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.

Author: Dumi Kazisida
Country: Tunisia
Language: English (Spanish)
Genre: Software
Published (Last): 6 September 2013
Pages: 376
PDF File Size: 3.44 Mb
ePub File Size: 1.38 Mb
ISBN: 744-6-75943-450-5
Downloads: 22738
Price: Free* [*Free Regsitration Required]
Uploader: Kazrami

Comments He did this in the Basque country where co-operatives are a way of life. What Koldo koldk in was radical and innovative in the Basque Country, or everywhere. The truth is that the Basque Country is full of cooperatives, very few if any, really are self-managed. These factors assessed specific aspects of knowledge, service level, market share, satisfaction and financial situation of each saratxagq. In total there were more than minifirms which consisted of about 4 to 5 people and a team leader.

But still, every now and then, unknown stories pop-up and continue to amaze us. So he implemented a new mission mainly to create employment and wealth through growth in the luxury coach market. 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 in listed companies.

The million dollar question is how Koldo achieved such spectecular growth. Everybody is the owner of his or her own work, relationships and decisions.

  CAUSAS DEL DERMOGRAFISMO PDF

The Liberation Of Factory Workers: 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. Bonuses and commissions were banned. Next, he transformed their outdated management system that was composed of a traditional hierarchical structure and a clear top-down decision making process. This happened to us again last week, when we visited Bilbao Spain.

They managed to ramp up earatxaga production of coaches from to coaches a year. Koldo introduced a model at Irizar that was completely different from any other model in their industry. Within Irizar constant communication — both internal and external — was strongly encouraged. I look forward to reading it. Some of the results have been just as sqratxaga as Irizar. We met with Koldo during our visit to Bilbao. This meant leaders published their ideas, decisions and other news in a monthly internal magazine.

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

Before approving both documents, Koldo encouraged everyone to discuss the documents extensively to ensure a clear and common understanding. There was no control to clock people in and out of the factory. The manufacturing and service facilities were relocated to one floor and all people mixed together on one level.

An almost flat organization which consisted of three main groups:. Or check out any of the more than 50 stories of companies that have done similar things sagatxaga examples in London and New York. Additionally, Irizar was on the verge of bankruptcy. Their capacity to adapt, to understand the client, to know how, when, why, what for, was much less.

  LUST KP100 PDF

Evaluations were solely based on team performance, and individual evaluations were avoided. The Corporate Rebels are on a mission to make work more fun. From near bankruptcy to double-digit growth When Koldo joined Irizar in the company was in deep crisis.

So we cut it off at the pass. In just over 10 years, Koldo and his team have helped to transform 50 organizations in the region of Bilbao.

Koldo Saratxaga | Bizkaia Talent

The physical space transformed as well, reflecting the new flat organizational structure. The minifirms enjoyed a high level of autonomy, and were given freedom to make decisions on their projects. Team members were assigned to projects and team leaders were chosen by the team members themselves.

They had their own space and their own department with their own key. Stay tuned for more…. Nothing should be hidden from staff.

He did this in the Basque country where co-operatives are a way of life. The future and survival of the company was in serious earatxaga. While checking off their renowned Bucket List they share everything they learn. And a radical change he made.

By implementing a system focused on people, strong customer loyalty, and a radically empowered workforce, Koldo managed to provide Irizar with a