Leading Organisation Dynamic

1. I P M I – I n t e r n a t i o n a l B u s i n e s s S c h o o l – I n d o n e s i a
L e a d i n g O r g a n i z a t i o n D y n a m i c s - A n d r e V i n c e n t W e n a s , M M , M B A .
Case Study of
RICARDO SEMLER
Revolutionary Model of Leadership
By Muhammad Hanif IPMI EMBA 15221023
Leading Organization Dynamic

2. I P M I – I n t e r n a t i o n a l B u s i n e s s S c h o o l – I n d o n e s i a
L e a d i n g O r g a n i z a t i o n D y n a m i c s - A n d r e V i n c e n t W e n a s , M M , M B A .
• Brazilian Company
• Founded in 1953 by Antonio Semler
• Focuses on the manufacturing, professional services and
software sector
• Ricardo Semler became chief executive in1982
SEMCO

3. I P M I – I n t e r n a t i o n a l B u s i n e s s S c h o o l – I n d o n e s i a
L e a d i n g O r g a n i z a t i o n D y n a m i c s - A n d r e V i n c e n t W e n a s , M M , M B A .
LEADERSHIP
• The art of motivating a group of people to work together in
reaching a common goal
• Authoritarian or autocratic
• Delegates or Free Reign
• Participative or Democratic

4. I P M I – I n t e r n a t i o n a l B u s i n e s s S c h o o l – I n d o n e s i a
L e a d i n g O r g a n i z a t i o n D y n a m i c s - A n d r e V i n c e n t W e n a s , M M , M B A .
CULUTURES
Employee Participation
Free flow of Information
Profit Sharing
No written policies
No mission statement
No HRM department
Two seats at board meetings open for employees
Salaries and all financial information is open to
the public
No dress code

5. I P M I – I n t e r n a t i o n a l B u s i n e s s S c h o o l – I n d o n e s i a
L e a d i n g O r g a n i z a t i o n D y n a m i c s - A n d r e V i n c e n t W e n a s , M M , M B A .
CULUTURES Cont’d
Employees acting as partner and make all their own decision.
􏰄 No first or second class citizen
Mangers set their own salaries and bonuses
Their evaluate their own manager every six months
No organization chart

6. I P M I – I n t e r n a t i o n a l B u s i n e s s S c h o o l – I n d o n e s i a
L e a d i n g O r g a n i z a t i o n D y n a m i c s - A n d r e V i n c e n t W e n a s , M M , M B A .
• Poor economy in 1990s
• 􏰄Costs were cut
• Workers proposed solution
• Workforce cross - trained in a variety of skills 􏰄
• Deep knowledge of business
• Set targets and production goals
External Factors

7. I P M I – I n t e r n a t i o n a l B u s i n e s s S c h o o l – I n d o n e s i a
L e a d i n g O r g a n i z a t i o n D y n a m i c s - A n d r e V i n c e n t W e n a s , M M , M B A .
• Change Agent
• Leader without Rules
• Game Changer
• Innovator and Maximizer
• Transformational
Ricardo Semler Is;

8. I P M I – I n t e r n a t i o n a l B u s i n e s s S c h o o l – I n d o n e s i a
L e a d i n g O r g a n i z a t i o n D y n a m i c s - A n d r e V i n c e n t W e n a s , M M , M B A .
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