De volgende citaten zijn afkomstig uit het nieuwste boek van Ricardo Semler : The Seven-Day Weekend, 2003

alhoewel ik het boek zelf nog niet heb gezien geven deze quotes al weer voldoende stof tot nadenken

“If people are afraid they don't innovate. We don't want scared people. We want them to know everything in the company. We want them to question.”

“I don't want to know where Semco is headed. I want employees to ramble through their days to use instinct, opportunity and intrigue to chose projects and ventures…. We ask why repeatedly … and have no written plans”

“Sustainability, productivity, profit growth, new ventures are all a product of worker balance. Balance ensues when people are given room, find their talents and interests, merge their personal aspirations with the goals of the company. Once employees feel challenged envigorated and productive their efforts will naturally translate into profit and growth for the organisation.”

“There are no rules when it comes to finding a balance in your lives. Everything at Semco that is designed to foster change, innovation and freedom is really there to help create that balance.”

“First principle - if an employee has no interest in a product or project then that venture will never succeed…. Employees must be reassured that self-interest is their foremost priority, one they must take care not to replace with company or other interests. We advocate out of corporate self-interest - an employee who puts himself first will be motivated to perform. …. If people aren't motivated they need a different job … We offer incentives for people to move around different jobs and departments. It's another chance to dip into their ‘reservoir of talent’ and to develop their independence. Unfortunately our society conditions us to accept boredom from an early age - we're taught to expect it in school.”

“Semco's a hard place to work if you don't have the entrepreneurial spirit.”

“Executives must give up control and trust the power of talent. Only then will that person's calling emerge.”

“Supervisors are evaluated by their staff every 6 months and the results posted for everyone to see. The group holds a meeting to discuss what they might want to do about them.”

“Everyone participates in a monthly meeting that analyses the company numbers. Anyone can enrol in a course in reading balance sheets…. Balance sheets are made easy to read.”

“Organisations rarely believe they're to blame when an employee underperforms. But if the organisation doesn't provide the opportunity for success then people falter. We accept that every individual wants and needs a worthwhile pursuit in life. It is up to us to provide the environment and opportunity for their gratification. We resort to job rotation, reverse evaluation and self management to help people tap their talent. We never assume there are weeds among us.”

“We abolish manuals, procedures and policies so that people are free to improvise, to soar and collect moments of happiness that constitute genuine success. To keep turnover low we put mechanisms in place to remind employees ‘make sure that you are where you want to be, and make sure this is what you want to do.’ We'll bend over backwards to find what they want.”

“We don't favour training manuals or ask people where they want to be in 5yrs time. We want them to amble and ramble. Instead of formal training we encourage people to ask a colleague for explanations, demonstrations and guidance. Information in any organisation should be information on demand.”

“We're creating our barometer a s a definition of success. By combining numbers and people, customers and suppliers, government agencies and NGOs we hope to produce a well-rounded evaluation of success. … Success for individuals is to realise their pool of talent.”

Do nothing in order to govern - Chinese Emeperor Hang Jing Di 157 - 141 BC.

“Mission and credo are useless … replaced by What we Stand For… If values are going to be organic and part of the whole they must come from the ground up. Giving up control creates these values…. they grow in organisations like moss grows on rocks.”

“Moving an organisation ahead by virtue of what it's people stand for means removing obstacles like official policies. It means trusting workers implicitly, sharing power and information, encouraging dissent and celebrating true democracy…. Few things are harder for managers, executives, shareholders and owners to embrace.”

“We've learned peer control is as effective as reporting and auditing.”

“Our plans are limited to 6 months … We brainstorm ('Ideas that pour from the sky” - in Portugese) 3, 5 and 10yrs but write down only 6 months…. Every one year plan I've seen has all the good things happen in the second half."

“Openness, truth and exposure upset people at Semco as much as anywhere else.”

“What traditional executives don't consider is that decisions arising from debate are implemented much more quickly because explanations, alternatives, objections and uncertainties have already been aired….. Dissent and democracy go hand in hand.”

“Employees work at a different desk every day.”

“If none of the employees had turned up to help with the interview (for a new position) we'd get rid of the position - no one cared about it.”

“ A sustainable company will put a 57yr old GM alumni in an office with a dot.com kid.”

“Everyone recognises that attracting and investing in talent are the touchstones of an organisation. But what people consider sufficient effort and enough investment is what separates the men from the boys and the women from the girls.”

"Simmering a slow stew of culture, tribalism and democracy.' (A metaphor for what is happening at Semco)

“Biggest change in Semco - non territorial offices.”

“All our meetings are voluntary.”

“Democracy, freedom and distribution of power and not synonymous with lack of hierarchy.”

“At Semco you are what you do.”

“Information supports intuition - that's why we give it to everyone.”

“Change is overrated… Planes and cars haven't changed much since they started. The explanation is anthropological. People in calcified organisations do two things - sabotage changes that may make people dispensable and ensure industry wide emulation.”

“An organisation must be ready to cannibalise itself.”