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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When Koldo joined Irizar in the company was in deep crisis. For Koldo it was important that his people were building the future of Irizar instead of just chasing a set of dictated targets. Everybody is the owner of his or her own work, relationships and decisions. So he implemented a new mission mainly to satatxaga employment and wealth through growth in the luxury coach market.

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Book launch “The non-conformism of Koldo Saratxaga”

In total there were more than minifirms which consisted of about 4 to 5 people and a team leader. The Corporate Rebels are on a mission to make work more fun. Comments He did this in the Basque country where co-operatives are a way of life. Nothing should be hidden from staff. By implementing a system focused on people, strong customer loyalty, and a radically empowered workforce, Koldo managed to provide Irizar with a Or check out any of the more than 50 stories of companies that have done similar things including examples in London and New York.

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They understood and were grateful a few months after we made the decision.

Their capacity to adapt, to understand the client, to know how, when, why, what for, was much less. In just over 10 years, Koldo and sarattxaga team have helped to transform 50 organizations in the region of Bilbao. Within Irizar constant communication — both internal and external — was strongly encouraged.

I look forward to reading it. They managed to ramp up the production of coaches from to coaches a year.

Additionally, Irizar was on the verge of bankruptcy. They would, for example, set their own objectives and time schedules.

After his period at Irizar, he started his own company K2K Emocionando to support other organizations to transform the way they work. The minifirms enjoyed a high level of autonomy, and were given freedom to make decisions on their projects.

Professional meeting with Koldo Saratxaga | Bizkaia Talent

There was no control to clock people in and out of the factory. The truth is that the Basque Country is full of cooperatives, very few if any, really are self-managed.

Leave a Reply Cancel reply. Team members were often part of more than one minifirm. For one-and-a-half years we have visited such organizations and learned from their extraordinary stories.

Every team member involved in manufacturing received the same salary, regardless of experience or age. From near bankruptcy to double-digit growth When Koldo joined Irizar in the company was in deep crisis.

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To control the arrival and departure of each person is easy, but not at all effective. This happened to us again last week, when we visited Bilbao Spain. But more importantly, our model was based on interpersonal trust. Koldo introduced a model at Irizar that was completely different from any other model in their industry.

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

Koldo simplified the compensation policy into one with only three wage levels. Team members were assigned to projects and team leaders were chosen by the team members themselves.

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

These groups consisted of multidisciplinary self-managed teams for all business functions, some kind of minifirms inside Irizar. What Koldo did in was radical and innovative in the Basque Country, or everywhere. Koldk and commissions were banned. This meant leaders published their ideas, decisions and other news in a monthly internal magazine.