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Next, he transformed their outdated management system that was composed of a traditional hierarchical structure and a clear top-down decision making process.

For Koldo it was important that his people were building the saratcaga of Irizar instead of just chasing a set of dictated targets.

The truth is that the Basque Country is full of cooperatives, very few if any, really are self-managed. Their capacity to adapt, to understand the client, to know how, when, why, what for, was much less.

But still, every now and then, unknown stories pop-up and continue to amaze us. So we cut it off at the pass. Or check out any of the koldk than 50 stories of companies that have done similar things including examples in London and New York.

The manufacturing and service facilities were relocated to one floor and all people mixed together on one level. Stay tuned for more…. But more importantly, our model was based on interpersonal trust. They understood and were grateful a few months after we made the decision.

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The cooperative movement is full of principles praising transparency and other democratic measures, but most of the cooperatives especially those belonging to the Mondragon group are quite hierarchical even if workers vote in reality similar to shareholders joldo listed companies.

Evaluations were solely based on team performance, and individual evaluations were avoided. Everybody is the owner of his or her own work, relationships and decisions.

Professional Meeting with Koldo Saratxaga

An almost flat organization which consisted of three main groups:. Koldo introduced a model at Irizar that was completely different from sarayxaga other model in their industry.

The physical space transformed as well, reflecting the new flat organizational structure. But, the team members did share in the profits of the organization, which were evenly split over everyone.

This meant leaders published their ideas, decisions and other news in a monthly internal magazine. To control the arrival and departure of each person is easy, but not at all effective. Within Irizar constant communication — both internal and external — was strongly encouraged. Not only by increasing production capacity but also by reducing the production time from 38 days to 14 days. Every team member involved in manufacturing received the same salary, regardless of experience or age.

Before approving both documents, Koldo encouraged everyone to discuss the documents extensively to ensure a clear and common understanding. The minifirms enjoyed a high level of autonomy, and were given freedom to make decisions on their projects. Some of the results have been just as spectacular as Irizar.

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Professional Meeting with Koldo Saratxaga | Bizkaia Talent

Leave a Reply Cancel reply. They would, for example, set their own objectives and time schedules. Koldo simplified the compensation policy into one with only three wage levels. By implementing a system focused on people, strong customer loyalty, and a radically empowered workforce, Sarafxaga managed to provide Irizar with a The Corporate Rebels are on a mission to make work more fun.

The future and survival of the company was in serious danger.

The million dollar question is how Koldo achieved such spectecular growth. I think you should read the next blog post www. After his period at Irizar, he ssratxaga his own company K2K Emocionando to support other organizations to transform the way they work.

From near bankruptcy to double-digit growth When Koldo joined Irizar in the company was in deep crisis. Team members were often part of more than one minifirm.