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.
|Published (Last):||19 December 2007|
|PDF File Size:||8.61 Mb|
|ePub File Size:||4.63 Mb|
|Price:||Free* [*Free Regsitration Required]|
The Corporate Rebels are on a mission to make work more fun. While checking off their renowned Bucket List they share everything they learn. For one-and-a-half years we have visited such organizations and learned from their extraordinary stories.
But still, every now and then, koldk stories pop-up and continue to amaze us. This happened to us again last week, when we visited Bilbao Spain. When Koldo joined Irizar in the company was in deep crisis.
The Liberation Of Factory Workers: From Near Bankruptcy To Double-Digit Growth
Additionally, Irizar was on the verge of bankruptcy. The future and survival of the company was in serious danger. And a radical change he made.
We met with Koldo during our visit to Bilbao. By implementing a system focused on people, strong customer loyalty, and a radically empowered workforce, Koldo managed to provide Irizar with a The organizational growth was impressive with Irizar opening new production plants in different countries like ChinaMoroccoBrazilMexicoIndia and South-Africa They managed to ramp up the production of coaches from to coaches a year. Not only by increasing production capacity but also by reducing the production time from 38 days to 14 days.
The million dollar question is how Koldo achieved such spectecular growth. For Koldo it was important that his people were building the future of Irizar instead of just chasing a set of dictated targets.
Professional Meeting with Koldo Saratxaga
So he implemented a new mission mainly to create employment and wealth through growth in the luxury coach market. These factors assessed specific aspects of knowledge, service level, market share, satisfaction and financial situation of each customer. Before approving both documents, Koldo encouraged everyone to discuss the documents extensively to ensure a clear and common understanding.
Next, he transformed their outdated management system that was composed of a traditional hierarchical structure and a clear top-down decision making process. Koldo introduced a model at Irizar that was completely different from any other model in their industry. An almost flat organization which consisted of three main groups:. These groups consisted of multidisciplinary self-managed teams for all business functions, some kind of minifirms inside Irizar.
In total there were more than minifirms which consisted of about 4 to 5 people and a team leader. Team members were assigned to projects and team leaders were chosen by the team members themselves. Team members were often part of more than one minifirm.
The physical space transformed as well, reflecting the new flat organizational structure. 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. Their speed was never in line with the outside environment. Their capacity to adapt, to understand the client, to know how, when, why, what for, was much less.
So we cut it off at the pass. They understood and were grateful a few months after we made the decision. The minifirms enjoyed a high level of autonomy, and were given freedom to make decisions on their projects.
They would, for example, set their own objectives and time schedules. There was no control to clock people in and out of the factory.
Everyone was trusted to make an 8-hour workday and attendance was only known by your closest colleagues. But more importantly, our model was based on interpersonal trust. To control the arrival and departure of each person is easy, but not at all effective. Koldo simplified the compensation policy into one with only three wage levels.
Every team member involved in manufacturing received saragxaga same salary, regardless of experience or age. The highest paid person within the company could earn a maximum of three times the salary of the lowest paid one.
Bonuses and commissions were banned. But, the team members did share in the profits of the organization, which were evenly split over everyone.
Everybody is the owner of his or her own work, relationships and decisions. Evaluations were solely based on team performance, and individual evaluations were avoided.
Within Irizar constant communication — both internal kildo external — was strongly encouraged. Nothing should be hidden from staff. This meant leaders published their ideas, decisions and other news in a monthly internal magazine. After his period at Irizar, he started his own company K2K Emocionando to support other organizations to transform the way they work.
Professional meeting with Koldo Saratxaga | Bizkaia Talent
In just over 10 years, Koldo saratxagx his team have helped to transform 50 organizations in the region of Bilbao. Some of the results have been just as spectacular as Irizar. Stay tuned for more…. He did this in the Basque country where co-operatives are a way of life. I think you should read the next blog post www.
Or check out any of the more than 50 stories of companies that have done similar things including examples in London and New York. I totally agree with what the guy did, my comment which I admit was a bit too strong was meant to saratxsga 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.
I saeatxaga forward to reading it. The truth is that the Basque Country is full of cooperatives, very few if any, really are self-managed. 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.
What Koldo did in was radical and innovative in the Basque Country, or everywhere. From near bankruptcy to double-digit growth When Koldo joined Irizar in the company was in deep crisis. Comments He did this in the Basque country where co-operatives are a way of life. Hi Henry, I think you should read the next blog sadatxaga www. Leave a Reply Cancel reply.