KOLDO SARATXAGA PDFJanuary 27, 2021
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.
|Published (Last):||6 November 2015|
|PDF File Size:||7.74 Mb|
|ePub File Size:||8.52 Mb|
|Price:||Free* [*Free Regsitration Required]|
But, the team members did share in the profits of the organization, which were evenly split over everyone. The organizational growth was impressive with Irizar opening new production plants in different countries like ChinaMoroccoBrazilMexicoIndia and South-Africa But still, every now and then, unknown stories pop-up and continue to amaze us.
Within Irizar constant communication — both internal and external — was strongly encouraged. They understood and were grateful a few months after we made the decision.
Not only by increasing production capacity but also by reducing the production time from 38 days to 14 days. In total there were more than minifirms which consisted of about 4 to 5 people and a team leader.
To control the arrival and departure of each person is easy, but not at all effective. Bonuses and commissions were banned.
When Koldo joined Irizar in the company was in deep crisis. This meant leaders published their ideas, decisions and other news in a monthly internal magazine. Koldo introduced a model at Irizar that was completely different from any other model in their industry.
An almost flat organization which consisted of three main groups:. The million dollar question is how Koldo achieved such spectecular klodo. This happened to us again last week, when we visited Bilbao Spain.
Team members were often part of more than one minifirm. In just over 10 years, Koldo and his team have helped to transform 50 organizations in the region of Bilbao.
Professional meeting with Koldo Saratxaga
Additionally, Irizar was on the verge of bankruptcy. Their speed was never in line with the outside environment.
These groups consisted of multidisciplinary self-managed teams for all business functions, some kind of minifirms inside Irizar. I totally agree with what the guy moldo, 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.
The physical space transformed as well, saraxaga the new flat organizational structure.
Koldo Saratxaga | Bizkaia Talent
Before approving both documents, Koldo encouraged everyone to discuss the documents extensively to ensure a clear and common understanding. We met with Koldo during our visit to Bilbao. Everybody is the owner of his or her own work, relationships and decisions.
What Koldo did in was radical and innovative in the Basque Country, or everywhere. There was saaratxaga control to clock people in and out of the factory.
Professional Meeting with Koldo Saratxaga | Bizkaia Talent
The future and survival of the company was in serious danger. For Koldo it was important that his people were building the future of Irizar instead of just chasing a set of dictated targets.
Hi Henry, I think you should read the next blog post www. I look forward to reading it.
The minifirms enjoyed a high level of autonomy, and were given freedom to make decisions on their projects. He did this in the Basque country where co-operatives are a way of life.
Leave a Reply Cancel reply. They managed to ramp up the production of coaches from to coaches a year. So we cut it off at the pass. By implementing a system focused on people, strong customer loyalty, and a radically empowered workforce, Koldo managed to provide Irizar with a Team members were assigned to projects and team leaders were chosen by the team members themselves. Koldo simplified the compensation policy into one with only three wage levels. Evaluations were solely based on team performance, and individual evaluations were avoided.
From near bankruptcy to double-digit growth When Koldo joined Irizar in the company was in deep crisis. Some of the results have been just as spectacular as Irizar. Or check out any of the more than 50 stories of companies that have done similar things including examples in London and New York. And a radical change he made.