KOLDO SARATXAGA PDF
Koldo Saratxaga Garrastatxu. likes. Local Business. View the profiles of people named Koldo Saratxaga. Join Facebook to connect with Koldo Saratxaga and others you may know. Facebook gives people the. Pedro Goruspe’s new book “El inconformismo de Koldo Saratxaga, semilla del éxito de Irizar Group y Ner Group” [The non-conformism of.
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The highest paid person within the company could earn a maximum of swratxaga times the salary of the lowest paid one. Every team member involved in manufacturing received the same salary, regardless of experience or age.
Nothing should be hidden from staff. They would, for example, set their own objectives and time schedules. To control the arrival and departure of each person is easy, but not at all effective.
Koldo introduced a model at Irizar that was completely different from any other model in their industry. Hi Henry, I think you should read the next blog post www. Next, he transformed their outdated management system that was composed of a saratcaga hierarchical structure and a clear top-down decision making process.
Sagatxaga truth is that the Basque Country is full saratxaya cooperatives, very few if any, really are self-managed. When Koldo joined Irizar in the company was in deep crisis. Within Irizar constant communication — both internal and external — was strongly encouraged. These groups consisted of multidisciplinary self-managed teams for all business functions, some kind of minifirms inside Irizar.
I look forward to reading it. The future and survival of the company was in serious danger. So he implemented a new mission mainly to create employment and wealth through growth in the luxury coach market.
The Liberation Of Factory Workers: From Near Bankruptcy To Double-Digit Growth
But more importantly, our model was based on interpersonal trust. By implementing a system focused on people, strong customer loyalty, and a radically empowered workforce, Koldo managed to provide Irizar with a Before approving both documents, Koldo encouraged everyone to discuss the documents extensively to ensure a clear and common understanding. Or check out any of the more than 50 stories of companies that have done similar things including examples in London and New York.
In total there were more than minifirms which consisted of about 4 to 5 people and a team leader. Koldo simplified the compensation policy into one with only three wage levels.
And a radical change he made. After his period at Irizar, he started his own company Saratxata Emocionando to support other organizations to transform the way they work. Team members were assigned to projects and team leaders were chosen by the team members themselves.
We met with Koldo during our visit to Bilbao. The Corporate Rebels are on a mission to make work more fun. I think you should read the next blog sartaxaga www.
This meant sqratxaga published their ideas, decisions and other news in a monthly internal magazine. Everybody is the owner of his or her own work, relationships and decisions. Bonuses and commissions were banned.
An almost flat organization which consisted of three main groups:. For Koldo it was important that his people were building the future of Irizar instead of just chasing a set of dictated targets.
Professional Meeting with Koldo Saratxaga | Bizkaia Talent
There was no control to clock people in and out of the factory. In just over 10 years, Koldo and his team have helped to transform 50 organizations in the region of Bilbao.
The cooperative movement is kooldo of principles praising transparency and other democratic measures, but most of saratxaha cooperatives especially those belonging to the Mondragon group are quite hierarchical even if workers vote in reality similar to shareholders in listed companies.
Comments He did this in the Basque country where co-operatives are a way of life. They managed to ramp up the production of coaches from to coaches a year.
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