Semler (2001)

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Semler (2001) - Maverick!

In 1980, Richard Semler took over his Brazilian family engineering business, which he renamed Semco. He changed the company and made it extremely successful.

He based his changes on three concepts: employee participation, profit-sharing and open information systems.

Managers were able to choose their own salaries and bonuses, but they only got them if all the employees agreed they could. The open system meant that everyone knew how the business worked and could see how their individual performance affected the business. This increased pride of work, as people felt more responsible for a job if they could see its effects on the business. 

The firm reduced dependence on individuals. It was decided that the role of a leader is not to make decisions, but to be a catalyst, to create an environment in which others make decisions.