Podcasts about semco

Send us a textEver wondered how a simple shift in management style can transform an entire company? Join us on this episode of the World Cafe podcast as we unravel the secrets behind Ricardo Semler's revolutionary approach to corporate governance. From his early clashes with traditional leadership methods to his innovative industrial democracy at Semco, you'll discover how Semler's radical ideas not only saved a struggling company but also turned it into a global success. We'll explore the power of words, the inevitability of change, and the importance of evolving with the times, especially in the corporate world.Get ready to be inspired by the story of Ricardo Semler, a true maverick who challenged the conventional norms of the business world. Learn how his health crises and personal struggles motivated him to seek a better work-life balance, ultimately leading to a participatory decision-making process involving every employee at Semco. This episode reveals how industrial democracy resulted in significant operational improvements and skyrocketing revenues. You'll also hear about Semler's later pursuits in environmental activism and democratic education, reinforcing the crucial role of culture and people in any organization's success. Don't miss this deep dive into the life of a visionary who redefined what it means to lead.Support the showYou can support this show via the link below;https://www.buzzsprout.com/1718587/supporters/new

#banikasyn #semler #semco #zamestntanie #firma #zamestnanci #sloboda #zamestnavatel #zpdz O slovenskej slobodnej firme Banik a syn so synom Ferom Banikom. O Ricardovi Semlerovi a jeho slobodnej firme SEMCO. Samoriadiaca horizontálna organizácia s otvoreným účtovníctvom?  Čo to je? Zamestnanecký pomer inak. Paleo-manažment. Keď ide o bohatý život, a nie bohatstvo. Keď môžeš v nedeľu pre zamestnávateľa pracovať, prečo nemôžeš ísť v pondelok cez deň do kina? Ako sa naučiť dobre prezentovať? Tu si ju môžete kúpiť knihu „Ricardo Semler: Rebel – Príbeh najneobvyklejšieho pracoviska na svete“ z edície #zpdz so zľavou 25 % za 14,2 eur: https://www.jurajkarpis.com/rebel/ Tu je firma Banik a syn https://www.banik.sk/ Tu je Ferov podcast https://podcast.banik.sk/ Tu je môj newsletter #zpdz : https://www.jurajkarpis.com/category/zpdz/ Music: 4bstr4ck3r_Soundboy

Graeme Codrington, Futurist and Partner at TomorrowToday, joins host Bruce Whitfield on the Business Unusual feature to discuss democracy in the workplace. They explore why, despite our pride in political democracy, workplaces often lack democratic principles. They highlight Brazilian company Semco, led by Ricardo Semler, who revolutionized the family business with innovative management, employee engagement, and workplace policies, demonstrating the potential of workplace democracy.See omnystudio.com/listener for privacy information.

