9,99 €
Mehr erfahren.
- Herausgeber: Business Book Summaries
- Kategorie: Religion und Spiritualität
- Sprache: Englisch
The must-read summary of
Ricardo Semler's
book “Maverick: The Success Story Behind the World’s Most Unusual Workplace”.
This complete summary of the ideas from Ricardo Semler's book "Maverick" explores the reasons behind the amazing success of the company Semco. Founded in Brazil in 1952, its revenues had risen by 600% in 1993, despite the fact that Brazil was in recession. The various facets of Semco's philosophy, as analysed by Semler, are explained here: business aims, management of the workforce, encouragement of initiatives... This summary explains how two apparently conflicting goals, namely making money and improving the workers' lives, are actually entwined.
Added-value of this summary:
• Save time
• Understand the keys of entrepreneurship
• Expand your knowledge of personnel management
To learn more, read "Maverick" by Ricardo Semler and discover how your company can follow the same road towards both human and economic success!
Das E-Book können Sie in Legimi-Apps oder einer beliebigen App lesen, die das folgende Format unterstützen:
Seitenzahl: 32
Veröffentlichungsjahr: 2014
Ähnliche
Book Presentation: Maverick by Ricardo Semler
Book Abstract
Important Note About This Ebook
Summary ofMaverick(Ricardo Semler
Introduction: Semco and Ricardo Semler
1. Company Philosophy
2. Company Management
3. Employees
4. Employee Incentives
5. Democracy in the Workplace
6. Concepts and Ideas
Book Presentation: Maverick by Ricardo Semler
Book Abstract
MAIN IDEA
The heart of the Semco philosophy is:
Every company should trust its destiny to its employees.Employees should be treated like responsible adults rather than like children who have to have everything spelled out for them.In addition, Semco’s principles are:
Throw away all rule books. They discourage flexibility and comfort the complacent. Encourage people to use their common sense.Employees work best and most productively in an environment in which they are self-governed and self-managed.Sharing information rather than making money is the reason for existence for a successful company.Semco has managed to achieve two objectives that often conflict – to make money and to improve the lives of the people who work for it. And, significantly, Semco has developed a more humane, more trusting, more productive, more exhilarating and more rewarding place to work.
Important Note About This Ebook
This is a summary and not a critique or a review of the book. It does not offer judgment or opinion on the content of the book. This summary may not be organized chapter-wise but is an overview of the main ideas, viewpoints and arguments from the book as a whole. This means that the organization of this summary is not a representation of the book.
Summary ofMaverick(Ricardo Semler)
Introduction: Semco and Ricardo Semler
Background
Semco (a contraction of Semler & Company) was formed in Brazil in 1952. The company’s founder was Antonio Curt Semler, an Austrian engineer drawn to Brazil by the commercial prospects such a vast, undeveloped country represented.
By the end of the 1960s, Semco employed 110 people and had annual revenues of $2 million per year. With the birth of the shipbuilding industry in Brazil, Semco diversified into becoming a major supplier of marine pumps.
The shipbuilding boom in Brazil, however, was over by 1980 when Antonio Semler passed control of Semco over to his 20-year old son, Ricardo. By this stage, Semco’s exposure to the shipbuilding industry was very high, with more than 90-percent of Semco’s business in marine products such as pumps, components for propellers and water-oil separators for ship motors.
When Ricardo took over Semco, most of the first year was spent trying to raise sufficient cash to keep the business afloat. Gradually, however, Ricardo started assembling a new management team around him who were from outside the industry and who were unafraid to try new ideas. To allow these ideas to take root, Ricardo Semler fired most of the management that had previously worked for Semco, and hit the road to try and drum up some new business – hoping to persuade some companies to let Semco manufacture pumps and mixers in Brazil under license.
In those days, the company competed aggressively for business. When Alcoa built a vast aluminum mill in northern Brazil, Semco was ultimately able to land a contract to supply mixers for the manufacturing process.
By 1983, Semco had turned around and was starting to make money, and made its first acquisitions – buying Flakt, the Brazilian subsidiary of the Asea Brown Boveri group and Baltimore Aircoil, a subsidiary of Merck Sharp and Dohme.
