KOLDO SARATXAGA PDF

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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The truth is that the Basque Country is full of cooperatives, very few if any, really are self-managed. 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 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 managed to ramp up the production of coaches from to coaches a year. The manufacturing and service facilities were relocated to one floor and all people mixed together on one level.

For Koldo it was important that his people were building the future of Irizar instead of just chasing a set of dictated targets. These factors assessed specific aspects of knowledge, service level, market share, satisfaction and financial situation of each customer. Evaluations were solely based on team performance, and individual evaluations were avoided. The million dollar question is how Koldo achieved such spectecular growth. So he implemented a new mission mainly to create employment and wealth through growth in the luxury coach market.

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Within Irizar constant communication — both internal and external — was strongly encouraged. When Koldo joined Irizar in the company was in deep crisis. Their capacity to adapt, to understand the client, to know how, when, why, what for, was much less.

Everybody is the owner of his or her own work, relationships and decisions. There was no control to clock people in and out of the factory. In just over 10 years, Koldo and his team have helped to transform 50 organizations in the region of Bilbao. By implementing a system focused on people, strong customer loyalty, and a radically empowered workforce, Koldo managed to provide Irizar with a We met with Koldo during our visit to Bilbao.

They had their own space and their own department with their own key. Some of the results have been just as spectacular as Irizar.

Professional Meeting with Koldo Saratxaga

After his period at Irizar, he started his own company K2K Emocionando to support other organizations to transform the way they work. Not only by increasing production capacity but also by reducing the production time from 38 days to 14 days.

This meant leaders published their ideas, decisions and other news in a monthly internal magazine. Bonuses and commissions were banned.

I look forward to reading it. Leave a Reply Cancel reply. The minifirms enjoyed a high level of autonomy, and were given freedom to make decisions on their projects. And a radical change he made.

For one-and-a-half years we have visited such organizations and learned from their extraordinary stories. But more importantly, our model was based on interpersonal trust.

While checking off their renowned Bucket List they share everything they learn. Before approving both documents, Koldo encouraged everyone to kokdo the documents extensively to saratxaba a clear and common understanding. The organizational growth was impressive with Irizar opening new production plants in different countries like ChinaMoroccoBrazilMexicoIndia and South-Africa From near bankruptcy to double-digit growth When Koldo joined Irizar in the company was in deep crisis.

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But, the team members did share in the profits of the organization, which were evenly split over everyone. Team members were assigned to projects and team leaders were chosen by the team members themselves.

Comments He did this in the Basque country where co-operatives are a way of life. Additionally, Irizar was on the verge of bankruptcy. Koldo simplified the compensation policy into one with only three wage levels. An almost kokdo organization which consisted of three main groups:.

Next, he transformed their outdated management system that was composed of a traditional hierarchical structure and a clear top-down decision making saraxaga. The future and survival of the company was in serious danger. Team members were often part of more than one minifirm. Stay tuned for more….

Professional meeting with Koldo Saratxaga | Bizkaia Talent

This happened to us again last week, when we visited Bilbao Spain. They understood and were grateful a few months after we made the decision. Koldo introduced a model at Irizar that was completely different from any other model in their industry. To control the arrival and departure of each person is easy, but not at all effective. Every team member involved in manufacturing received the same salary, regardless of experience or age.