'..despite Brazil’s rough economy (four currency devaluations, record unemployment, and hyperinflation). An investment of $100,000 in this convention-busting company 20 years ago would have an approximate value of $5 million today.'<blockquote>'A man after our own hearts, Semler urges employees to “go with your guts” in their decision-making. That has led to a company with a bewildering number of disparate elements. Among other things, it makes industrial machinery such as mixers for pharmaceutical and candy companies, builds cooling towers, runs office buildings’ data centers, provides consulting services on environmental issues, creates software for Internet applications, and manages human-resources activities for major companies.
According to Semler, his various operations have three things in common. They’re complex enough to discourage new competitors from jumping in; their quality and price are on the high end; and they occupy a unique niche in their markets.
They have done well for Semler, racking up an annual growth rate of 24 percent over the last decade and 2002 revenues of $160 million, up from $4 million when he took over, all this despite Brazil’s rough economy (four currency devaluations, record unemployment, and hyperinflation). An investment of $100,000 in this convention-busting company 20 years ago would have an approximate value of $5 million today.
..
Semler, who, of course, has no title, has built a reputation for encouraging people to fearlessly ask “why.” Why do we have job titles? Why do we need a headquarters? (According to Semler, “It’s a source of control, discrimination, and power-mongering.”) Why shouldn’t employees have access to detailed financial information? Semler believes that challenging assumptions, rather than conforming to them, is the key to building an adaptive, creative organization.
..
“Our philosophy is built on participation and involvement. Don’t settle down. Give opinions, seek opportunities and advancement, always say what you think. Don’t just be one more person in the company.”
If all this sounds like a recipe for chaos and anarchy, consider this—Semco’s products are so good and its customer service so efficient that 80 percent of its yearly revenues come from repeat customers. Over the last decade, the company’s sales increased by 600 percent and profitability by 500 percent. Equally impressive, with a current backlog of more than 2,000 job applications, Semco has had less than 1 percent turnover among its 3,000 employees in the last 6 years.'
-
Semco..</blockquote>
Context '..rough economy..'<blockquote>
'..in today’s world debts don’t settle – they just keeps expanding and expanding..''..I believe in responsibility but not in pyramidal hierarchy .. the negative value of structure. Structure creates hierarchy, and hierarchy creates constraint..''..world wars created one model of management hierarchy shared by business and the military..'