Hoy conversamos con Natalia Jiménez (https://www.ugr.es/~natjj/), quien nos abre las puertas al intrigante mundo de la economía experimental. Natalia empieza ilustrándonos sobre cómo algo aparentemente tan ajeno a la economía como nuestras redes sociales puede tener un impacto directo en comportamientos tan significativos como la generosidad. Nos cuenta que, sorprendentemente, cuanto más conectados estamos, mayor es nuestra tendencia a compartir con los demás. Esta relación entre la sociabilidad y la generosidad pone de manifiesto la complejidad del comportamiento humano y cómo factores aparentemente no relacionados pueden influir en nuestras decisiones económicas. A continuación, la charla toma un giro hacia cómo percibimos y decidimos sobre políticas fiscales y de redistribución de la riqueza sin una comprensión completa de sus implicaciones. Natalia nos revela a través de sus investigaciones que proporcionar un poco más de información a las personas puede cambiar radicalmente su perspectiva y, por ende, sus decisiones en las urnas. Este descubrimiento subraya la importancia de una educación económica adecuada para facilitar decisiones más informadas y conscientes en nuestra vida cotidiana. La conversación se enriquece aún más cuando Natalia comparte sus experiencias con experimentos que desafían nuestras expectativas sobre la realidad económica. Estos experimentos no solo ofrecen perspectivas valiosas sobre el comportamiento humano sino que también cuestionan la efectividad de los modelos económicos tradicionales, brindando una visión más profunda de por qué las cosas no siempre funcionan como esperamos. La cultura, nos explica Natalia, juega un papel crucial en cómo percibimos aspectos económicos como los impuestos. Nos lleva a través de las diferencias culturales, especialmente en cómo en España la percepción y la actitud hacia la evasión fiscal varían enormemente en comparación con otros países. Este segmento del diálogo nos hace reflexionar sobre la influencia de la cultura en nuestras decisiones económicas y la importancia de considerar estos factores en el análisis económico. El experimento que Natalia destaca sobre los demás es uno en el que los trabajadores eligen su propio salario. Sus resultados son que cuando los contratos son de largo plazo, este mecanismo aumenta la productividad del trabajador y la razón principal es por otorgarle más autonomía al trabajador. Aunque esto pueda parecer alejado de la realidad, Natalia comenta que existe una muy exitosa empresa brasileña, Semco, cuya política desde 1990 es que los trabajadores elijan no sólo su salario sino también sus horas de trabajo. Este es un claro ejemplo de cómo los experimentos pueden servir para "ensayar" cómo podrían funcionar ciertas innovaciones que en un principio pueden parecer algo arriesgadas en la vida real. Para cerrar, nos adentramos en el tema de la teoría de juegos y su papel fundamental en la economía experimental. Natalia nos habla sobre cómo esta teoría, que podría parecer lejana y abstracta, en realidad tiene aplicaciones muy concretas y cercanas a nuestras experiencias diarias. A través de ejemplos claros, nos muestra cómo los conceptos de la teoría de juegos nos ayudan a entender mejor las interacciones humanas en contextos económicos, iluminando el camino hacia una comprensión más profunda de nuestras propias decisiones. Este episodio nos ofrece una ventana única a la economía experimental, mostrándonos cómo esta disciplina no solo es apasionante, sino también relevante para entender mejor el complejo mundo en el que vivimos. A través de la charla con Natalia, descubrimos que la economía, lejos de ser una ciencia distante y despersonalizada, está íntimamente ligada a nuestra vida cotidiana, influenciando desde nuestras interacciones sociales hasta nuestras decisiones políticas más fundamentales. Podéis contactar a Natalia aquí: njimjim@upo.es Más en nuestra comunidad en: ⁠⁠⁠⁠⁠⁠https://horacio-ps.com/comunidad --- Send in a voice message: https://podcasters.spotify.com/pod/show/horacio-ps/message

