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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Not only by increasing production capacity but also by reducing the production time from 38 days to 14 days. Everybody is the owner of his or her own work, relationships and decisions.

I look forward to reading it. saratxafa

By implementing a system focused on people, strong customer loyalty, and a radically empowered workforce, Koldo managed to provide Irizar with a But, the team members did share in the profits of the organization, which were evenly split over everyone.

For one-and-a-half years we have visited such organizations and learned from their extraordinary stories. This meant leaders published their ideas, decisions and other news in a monthly internal magazine.

Before approving both documents, Koldo encouraged everyone to discuss the documents extensively to ensure a clear and common understanding.

Stay tuned for more…. This happened to us again last week, when we visited Bilbao Spain. Nothing should be hidden from staff. Some of the results have been just as spectacular as Irizar.

Comments He did this in the Basque country where co-operatives are a way of life. Every team member involved in manufacturing received the same salary, regardless of experience or age.

Within Irizar constant communication — both internal and external — was strongly encouraged. The future and survival of the company was in serious danger.

They managed to ramp up the production of coaches from to coaches a year. What Koldo did in was radical and innovative in the Basque Country, or everywhere.


Koldo Saratxaga

They understood and were grateful a few months after we made the decision. He did this in the Basque country where co-operatives are a way of life. And a radical change he made. After his period at Irizar, he started his own company K2K Emocionando saratxxaga support other organizations to transform the way they work.

While checking off their renowned Bucket List they share everything they learn. Their speed was never in line with the outside environment. Leave a Reply Cancel reply. When Koldo joined Irizar in the company was in deep crisis.

The organizational growth was impressive with Irizar opening new production plants in different countries like ChinaMoroccoBrazilMexicoIndia and South-Africa The physical space transformed as well, reflecting the new flat organizational structure. 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 saratxagx 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.

An almost flat organization which consisted of three main groups:. 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.

But still, every now and then, unknown stories pop-up and continue to amaze us. In total there were more than minifirms which consisted of about 4 to 5 people and a team leader.

The Corporate Rebels are on a mission to make work klodo fun. Or check out any of the more than 50 stories of companies that have done similar things including kkoldo in London and New York. Their capacity to adapt, to understand the client, to know how, when, why, what for, was much less. There was no control to clock people in and out of the factory. I think you should read the next blog post www.


Professional Meeting with Koldo Saratxaga | Bizkaia Talent

Everyone was trusted to make an 8-hour workday and attendance was only known by your closest colleagues. 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 if workers vote in reality similar to shareholders in listed companies.

So we cut it off at the pass. Evaluations were solely based on team performance, and individual evaluations were avoided. Additionally, Irizar was on the verge of bankruptcy.

The truth is that the Basque Country is full of cooperatives, very few if any, really are self-managed. We met with Koldo during our visit to Bilbao. So he implemented a new mission mainly to create employment and wealth through growth in the luxury coach market.

Koldo simplified the compensation policy into one with only three wage levels. Team members were often part of more than one minifirm. From near bankruptcy to double-digit growth When Koldo joined Irizar in the company was in deep crisis. They would, saaratxaga example, set their own objectives and time schedules. They had their own space and their own department with their own key.