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Shortly after Ricardo Semler took over Semco, his family's moribund manufacturing business, employees began referring to him as Dr. Dickie. In the context of a hardened and confrontational union work environment, this nickname signaled the changes that were about to come.
Maverick tells the story of the transformation of Semco into a radical and high performing organization.
Here's a sampling of Dr. Dickie's good ideas...
*Make each business unit small enough so that those involved understand everything that is going on and can influence the outcomes.
*Implement a rounded pyramid organization structure with floating coordinators. Coordinators are the only supervisory level and are all at the same organizational level but different pay rates.
*Demonstrate trust by eliminating symbols of corporate oppression as well as the perks of status.
*Share all information and eliminate secrets. You can't expect involvement to flourish without an abundance of information available to all employees.
*Every six months bosses are evaluated by their subordinates and the results are posted.
*Salaries are public information unless the employee requests that they not be published.
*Allow employees to set their own salary. Consider these criteria: what they think they can make elsewhere; what others with similar skills and responsibilities make in the Company; what friends with similar backgrounds make; how much they need to live on.
*Share 23% of pretax profits. Employees vote how the pool will be split. They must vote to determine the manner of each quarterly distribution. In practice they always vote for equal dollar shares.
*Substitute the survival manual for thick procedure manuals. Eliminate policies and rules wherever possible.
*Job rotation; 20% of managers shift jobs each year.
*Set up workers in their own businesses as suppliers to the company.
*Eliminate the wearing of wristwatches whenever and wherever possible. It is impossible to understand life in all its hugeness and complexity if one is constantly consulting a minute counter.
*Either you can create complex systems so as to manage complexity, or you can simplify everything.
My company used Maverick as assigned reading for a management retreat some years ago. The result was a change of direction that it's hard to imagine would have been arrived at otherwise. Highly recommended for those open to having their organizational paradigms shifted.
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