In this episode, Val and Dale interview Ali Maffey about project management and the importance of lean thinking. They discuss the challenges of project planning, the role of technology in project management, and the complexity of project management tools. They also delve into the difference between identifying threats and shortening programs, the flaws of long-term planning, and the benefits of small projects. The conversation concludes with final thoughts and anecdotes from Ali.Takeaways Lean thinking is crucial in project management as it focuses on eliminating waste and improving efficiency. Project planning can be challenging, especially when it comes to long-term planning and forecasting risks in novel projects. Technology plays a significant role in project management, but it can also add complexity and hinder progress if not used effectively. Identifying bottlenecks and addressing them is essential for successful project execution. Improving project management requires a collective effort from all project professionals, and a focus on collaboration and breaking down silos. Ali started on-site as an engineer in Terminal 4 in 1980. I worked my way up to the project management role and, after two projects, decided how projects worked wasn't for me. Nothing seemed to work and I felt that it wasn't intellectually engaging. It was all chasing sub-contractors and engaging in energy-sapping toxic behaviours such as blaming and defensive reasoning. Ali left construction to do an MBA and then worked at a large automotive company looking at life cycle cost and productivity. It was during this period that I discovered an environment where things worked. The right colour door arrived at the right colour car every time. Ali came back to construction and joined Balfour Beatty Civils and Rail major projects. Early on, I was asked, based on my automotive experience and MBA, to join the Business Improvement Team (BIT) which was probably the first of its kind in construction. The BIT was made up of 5 of the smartest people I have met in construction. We then spent 6 years testing out everything and anything we read or heard about. Ali started with implementing TQM before Lean Thinking. We helped Eli Goldratt with his first trial of Critical Chain. We met Gelen Ballard soon after his Last Planner paper was published. We tested out ideas from Semco and Riccardo Semler, setting up self-managing front-line teams on major projects. In 1999, Ali was seconded to Egan's M4I (backed by the cabinet office) as an innovation advisor. I helped develop the Construction National KPIs, promote offsite manufacturing, and encourage the use of partnering PPC2000 forms of contract. Ali also set up and ran the first Lean Thinking training workshops in construction. Ali was also responsible for validating the innovations claimed by the 68 Egan complaint demonstration projects and producing the ministerial report for the parliament. In 2004 he helped set up Lean Thinking Ltd and became a member of Buildoffsite. At a later date, he supported the first BIM trial project. Ali has been involved with more than 200 projects and have experimented with more ideas, tools, techniques, initiatives, etc, on more live projects for a longer period than probably anyone else in the industry globally. Proudly Supported by Deltek - ⁠www.deltek.com⁠ --- Send in a voice message: https://podcasters.spotify.com/pod/show/project-chatter-podcast/message

Gestión Cultural de Semco en Concepción. Junto a Víctor Aravena, Director de Extensión de Corporación Semco.

Semco Style Institute is grounded in the pioneering approach to democratic management from the Brazilian entrepreneur Ricardo Semler. Ricardo and Semco gained international recognition for their groundbreaking approach to management, and they're now spreading this way of working through Semco Style Institute, helping companies all over the world. Today I'm joined by Daphne and Christiaan from the global team to share how they're living the Semco Style philosophy. Discover more about Semco; www.semcostyle.com    Discover more about Lizzie;  Email - lizzie@libertymind.co.uk https://www.linkedin.com/in/lizzie-benton/  https://libertymind.co.uk/  This season is sponsored by Semco Style UK;  https://www.semcostyle.co.uk/ 

Our guest, is a people and organizational transformation expert. He is also the US partner of Ricardo Semler for Semco Style Institute USA. On top of that, he is also an Associate Professor at the California State University in Fresno. His mission is to help organizations develop human-centered workplace environments, leading to world-class performance, deeply rooted motivation and uncompromising commitment to employee and customer satisfaction. We have seen the catalytic power of conversations in the work that we do, as well as the impact that it brings to our world. Our Living Room is a space for us to connect, to explore thoughts and learnings, in a relaxed and very human way. Through this channel, we look forward to an engaging dialogue and resonance with our guests, and bring a breath of fresh air to the space we occupy in this virtual world. To our listeners and followers, we hope to create an opportunity to candidly eavesdrop and chime in to one of the many interesting conversations around the space of teal, agile and the future of work. Stay tuned for our next Living Room Conversations.

One of the most intriguing and thought-provoking management books I've ever read is the 1993 book, Maverick by Ricardo Semler.Ricardo took over his father's business Semco not too long after he graduated from college. He knew he didn't want to run the business as his father had, so he started in small steps by getting his staff involved in all decisions of the business, not just small ones.The results were phenomenal. In less than ten years, Semco grew 6x in spite of inflation, recessions, and a chaotic national policy Productivity grew 7x, profits up 5x, and one newspaper ad during this time period yielded 1.4k responses.Even though Maverick is no longer in print, I still wanted to talk about it on the show. FP&A global thought leader Daniele Martins joins us to discuss the book from her unique perspective.To learn more about the Ricardo Semler story along with participative leadership, here are a few resources:Managing Without Numbers - HBRRicardo's Ted Talk - How to Run a Company With Almost No Rules Semco Style InstituteCorporate RebelsShownotes on the CFO Bookshelf website

