SEMCO y su gerencia participativa Cmo deconstruir modelos

SEMCO y su gerencia participativa ¿Cómo deconstruir modelos mentales? 07/12/2020 Carlos Largacha-Martínez, Ph. D. 1

Historia En los 60´s, 60´s SEMCO comenzó la producción de bombas, ejes, y otros componentes para barcos y navíos. For casi 20 años, el sector marítimo era su “core business”. Ricardo Semler asume la presidencia (CEO) en los 80 s, 80 s con una estrategia de diversificación en sectores como la producción de mezcladoras para las industrias química, farmaceútica y minera. La línea de producción se amplía luego a equipos de refrigeración y de alimentación. Se internacionalizan comprando Hobart, BAC y Fläkt. En los 90 s, 90 s SEMCO entra en el área de los servicios, principalmente con: Gestión del Medio Ambiente, Inmobiliaria, Manejo de Recursos Físicos (integrated facilities management), y manejo de inventarios. 00 s: 00 s Aproximación de “full service” de la A a la Z. Intentar incursionar en diferentes sectores, siempre y cuando cumplan los tres requisitos. 07/12/2020 Carlos Largacha-Martínez, Ph. D. 2

Datos Básicos de SEMCO Multinacional Brasilera con sede en Sao Paulo. p Aproximadamente 4, 000+ empleados p Tasa de rotación de menos de 1% p Doce (12) Unidades de Negocio p Rentabilidad promedio: 20 -40 % anual p Crecimiento durante los 90 s: 900% p Sectores: Sectores Equipo Industrial, Tecnología, Servicios y Nuevos Negocios (capital de riesgo) p 07/12/2020 Carlos Largacha-Martínez, Ph. D. 3

Imágenes de Productos de SEMCO 07/12/2020 Carlos Largacha-Martínez, Ph. D. 4

Unidades de Negocio de SEMCO http: //semco. locaweb. com. br/en/content. asp? content=7 07/12/2020 Carlos Largacha-Martínez, Ph. D. 5

Unidades de Negocio de SEMCO (entrevista telefónica con Joao Vendramim, Noviembre 2008) p Sector Industrial § Semco Equip. Industriais: Mezcladoras § Semco Equip. de Refrigeração: Torres de enfriamiento p Sector Servicios § Pitney Bowes Semco (JV): Equipos para manejar documentos. § Vendidas a los socios pero que funcionan en los mismos edificios § Semco Manutenção Volante § ERM: Gestión del Medio Ambiente § Cushman & Wakefield § RGIS: Manejo de Inventarios p Sector Financiero § Tarponinvest p Sector Nuevos Negocios § Brenco: bioenergía (start up) 07/12/2020 Carlos Largacha-Martínez, Ph. D. 6

¿Qué es MOTIVACIÓN? Análisis realizado por Frederick Herzberg 07/12/2020 Carlos Largacha-Martínez, Ph. D. 7

Motivación (Frederick Herzberg) p p “Lo opuesto a insatisfacción laboral no es satisfacción laboral sino no insatisfacción laboral. ” “Las cosas que motivan a la gente son diferentes (en tipo/esencia) de las cosas que las desmotivan. ” Es decir, reducir los elementos que desmotivan no genera motivación, simplemente genera que no haya desmotivación 07/12/2020 Carlos Largacha-Martínez, Ph. D. 8

Motivación (Frederick Herzberg) ¿Están los puestos de trabajo y la cultura de las organizaciones propendiendo por los motivadores intrínsecos? Motivadores Intrínsecos Motivadores Higiénicos o Extrínsecos 07/12/2020 Carlos Largacha-Martínez, Ph. D. 9

Pensamiento Lineal y No-Lineal Cambios de los Modelos Mentales / Paradigmas talento pasión diversidad anti-control calidad dominación cantidad identidad 07/12/2020 Carlos Largacha-Martínez, Ph. D. 10

¿Qué hacer? Cambio del modelo mental, tanto de pensamiento como de valores (F. Capra) “Desprogramar adultos” (Ricardo Semler); Pensamiento sistémico (Peter Senge) PENSAMIENTO p p Racional Analítico Reduccionista Lineal p p Intuitivo Sintético Holístico No-lineal VALORES p p 07/12/2020 Expansión Competir Cantidad Dominación p p Conservación Cooperación Calidad Asociación Carlos Largacha-Martínez, Ph. D. 11

p ¿Mencione un sinónimo de la palabra CONTROL? p ¿Mencione un antónimo de la palabra CONTROL? 07/12/2020 Carlos Largacha-Martínez, Ph. D. 12

Ricardo Semler no tomará el CONTROL By Lawrence M. Fisher, strategy+business Journal, issue 41 07/12/2020 Carlos Largacha-Martínez, Ph. D. 13

