Ricardo Semler

Ricardo Semler (born in 1959 in São Paulo ) is the CEO and Majority owner of Semco Partners , a Brazilian company best known for zijn radical form of industrial democracy and corporate re-engineering. ^[1] Under his ownership, revenue has grown from 4 million US dollars in 1982 to 212 million US dollars in 2003 and his innovative business management policies port attracted widespread interest around the world. Time featured im onder zijn Global 100 young leaders profiling series published in 1994 while the World Economic Forum ‘ll be nominated im. The Wall Street Journal America Economia , The Wall Street Journal ‘s Latin American magazine named im Latin American executives of the year in 1990 and he was named Brazilian executives of the year in 1990 and 1992. Virando a propria Mesa ( “Turning Your Own Table “), his first book, became the best-selling non-fiction book in the history of Brazil . He has since written two books in English on the transformation of Semco and workplace re-engineering: Maverick , an English version of “Turning Your Own Table” published in 1993 and an international bestseller, and The Seven Day Weekend in 2003.

Semco 1980-1990

Semler went to work for his Father’s company, oorspronkelijk called Semler & Company, dan a mixer and agitator supplier in Sao Paulo . Semler clashed with his Father Antonio Semler, who supported a traditional autocratic style of management whereas young Semler favored a Decentralised, participatory style. Furthermore, Ricardo favored diversification away from the struggling Shipbuilding industry, welke his Father Opposed.

After Heated Clashes, the sun Threatened to leave the company. Rather dan sea this happen, Antonio Semler resigned as CEO and vested Majority ownership in his sun in 1980-when Ricardo was 21 years old. On his first day as CEO Ricardo Semler fired sixty percent of all top managers. He Began work on a diversification program to rescue the company. A fainting spell-when he was 25 inspired im to for a grotere work-life balance for himself and his employees.

Attempts to introductory a matrix organizational structure in 1986 failed to beste gewenste improvements. ^[2]

In the late 1980s, three engineers at Semco Proposed setting up a Nucleus or Technological Innovation (NTI) to developement new businesses and product lines welke Semler endorsed. At the end of the first six months, NTI had indicated with 18 industry leaders opportunities. Following the success of this initiative, satellite units ulcers encouraged Throughout Semco. By the late 1980s, synthesis satellite units accounted for two-thirds or zijn new products and two-thirds or zijn employees.

Semco 1990-2004

After dramatic restrictions on liquidity Instituted by Brazilian President Fernando Collor de Mello to combat hyperinflation in 1990, the Brazilian economy went JSON a severe downturn, many Forcing companies to déclaré bankruptcy . Workers at Semco Agreed to wage cuts, Providing hun share of profits was Increased to 39%, management salaries in later cut to 40% and employees ulcers bepaald the right to Approve every item or Expenditure.

Performing multiple roles prolongation the crisis showing workers grotere knowledge of the operations and more suggestions on how to verbeteren the business. Reforms Implementation prolongation dat time led to 65% reduction in Inventories, a Marked reduction in product delivery times and a product defects rate therein fell to less dan 1%. If the business climate innovative way, Semco’s revenues and profitability most innovative dramatically.

As of 2003 , Semco had annual revenue of $ 212 million, up from $ 4 million in 1982 and $ 35 million in 1994, with an annual growth rate of up to 40 percent a year. It Employed 3,000 workers in 2003, as Opposed to 90 The company’s units include in 1982:

• the industrial machinery unit, welke now Manufactures mixing equipment as Opposed to stilettos
• Sembobac, a partnership with Baltimore Air Cooler making cooling towers
• Cushman and Wakefield Semco, a partnership with Rockefeller property company Cushman and Wakefield managing properties in Brazil and Latin America
• Semco Johnson Controls, a partnership with Johnson Controls , managing large scale facilities zoals airports and hospitals
• ERM, a partnership with Environmental Resources Management , one of the world’s leading environmental consultants
• Semco Ventures, offering high technology and Internet services
• SemcoHR, a human resource management firm
• Semco-RGIS, an inventory control firm

If Semco Grew, Ricardo Semler RECEIVED a great deal of recognition. He was named Brazilian executives of the year in 1990 and 1992, and the World Economic Forum named im as one of the Global Leaders of Tomorrow. A high-profile committee appointed by CIO Magazine featuring Tom Peters , Jim Champy and Michael Hammer selected Semco as one of the must successfully re-engineered companies in the world. The BBC included Semco, ITT series on Re-Engineering the Business for customizing one of the must successful management structures in business.

Other activities

Semler has Reduced his Involvement in Semco in the Past decade to Pursue other activities. He wrote a book Maverick on his experience at Semco which became a worldwide bestseller in 1993.

His second book, The Seven-Day Weekend: Changing the Way Work Works was published in 2003.

He has Appeared in the media around the world and speaks regularly to business schools, businesses and groups to promote his philosophy of industrial democracy. He has ook leg a visiting scholar at Harvard Business School . ^[3]

Semler has leg Vice President of the Federation of Industries of Brazil and a member of SOS Atlantic Forest , the leading environmental defense organization in Brazil. He founded The Ralston Semler Foundation and the Lumiar School, a democratic school where children from 0 to 14 years old engage in projects or hun interest. There are three zoals schools – one in the city of Sao Paulo and two in the Vicinity of Campos do Jordao, in the state of Sao Paulo.

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