Bio Bjarte Bogsnes has a long international career, both in Finance and HR. He is a pioneer in the Beyond Budgeting movement and has been heading up the implementation of Beyond Budgeting at Equinor (formerly Statoil), Scandinavia's largest company. He led a similar initiative in Borealis in the mid-nineties, one of the companies that inspired the Beyond Budgeting model. He has helped numerous other companies globally getting started on a Beyond Budgeting journey.  Bjarte is Chairman of Beyond Budgeting Roundtable (BBRT).  He is a popular international business speaker and Beyond Budgeting coach, and a winner of a Harvard Business Review/McKinsey Management Innovation award. Bjarte is the author of "Implementing Beyond Budgeting - Unlocking the Performance Potential", where he writes about his almost thirty years long Beyond Budgeting journey.  His new book “This is Beyond Budgeting – A Guide to more Adaptive and Human Organizations” with a foreword by Gary Hamel is just out. Bjarte is available for speaking engagements and select consulting work through Bogsnes Advisory.  Episode Highlights  04:33 New book ‘This is Beyond Budgeting' 07:40 Beyond Budgeting 16:25The issue with the current performance appraisal process 19:45 The case for change 31:00 Becoming braver 33:50 ‘Losing' control 49:10 Reflect on the risk picture  Books ·         This is Beyond Budgeting: A Guide to More Adaptive and Human Organizations by Bjarte Bogsnes This Is Beyond Budgeting: A Guide to More Adaptive and Human Organizations: Amazon.co.uk: Bogsnes, Bjarte: 9781394171248: Books ·         Implementing Beyond Budgeting: Unlocking the Performance Potential by Bjarte Bogsnes Implementing Beyond Budgeting: Unlocking the Performance Potential: Amazon.co.uk: Bogsnes, Bjarte: 9781119152477: Books ·         Maverick by Ricardo Semler https://www.amazon.co.uk/Maverick-Success-Behind-Unusual-Workplace/dp/0712678867 ·         Humanocracy by Gary Hamel et al https://www.amazon.co.uk/Humanocracy-Creating-Organizations-Amazing-People/dp/B08F2TCKWN ·         The Future of Management by Gary Hamel and Bill Breen https://www.amazon.co.uk/Future-Management-Gary-Hamel/dp/1422102505  Websites ·         Beyond Budgeting Institute https://bbrt.org ·         Bogsnes Advisory (Bjarte's consulting firm) https://bogsnesadvisory.com  Social media ·         LinkedIn: https://www.linkedin.com/in/bjarte-bogsnes-41557910/ ·         Twitter:  @bbogsnes  Guest Intro (Ula Ojiaku) Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Ula Ojiaku Hello, Bjarte. Thank you for being my guest on the Agile Innovation Leaders Podcast, it's a great honour. I remember meeting you for the first time last year in Copenhagen at the Beyond Budgeting Roundtable, and you kindly accepted. So thank you for being here today. Bjarte Bogsnes Thank you for the invitation. Ula Ojiaku Great. So could you tell us any experience that you might have had growing up, that would have led to where you are today? Bjarte Bogsnes Well, the author Douglas Adams, he once wrote that: “I might not have gone where I intended to go, but I think I ended up where I needed to be”, and that's basically the story of my life because it was in no way given that we should sit here today and talk about Beyond Budgeting, because my career started in a very different place. I'm a finance guy by education and after I finished my business studies, I joined a company called Statoil, it's today called Equinor, it's Scandinavia's largest company, it's an energy company, and my first management job in this company, the year after I joined, was actually Head of the Corporate Budget Department. So I have been heading up more budget processes in my career than I want to be reminded about in that job and in many other Finance Manager jobs in different, you know, jobs. I've been working abroad quite a lot for the same company. So I used to be a big fan of this way of managing, there is actually an interview with me from the company magazine at the time where I'm praising the brilliance of budgeting, and I hope that there are no more copies around. And another reason I like that quote from Adams is that I come from a teacher family. My parents were teachers, my sister was a teacher, so I was in the way, the black sheep in the family because I went for Business Studies. But these days I really feel that I'm back in the fold, because I feel that that is what I'm doing now, teaching, and trying to make a positive difference, just like