Renunciació n La propuesta “anti-control” de la Gerencia Participativa en SEMCO 07/12/2020 Carlos Largacha-Martínez, Ph. D. 14

Renunciación Base de la propuesta de SEMCO (Carlos Largacha, ver E. F. Schumacher) 07/12/2020 Carlos Largacha-Martínez, Ph. D. 15

http: //www. youtube. com/watch? v=r. XXp. TDl_65 M http: //www. ameinfo. com/130224. html 07/12/2020 Carlos Largacha-Martínez, Ph. D. 16

SEMCO p The conflict between advanced technology and archaic mentality is, I believe, a major reason why the modern workplace is characterized by dissatisfaction, frustration, inflexibility, and stress. p p There is no way to treat employees as responsible and honest adults unless you let them know and influence what is going on around them. p p João Vendramim, 1993 Even though our workers can veto a deal or close a factory with a show of hands, Semco grows an average of 40 percent a year and has annual revenue of more than $212 million. p p Ricardo Semler, 1993 Ricardo Semler, 2004 [Semco is] a spirited, compelling, and important story of corporate—and human—transformation. p 07/12/2020 Tom Peters, co-author of In Search of Excellence Carlos Largacha-Martínez, Ph. D. 17

“invitación” gerencial de SEMCO p p p p p Semco has no official structure. It has no organizational chart. There’s no business plan, no goal or mission statement, no long-term budget. The company often does not have a fixed CEO. There are not 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 monitoring of workers is rare indeed. Most important, [and this truly is the most important] success is not measured only in profit and growth (emphasis added). 07/12/2020 Carlos Largacha-Martínez, Ph. D. 18

The “whyway” (Ricardo Semler) p p p p Why does a weekend have two days? Why nine-to-five? Why have an office? Why have employees? Why not retire at age forty, go back to work at sixty? Why do we practice age segregation? Why do the same job year after year? Why hire the best and the brightest? Why are credentials so important? Why not shrink? Why grow at all? Why not admit that you screwed up? Why bother going through the trouble of finding out what went wrong? Why are financial reports impossible to decipher? Why is uniformity desirable? Why not make attending meetings optional? Why have a permanent CEO? 07/12/2020 Carlos Largacha-Martínez, Ph. D. 19

Creencias en SEMCO Human being is able to self-determine p It is possible to meet company and people objectives p The relation Capital x Labor exists – must preserve Respect p Participative management must include all stakeholders p Most people are serious, honest, dedicated and helpful p 07/12/2020 Carlos Largacha-Martínez, Ph. D. 20

Cómo se logra el Proceso Participativo en SEMCO? p p p Poder Conocimiento Resultados p (información) p p p 07/12/2020 Estructuras organizacionales Normas internas Control Comunicación interna: abierta y de múltiples formas No hay tabús. Se comparte información relevante. Desconcentración del conocimiento: transparencia Trabajo en grupos Se participa para construir y/o lograr los resultados Utilidades compartidas Carlos Largacha-Martínez, Ph. D. 21

days of exhilaration (Ricardo Semler) Días exitantes, apasionados, talentosos, de euforia p p p p “The first principle to accept is that if an employee has no interest in a product or project, then the venture will never succeed The best way to ensure job satisfaction over the long run is to tap into that reservoir or to answer the calling Most [workers] cannot figure out how to reconcile living with making a living For a company to excel, employees must be reassured that self -interest, not the company, is their foremost priority If they’re moving around following an inner radar, then they wont rely on the company to tell them what to do It is unfair to expect all employees to feel passionate about their work [Several workers] had offers to work elsewhere, but turned them down because Semco allows [them] to grow 07/12/2020 Carlos Largacha-Martínez, Ph. D. 22

days of exhilaration (Ricardo Semler) p p p Stress levels are highest where balance is lowest. … Workplace stress reflects the difference between expectation and reality You don’t have to like the people you work with. Respect for their performance is enough. … The stress-free workplace that is most productive is the one where workers respect each other’s differences We always hope that on their own, people will discover their true calling. … Most of the [workers in the world] are not answering a calling. Why is it that church groups, amateur choirs, or chess teams have such a high degree of commitment, but companies have to train, retrain, motivate, and remotivate all year around? “Discovery” is one of those splendid words that radiates power, like balance and exhilaration, passion and calling, satisfaction and fulfillment. The antithesis is control. ” 07/12/2020 Carlos Largacha-Martínez, Ph. D. 23

