Changing the way work works
Changing the way work works.
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============================================================How is a business organization like a car or computer?============================================================
Originally, CARS were built from the inside-out BY mechanicsFOR shade-tree mechanics. You didn't dare go anywherewithout a toolkit. Novice customers were an expensivenuisance. Innovation has changed that, and cars have becomemore customer-friendly.
Originally, COMPUTERS were built from the inside-out BYcomputer engineers FOR programmers. You didn't dare try todo anything without mind-numbing reference manuals andesoteric codes. Novice customers were an expensive nuisance.But, innovation changed that when they designed theMacintosh computer from the outside-in BY users FOR users.Then Mac computers became more customer-friendly (and PCshave been playing "catch-up" ever since).
To this day, most BUSINESS ORGANIZATIONS are built from theinside-out BY executives FOR investors. Customers are anexpensive nuisance but a necessary evil.work at home business
However,innovations in organizational strategies are (slowly)changing that. Some companies are becoming morecustomer-friendly.
Yes, cars, computers, and business organizations must stillbe built from reliable components into a system that works.But, work for whom - the designers or the customers? Willmanagers, executives, and investors ever surrender theirmilitary-style dictatorships of CONTROL and DOMINATION?
Imagine a business organization designed from theoutside-in, BY customers FOR customers!
============================================================Does your company work like this?============================================================
"Semco has no official structure. It has no organizational chart. There's no business plan or company strategy, no two-year or five-year plan, no goal or mission statement, no long-term budget. The company often does not have a fixed CEO. There are no vice presidents or chief officers for information technology or operations. There are no standards or practices.
"There's no human resources department. There are no career plans, no job descriptions or employee contracts. No one approves reports or expense accounts. Supervision or mentoring of workers is rare indeed. Most important, success is not measured only in pr0fit and growth." -- Ricardo Semler, Semco President, and Author of "The Seven-Day Weekend: Changing the way work works."
I first heard of Ricardo Semler from Sean D'Souza in NewZealand. I did an Internet search on Semler's name anddiscovered numerous references, articles, and the fact thatPh.D. students are writing dissertations about him and hisbusiness methods. So, I ordered "The Seven-Day Weekend"forthwith.
On page 12 Semler says,
"Today, I can honestly say that our growth, pr0fit, and the number of people we employ are secondary concerns. Outsiders clamor to know these things because they want to quantify our business... That's one reason we're still privately held. I don't want Semco to be burdened with the ninety-day mindset of most st0ck market analysts. It would undermine our solidity and force us to dance to a tune we don't really want to hear - a Wall Street waltz...
"Thanks, but no thanks. We generate enough of our own ca'sh, and we're growing nearly 40 percent a year without public investment... Success means little to me if it's measured only in those terms... The principles we n0w practice have resulted in tremendous growth... from $4 million a year to $212 million a year..."
I won't tell you the Semco secret(s), but I will say that ifyou're interested in changing the way work works, you mustread "The Seven-Day Weekend."
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Mike Hayden, Principal/ConsultantYour partner in streamlining business.
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