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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While checking off their renowned Bucket List they share everything they learn.

The future and survival of the company was in serious danger. They would, for example, set their own objectives and time schedules. 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. Stay tuned for more…. Koldo introduced a model at Irizar that was completely different from any other model in their industry. We met with Koldo during our visit to Bilbao. Bonuses and commissions were banned. But more importantly, our model was based on interpersonal trust. Evaluations were solely based on team performance, and individual evaluations were avoided. They managed to ramp up the production of coaches from to coaches a year.

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

These factors assessed specific aspects of knowledge, service level, market share, satisfaction and financial situation of each customer. But, the team members did share in the profits of the organization, which were evenly split over everyone. Within Irizar constant communication — kokdo internal and external — was strongly encouraged. There was no control to clock people in and out of the factory.


An almost flat organization which consisted of three main groups:. In total there were more than minifirms which consisted of about 4 to 5 people and a team leader. I look forward to reading it.

Professional Meeting with Koldo Saratxaga

I think you should read the next blog post www. Everyone was trusted to make an 8-hour workday and attendance was only known by your closest colleagues. 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.

And a radical change he made. To control the arrival and departure of each person is easy, but not at all effective.

The million dollar question is how Koldo achieved such spectecular growth. This meant leaders published their ideas, decisions and other news in a monthly internal magazine.

Book launch “The non-conformism of Koldo Saratxaga” | emotional intelligent identity

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 manufacturing and service facilities were relocated to one floor and all people mixed together on one level.

They had their own space and their own department with their own key. The minifirms enjoyed a high level of autonomy, and were given freedom to make decisions on their projects.

What Koldo did in was radical and innovative in the Basque Country, or everywhere. This happened to us again last week, when we visited Bilbao Spain. Additionally, Irizar was on the verge of bankruptcy. Their capacity to adapt, to understand the client, to know how, when, why, what for, was much less. But still, every now and then, unknown stories pop-up and continue to amaze us. Leave a Reply Cancel reply. Not only by increasing production capacity but also by reducing the production time from 38 days to 14 days.


Next, he transformed their outdated management system that was composed of a traditional hierarchical structure and a clear top-down decision making process. The Corporate Rebels are on a mission to make work more fun.

Professional Meeting with Koldo Saratxaga | Bizkaia Talent

Or check out any of the more than 50 stories of companies that have done similar things including examples in London and New York. By implementing a system focused on people, strong customer loyalty, and a radically empowered workforce, Koldo managed to provide Irizar with ssratxaga He did this in the Basque country where co-operatives are a way of life.

Before approving both documents, Koldo encouraged everyone to discuss the documents extensively to ensure a clear and common understanding. The highest paid person within the company could earn a maximum of three times the salary sraatxaga the lowest paid one.

Comments He did this in the Basque country where co-operatives are a way of life.

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