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.

Author: Meztilkis Gulkree
Country: Czech Republic
Language: English (Spanish)
Genre: Photos
Published (Last): 19 May 2015
Pages: 62
PDF File Size: 1.77 Mb
ePub File Size: 12.2 Mb
ISBN: 596-8-85275-318-2
Downloads: 81191
Price: Free* [*Free Regsitration Required]
Uploader: Kagakus

Leave a Reply Cancel reply. The physical space transformed as well, reflecting the new flat organizational structure.

Evaluations were solely based on team performance, and individual evaluations were avoided. To control the arrival and departure of each person is easy, but not at all effective.

Professional meeting with Koldo Saratxaga | Bizkaia Talent

When Koldo joined Irizar in the company was in deep crisis. Team members were often part of more than one minifirm. 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.

They had their own space and their own department with their own key. They managed to ramp up the production of coaches from to coaches a year. For Koldo it was important that his people were building the future of Irizar instead of just chasing a set of dictated targets. This happened to us again last week, when we visited Bilbao Spain.

  ASTM B733-97 PDF

The minifirms enjoyed a high level of autonomy, and were given freedom to make decisions on their projects. We met with Koldo during our visit to Bilbao.

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

Every team member involved in manufacturing received the same salary, regardless of experience or age. But more importantly, our model was based on interpersonal trust. Hi Henry, I think you should read the next blog post www.

Everybody is the owner of his or her own kokdo, relationships and decisions.

Koldo introduced a model at Irizar that was completely different from any other model in their industry. He did this in the Basque country where co-operatives are a way of life.

Professional meeting with Koldo Saratxaga

Before approving both documents, Koldo encouraged everyone to discuss the documents extensively to ensure a clear and common understanding. The Corporate Rebels are on a mission to make work more fun. For one-and-a-half years we have visited such organizations and learned from their extraordinary stories.

Satatxaga, he transformed their outdated management system that was composed of a traditional hierarchical structure and a clear top-down decision making process.

So he implemented a new mission mainly to create employment and wealth through growth in the luxury coach market. But still, every now and then, unknown stories pop-up and continue to amaze saratsaga. Stay tuned for more….

But, the team members did share in the profits of the organization, which were evenly split over everyone. Some of the results have been just as spectacular as Irizar. So we cut it off at the pass. Everyone was trusted to make an 8-hour workday and attendance was only known by your closest colleagues. There was no control to clock people in and out of the factory. 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.


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. From near bankruptcy to double-digit growth When Koldo joined Irizar in the company was in deep crisis.

Additionally, Irizar was on the verge of bankruptcy. What Koldo did in was radical and innovative in the Basque Country, or everywhere. The highest paid person within the company could earn a maximum of three times the salary of the lowest paid one. In total there were more than minifirms which consisted of about 4 to 5 people and a team leader. I think you should read the next blog post www.

They would, for example, set their own objectives and time schedules. By implementing a system focused on people, strong customer loyalty, and a radically empowered workforce, Koldo managed to provide Irizar with a The million dollar question is how Koldo achieved such spectecular growth.

The future and survival of the company was in serious danger.