guaranteed @ American & Japanese MNCs.
    • Now laid off thousand of experienced workers.
    • At SEMCO, no promise of job security, implying no breakage of promise ever.
    Lost in space
    • Entry level applicants loosen out in org.
    • No job description, no boss, no set responsibilities.
    • Free to roam; first 12 months – 12 depts.. Negotiate
    permanent positions in any of those depts..

    Mgmt by wandering around


    • People separated by plants – designed to allow people to
    mingle.
    • No walls between depts..
    Flexitime
    • Freedom to factory workers to set their own hours as other
    companies let office workers to do.
    • Each floor worker heavily depends upon his teammates –
    potentially disruptive.
    • Subordinated individual preferences to group schedules.

    Hepatitis leave
    • Version of sabbaticals.
    • Leave of few weeks or even a few months every year for
    professionals
    • To learn new skills, redesign their job or simply recharge.
    Natural business
    • A guiding principal
    • Stripped away the unnecessary perks & privileges.
    • Belief that it feeds the ego but hurts balance sheet

    Nucleus of technological innovation


    • Entrepreneurial efforts by engineers who are free of day to day
    production & responsibilities by inventing new products, refining
    old ones
    • Compensation depends in part of their success in dreaming new line
    of business
    Profit sharing
    • Unlike unilateral decisions of distribution.
    • About a fourth part of the corporate profit is distributed to workers.
    • Splitting of profit i.e. distribution decided by workers.

    Reverse evaluation
    • Hiring or promotion to leadership position is done after interview
    evaluation and approval of the subordinates.
    • Every 6 months, managers evaluated by the subordinates thru
    questionnaire
    • Consistently poor performance usually leaves (avg. 80 marks out of 100)
    Rules
    • As few as possible
    • No dress codes, regulations on travel
    • Trading written rules for common sense
    • Rules thwart innovation

    Salary Surveys
    • Employees set their own salaries
    • Interview counterparts in other companies.
    Satellite Program
    • Outsource to workers
    • Assistance in entrepreneurial development
    • No restrictions – allowed to sell to the
    competitors

    Size
    • Large organizations foster alienation like
    stagnant ponds breed algae
    • Lesser number = Better coordination
    • When business units grow bigger split them
    Strikes
    • Cannot be eliminated
    • Avoid animosity
    • Informal conversations
    • Respect rights

    Avoid Stress
    • Working at home
    • Vacations
    • Recreational activities
    Support Staff
    • Phase out clerical positions
    • Redistribution of work

    Training
    • Employees aspirations
    • Expenses approved at the weekly meetings.

    Transparency
    • All corp. information made public
    • Teach workers to read financial statements
    • Authority employees to question managers
    Surviving the worst…
    • 1990 - Brazil's economy went into a severe
    downturn. Hyperinflation
    • Workers at SEMCO agreed to wage cuts
    • Multiple roles
    • Outsourcing
    • Promoting entrepreneurial abilities of the
    workers
    Conclusion

    • Highly recommended
    • Appeals to think different
    • Breaks age old management myths
    • Pragmatic lessons for managers
    • Leadership skills
    • Interesting read
    “If we do not let people do things the way they
    do, we will never know what they are really
    capable of and they will just follow our boarding
    school rules.”
    Ricardo Semler

    THANK YOU!!!

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