Ricardo Semler and Semco S.A Ricardo Semler took over the business after his father at a relatively young age‚ only 24 years old. He brought in an entirely new organizational structure that led to a completely different culture in the company. During his father’s reign‚ Semler & Company was a typical company where most of the powers were centralized. There was hierarchy and people at the top held most of the powers. Ricardo‚ after renaming the company to Semco‚ changed everything into a whole
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Austrian engineer by the name of Antonio Curt Semler‚ went into business producing centrifuges for the vegetable oil industry. In the 60’s the company changed course to find success in producing components for the naval industry of Brazil‚ and over the next 20 years the company‚ still under control by Antonio Semler‚ enjoyed outfitting nearly 70% of Brazil’s naval fleet. However‚ it would not be until the early 80’s when the founder’s son‚ Ricardo Frank Semler‚ took the reigns of his father’s company
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KAIZEN SCHOOL OF BUSINESS MANAGEMENT MARKS: 80 COURSE:MBA SUBJECT: General Management N.B: 1} Attempt all the questions Name: Manoj Kumar Gupta Reference No: KP00510-20444 ____________________________________________________________ _________________ Case -1 The “FedEx” of Junk Removal Eighteen thousand expired cans of sardines. Fifty garden gnomes. A mechanical bull. An antique silver set (worth a lot of money). That’s just some of the weird stuff that 1-800-Got-Junk? customers have asked
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to know where SEMCO is headed. It doesn’t unnerve me to see nothing on the company’s horizon. I want SEMCO and its employees to ramble through their days‚ to use instinct‚ opportunity‚ and ingenuity to choose projects and ventures. - Ricardo Semler‚ CEO‚ SEMCO1. Admiring though many are‚ few have tried to copy him. It seems that the way he works‚ letting his employees choose what they do‚ where and when they do it‚ and even how they get paid‚ is too upside-down for most managers‚ But‚ just
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Ricardo Semler‚ turning it into one of the worlds most unusual and admired workplaces. SEMCO’s headquarters is located in São Paulo‚ started in 1952 by Ricardo’s father‚ Antonio Semler‚ with a small patent for a centrifuge that could separate lubricating oil from vegetables‚ later growing under the entrepreneur’s hands into one of those countries most successful companies. Ref: (http://www.freeonlineresearchpapers.com/history-semco) 50s Founded in 1953 by Austrian engineer Antonio Curt Semler‚ SEMCO
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RICARDO SEMLER AND SEMCO S.A. * Mr. Ricardo Semler‚ One of the youngest ever MBA graduate from Harvard took control of his parental business at the age of 24. * He renamed the company SEMCO‚ implemented the aggressive product diversification strategy and consequently within 6 years SEMCO transformed to $100 million Company from $35 million. * Right from the first day he was focussed to diversification as his belief was that diversification in other product line can save the future
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Managing Without Managers by Ricardo Semler Harvard Business Review Reprint 89509 HBR SEPTEMBER–OCTOBER 1989 Managing Without Managers by Ricardo Semler I n Brazil‚ where paternalism and the family business fiefdom still flourish‚ I am president of a manufacturing company that treats its 800 employees like responsible adults. Most of them—including factory workers—set their own working hours. All have access to the company books. The vast majority vote on many important
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articles look at how three very important people keep a handle on their employees. Steve Jobs co-founder of Apple and his non-text book approach to an autocratic managing style‚ CEO of Google Eric Schmit and his laissez-faire catastrophe and Ricardo Semler CEO of SEMCO and his participative ways that surprisingly seem to be working. All run in different markets and have created their own rules to follow. They are the companies paving the way and demonstrating how to be successful in traditional ways
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The 75 Greatest Management Decisions Ever Made 1. A slaveowner decides to place an advertisement for the return of alost slave. 2. Apple decides to develop the first salable PC. 3. Henry Ford decides to start his own company. 4. Sears‚ Roebuck decides to go into retail sales. 5. Julius Reuter decides to use carrier pigeons to deliver information. 6. Swiss watch manufacturers decide to collaborate. 7. Bill Gates decides to license MS-DOS to IBM. 8. Reuben Mattus decides
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Worker’s Paradise (Retyped for clarity - Taken from Report on Business Magazine December 1993) Richard Semler‚ 34‚ was given control of the Brazilian conglomerate Semco by his Austrian-born father 13 years ago. Since that time‚ sales have increased six fold and profits have jumped by 500%. Semler expects that in 1993‚ Semco‚ which is debt free‚ will earn about $4 million on sales of some $40 million. The firm has nearly 300 workers‚ with another 200 or so running "satellite" businesses that
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