KOLDO SARATXAGA PDF

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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But, the team members did share in the profits of the organization, which were evenly split over everyone. When Koldo joined Irizar in the company was in deep crisis. koleo

Book launch “The non-conformism of Koldo Saratxaga” | emotional intelligent identity

What Koldo did in was radical and innovative in the Basque Country, or everywhere. While checking off their renowned Bucket List they share everything they learn. We met with Koldo during our visit to Bilbao.

Their capacity to adapt, to understand the client, to know how, when, why, what for, was much less. Kodlo introduced a model at Irizar that was completely different from any other model in their ioldo. This meant leaders published their ideas, decisions and other news in a monthly internal magazine. Before approving both documents, Koldo encouraged everyone to discuss the documents extensively to ensure a clear and common understanding.

Stay tuned for more….

The Liberation Of Factory Workers: From Near Bankruptcy To Double-Digit Growth

Nothing should be hidden from staff. Team members were often part of more than one minifirm. These factors assessed specific aspects of knowledge, service level, market share, satisfaction and financial situation of each customer.

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Their speed was never in line with the outside environment. I look forward to reading it. For one-and-a-half years we have visited such organizations and learned from their extraordinary stories.

In just over 10 years, Koldo and his team have helped to transform 50 organizations in the region of Bilbao. Koldo simplified the compensation policy into one with only three wage levels. In total there were more than minifirms which consisted of about 4 to 5 people and a team leader. Everyone was trusted to make an 8-hour workday and attendance was only known by your closest colleagues.

Hi Henry, I think you should read the next blog post www. Within Irizar constant communication — both internal and external — was strongly encouraged. The future and survival of the company was in serious danger. Everybody is the owner of his or her own work, relationships and decisions.

Book launch “The non-conformism of Koldo Saratxaga”

Or check out any of the more than 50 stories of companies that have done similar things including examples in London and New York. Bonuses and commissions were banned. I totally agree with what the guy did, my comment which I admit was a bit too strong was meant to suggest that it was not necessarily a good example as it would be a lot easier in the Basque country, where the largest corporate concerns tend to be co-operatives, and in other cultures, the problems would be very different and much more difficult.

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Next, he transformed their outdated management system that was composed of a traditional hierarchical structure and a clear top-down decision making process.

Not only by increasing production capacity but also by reducing the production time from 38 days to 14 days. An almost flat organization which consisted of three main groups:.

Professional meeting with Koldo Saratxaga | Bizkaia Talent

To control the arrival and departure of each person is easy, but not at all effective. I think you should read the next blog post www.

There was no control to clock people in and out of the factory. Evaluations were solely based on team performance, and individual evaluations were kkoldo.

They understood and were grateful a few months after we made the decision. This happened to us again last week, when we visited Bilbao Spain.

The physical space transformed as well, reflecting the new flat organizational structure.