Iniciativas no-lineales en SEMCO (Semler, 1993: 329 -335; Semler, 2004: 5154). p p p p Lost-in-space, where newcomers at Semco spend one year getting to know all business areas with no responsibilities. Hepatitis Leave, their version of sabbaticals. Job rotation, at a rate of at least 25 percent per year. Risk salary, where workers bet on their 25 percent of their salary based on the profits for that semester, and if good, great return, if not, loses the bet. Teams, Semco does not have year-planning, neither strategic 5 -year planning, only semester plans and for each semester you have to ‘apply’ for the job waiting for a Counselor, Partner or Coordinator to accept you in the team, composed of no more than 12 people - this is also were people set their own salary. Up’n’ Down Pay, depending on peoples lives and phases, you can decide how much time are you going to work. Retire-a-little, similar to the last one, but allows you to retire while working and redeem the time not worked in the future 07/12/2020 Carlos Largacha-Martínez, Ph. D. 24

Iniciativas no-lineales en SEMCO (A. J. Vogel. The Anti-CEO. The Conference Board Review ® Article, May/june 2004) p p p p Attendance at all company meetings is voluntary. Two of the company's eight board seats are held on a first-comefirst-served basis, open to any worker in the company. Semco has no business plan, no mission statement, no long-term budget, no HR department, no VP of IT, no COO, no fixed CEO, no dress codes, and no job descriptions. Nobody approves expense accounts. Workers choose their own training instead of having their boss or HR choose it for them. Workers can take up to three years off for any purpose. Through Semco's Retire-a-Little program, a worker in his prime can take days off now and "redeem" them in the future, after he retires. Semco's "Lost in Space" program allows young recruits to wander the company for a year to discover what they want to do. The company holds collective job interviews, in which candidates meet their rivals for the position and are interviewed by a crosssection of employees. 07/12/2020 Carlos Largacha-Martínez, Ph. D. 25

Summary by João Vendramim p p p In order to change mindsets, look for opportunities instead of ‘fingerpointing’ Minimum personal control. You don’t control people but processes. Business structure must be very horizontal. The first steps were small steps. We didn’t ‘push’ things if they were not occurring well. Sometimes it seems like something is not working, thus insist, believe and be persistent. Even if you are in big trouble, be fully transparent with workers and trust that they will understand. 07/12/2020 Carlos Largacha-Martínez, Ph. D. 26

Summary by João Vendramim p p Be prepared for resistance at the middlemanagement since they are more prone to feel they are losing power. Be prepared that Unions wont trust at the beginning. Later on, they will be the biggest advocates of a democratic-participatory workplace. Don’t do ‘big’ changes at the beginning when workers are in the first ‘stages’ of broadening their mindsets, their paradigms. Prior to profits is the promise to the customer. 07/12/2020 Carlos Largacha-Martínez, Ph. D. 27

Instituto Lumiar http: //www. lumiar. org. br/english/index. html 07/12/2020 Carlos Largacha-Martínez, Ph. D. 28

Ricardo Semler (1993: 7) wrote that one day a worker’s wife arrived at Semco, and “… she was puzzled about her husband’s behavior. He no longer yelled at the kids, she said, and asked everyone what they wanted to do on the weekends. He wasn’t his usual, grumpy, autocratic self. The woman was worried. What, she wondered, were we doing to her husband? We realized that as Semco changed for the better, he had, too. ” 07/12/2020 Carlos Largacha-Martínez, Ph. D. 29

Empresas con filosofías gerenciales parecidas Irizar (Grupo Mondragón, España) p Google p W. L. Gore (fabricantes de Gore-Tex®) p Indupalma (modelo cooperativo de palma) p Acción Fiduciaria p p Con “problemas” n n Atari (videojuegos, es propiedad de Infogrames Entertainment S. A. (IESA). Ben & Jerry (helados, vendida a Unilever) 07/12/2020 Carlos Largacha-Martínez, Ph. D. 30

Barreras para la gerencia participativa (Ricardo Semler) p p p Tamaño Jerarquías Desmotivación Ignorancia Modelos mentales 07/12/2020 Carlos Largacha-Martínez, Ph. D. 31

Gerencia Humanista y Sociología Cuántica Trascendiendo la Gerencia Participativa Por Carlos Largacha-Martínez 07/12/2020 Carlos Largacha-Martínez, Ph. D. 32

Gerencia Humanista p Alteridad § § § p Dignificar al Otro (diversidad, multiculturalismo) No denigrar al Otro Humildad, respeto, confianza. Renunciación Poder logrado/ganado/dado y no adscrito al “status-rol” No-ideologías § Poder preguntar todo § Nada es “así se hacen las cosas aquí” § Transparencia p Obligaciones-sociales § Medio Ambiente § Balance Familia-trabajo § Institución que socializa 07/12/2020 Carlos Largacha-Martínez, Ph. D. 33

Estudios de Caso 07/12/2020 Carlos Largacha-Martínez, Ph. D. 34