SEMCO MODEL

SEMCO Model



SEMCO Model

If success depends on innovation, how is it that most of what a car has not changed in 100 years? If we took a moment to reflect, among users, it is likely that we end up with a fundamental reappraisal of how manufacturers see the car. And Ricardo Semler finds that established businesses are not those who reinvent their businesses. The fractures are the result of actors outside the sector, new entrants, those who did not know he had to do things a certain way (Collins, 2005, 74).

About SEMCO

Today, Semco Group is a market leader in the area of ??industrial equipment and solutions for document management and mail. Mr. Semler is the leading activist of what has been called alternately participatory management, and corporate democracy "as a people business." Semco does not follow the parameters of other companies with a predefined hierarchy and excessive formality. At Semco, everyone works with substantial freedom and respect. All are treated equally, from executives to top positions, even employees in lower positions. This means that the work of each person is given its true importance and all are happily working.

The company, whose CEO is Ricardo Semler , attempts to replace the structure control and democracy in the making, freedom, open communication, trust and autonomy in all ranges. (Dahl, 2008, 69).

The employees of this company have their compensation tied to company profits. They are organised in small units coordinated within 150 to 200 employees under a very small management staff about Ricardo Semler. There are only six directors, and occupy the CEO position on a rotating basis every 6 months, then there are the Partners (other six or seven), who run the divisions of Semco, and all other workers are Associates in various positions and different responsibilities (Dahl, 2008, 69).

SEMCO Management Model and its Application

Over time, the regenerated SEMCO developed its own "culture", which Selmer's office could be reduced and shifted from one day to another simply because the workers had decided to change the distribution of space (Semler working at home part time, and travels a lot, so why would so much space?). No Partitions between offices or departments. There are no receptionists, secretaries or assistants of any kind: everyone, including managers, need to know to send a fax or make photocopies, which is part of their work. The structure is organised in relatively horizontal units with little hierarchy and leadership based on respect earned (Hock, 2007, 44).

SEMCO management model and its implementation characteristics have forced Ricardo to change his style, values ??and beliefs, which is explained by proposes that, in alignment with the ideas of that the model of organisations reflects, consciously or unconsciously, the image of the human being who took the initiative, thus reflecting the importance of fundamental values ??and beliefs of the creators for the definition of what he calls the soul and spiritual world of organisations (Hock, 2007,, 44).

Moreover, as has happened in post-war Japan and contribute to the emergence of the Japanese ...