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

Professional Meeting with Koldo Saratxaga

Everybody is the owner of his or her saratxagga work, relationships and decisions. To control the arrival and departure of each person is easy, but not at all effective. In just over 10 years, Koldo and his team have helped to transform 50 organizations in the region of Bilbao. They understood and were grateful a few months after we made the decision.

Next, he transformed their outdated management system that was composed of a traditional hierarchical structure and a clear top-down decision making process. They managed to ramp kolddo the production of coaches from to coaches a year. Their speed was never in line with the outside environment. The manufacturing and service facilities were relocated to one floor and all people mixed together on one level.

But still, every now and then, unknown stories pop-up and continue to amaze us. But, the team members did share in the profits of the organization, which were evenly split over everyone. These groups consisted of multidisciplinary self-managed teams for all business functions, some kind of minifirms inside Irizar. And a radical change he made. What Koldo did in was radical and innovative in the Basque Country, or everywhere.

Nothing should be hidden from staff. So we cut it off at the pass.

The minifirms enjoyed a high level of autonomy, and were given freedom sarratxaga make decisions on their projects. The truth is that the Basque Country is full of cooperatives, very few if any, really are self-managed. The million dollar question is how Koldo achieved such spectecular growth.


Koldo simplified the compensation policy into one with only three wage levels. Bonuses and commissions were banned. Team members were often part of more than one minifirm. Everyone was trusted to make an 8-hour workday and attendance was only known by your closest colleagues.

Koldo Saratxaga | Bizkaia Talent

Before approving both documents, Koldo encouraged everyone to discuss the documents extensively to ensure a clear and common understanding. But more importantly, our model was based on interpersonal trust. The organizational growth was impressive with Irizar opening new production plants in different countries like ChinaMoroccoBrazilMexicoIndia and South-Africa There was no control to clock people in and out of the factory.

Team members were assigned to projects and saratxqga leaders were chosen by the team members themselves. In total there were more than minifirms which consisted of about 4 to 5 people and a team leader.

Professional meeting with Koldo Saratxaga

I think you should read saraatxaga next blog post www. Evaluations were solely based on team performance, and individual evaluations were avoided. Koldo introduced a model at Irizar that was completely different from any other model in their industry. The Corporate Rebels are on a mission to make work more fun. Some of the results have been just as spectacular as Irizar.

The highest paid person within the company could earn a maximum of three times the salary of the lowest paid one.

For one-and-a-half years we have visited such organizations and learned from their extraordinary stories. We met with Koldo during our visit to Bilbao. I look forward to reading it.

After his period at Irizar, he started his own company K2K Emocionando to support other organizations to transform the way they work. Leave a Reply Cancel reply. Comments He did this in the Basque country where co-operatives are a way of life.

Stay tuned for more…. Additionally, Irizar was on the verge of bankruptcy. An almost flat organization which consisted of three main groups:. Within Irizar constant communication — both internal and external — was strongly encouraged.


Or check out any of the more saaratxaga 50 stories of companies that have done similar things including examples in London and New York.

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

Their capacity to adapt, to understand the client, to know how, when, why, what for, was much less. They would, for example, set their own objectives and time schedules. The physical space transformed as well, reflecting the new flat organizational structure. Not only by increasing production capacity but also by reducing the production time from 38 days to 14 days.

So he implemented a new mission mainly to create employment and wealth through growth in the luxury coach market. Koldk 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. The cooperative movement is full of principles praising transparency and other democratic measures, but most of the cooperatives especially those belonging to the Mondragon group are quite hierarchical even koldp workers vote in reality similar to shareholders in listed companies.

I totally agree saratxafa what the guy sarahxaga, 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. Every team member involved in manufacturing received the same salary, regardless of experience or age.