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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Comments He did this in the Basque country where co-operatives are a moldo of life. Leave a Reply Cancel reply. But still, every now and then, unknown stories pop-up and continue to amaze us. I think you should read the next blog post www. They would, for example, set their own objectives and time schedules.

The organizational growth was impressive with Irizar opening new production plants in different countries like ChinaMoroccoBrazilMexicoIndia and South-Africa sararxaga Everyone was trusted to make an 8-hour workday and attendance was only known by your closest colleagues.

These factors assessed specific aspects of knowledge, service level, market share, satisfaction and financial situation of each customer. 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. Their speed was never in line with the outside environment. The physical space transformed as well, reflecting the new flat organizational structure.

And a radical change he made.

In just over 10 years, Koldo and his team have helped to transform 50 organizations saratxags the region of Bilbao. In total there were more than minifirms which consisted of about 4 to 5 people and a team leader. Next, he transformed their outdated management system that was composed of a traditional hierarchical structure and a clear top-down decision making process. There was no control to clock people in and out of the kopdo.

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This happened to us again last week, when we visited Bilbao Spain. The cooperative movement is full daratxaga 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. These groups consisted of multidisciplinary self-managed teams for all business functions, some kind of minifirms inside Irizar.

Professional Meeting with Koldo Saratxaga | Bizkaia Talent

Within Irizar constant communication — both internal and external — was strongly encouraged. The Corporate Rebels are on a mission to make work more fun. We met with Koldo during our visit to Bilbao.

To control the arrival and departure of each person is easy, but not at all effective. 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, Koldo managed to provide Irizar with a Additionally, Irizar was on the verge of bankruptcy.

Bonuses saratxagq commissions were banned.

Everybody is the owner of his or her own work, relationships and decisions. So we cut it off at the pass.

Evaluations were solely based on team performance, and individual evaluations were koldk. For Koldo it was important that his people were building the future of Irizar instead of just chasing a set of dictated targets.

So he implemented a new mission mainly to create employment and wealth through growth in the luxury coach market. But more importantly, our model was aaratxaga on interpersonal trust.

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Professional meeting with Koldo Saratxaga | Bizkaia Talent

For one-and-a-half years we have visited such organizations and learned from their extraordinary stories. Team members were often part of more than one minifirm. While checking off their renowned Bucket List they share everything they learn. Stay tuned for more…. Koldo introduced a model at Irizar that was completely different from any other model in their industry.

They managed to ramp up the production of coaches from to coaches a year. I totally agree with what the guy did, my comment which I admit was a bit too strong was meant to suggest that it was not necessarily a good example as it would be a lot easier in the Basque country, where the largest corporate concerns tend to be co-operatives, and in other cultures, the problems would be very different and much more difficult.

Professional meeting with Koldo Saratxaga

The future and survival of the company was in serious danger. This meant leaders published their ideas, decisions and other news in a monthly internal magazine.

Hi Henry, I think you should read the next blog post www. Before approving both ioldo, Koldo encouraged saratsaga to discuss the documents extensively to ensure a clear and common understanding. An almost flat organization which consisted of three main groups:.

The highest paid person within the company could earn a maximum of three times the salary of the lowest paid one.