my parents and my sister did. Ula Ojiaku So teaching, it seems like it's a full circle, but you wouldn't have gotten here without, you know, still going through that process of working in business. Bjarte Bogsnes No, I think I'm very glad I have that background because it means that I know what I'm talking about. I know most of the fix in the budget book and some of them are quite nasty, and so when I would discuss with managers, finance people and others then, I mean, I know the arguments, and I know how to respond. Another important part of this journey was that I am one of the few finance persons, I believe, who has also worked in Human Resources. I was heading up the HR function in a large European company for some years, and that experience was also a big eyeopener for me when it comes to the leadership, the people side of Beyond Budgeting, which is just as big as the kind of finance process side. Ula Ojiaku Nice. Now, I mean, we will be getting to talk about your book, which is This Is Beyond Budgeting, that was released this February, 2023. Congratulations! Bjarte Bogsnes Thank you. Ula Ojiaku What I noticed was that the difference between This is Budgeting, I mean your, your second book and, Implementing Beyond Budgeting, which preceded this, this is actually a quicker read, you know, smaller, it seems like it was condensed and it was done on purpose. Could you tell us about this book, the main message? Bjarte Bogsnes Yes. Now, first of all, I mean, that is a correct observation. This is a shorter book, on purpose, and the simple reason is that we need to reach people, busy people, with limited time to read, and they don't have time to read bricks. So, yes, it is a shorter book, it is recapping some key messages from my earlier books, but there's also a lot of new stuff in it. I have learned a lot since the other book you've shown was published back in 2016. I've written a lot, I've worked with a lot of great organisations. So, again, a lot of new learning also. And I really do hope to reach, I did reach a number of executives, managers with my previous book, and I know, because of nice feedback from many of them. But there are so many more of them that still needs to hear this message. So that is why it's the shorter one. And I'm also very grateful and happy that Gary Hamel agreed to write the foreword. I mean, he is such an inspiration when it comes to management innovation and has been for such a long time. I mean, hearing Gary speak is simply mind-blowing. I mean, he is dynamite as a speaker and I think he's written a great foreword, and there are also some, quite some nice endorsements from important people in the agile community and kind of borderline agile community, Rita McGrath, Dave Snowden and Julian Birkinshaw, Jos de Blok, the founder of Buurtzorg. So I'm also very happy that these people took the time to read it and write these nice endorsements. Ula Ojiaku Indeed, we will go into some key points in the book for the listeners or viewers, they would have to buy it to go through it, to know what it's all about. But can you tell us, because there might be some people listening to this that don't know, what Beyond Budgeting is all about. Bjarte Bogsnes No, that's obviously an important question and let me start with saying that Beyond Budgeting is a somewhat misleading name, we know. It was, Beyond Budgeting was invented, developed 25 years ago, and back then there was nothing called agility, agile, or business agility, so if that label had been around at the same time, maybe that would've been the name of this. But it is basically about business agility. And, as the subtitle in my book states, it's about creating organisations that are more adaptive and more human, and Beyond Budgeting is very much about changing traditional management. But at the core of traditional management, you find not just the budgeting process, but also the budgeting mindset, built on the assumptions that the world is predictable and plannable and that you can't trust people. These are assumptions that we really challenge in Beyond Budgeting, because it isn't true. So if you want to change traditional management, you need to do something with the elephant in the room, the budgeting process. And that is something that, if you look at Agile, I think Agile has kind of avoided that elephant throughout all these years. It's been regarded as something unavoidable, a lower business, which isn't true, because more and more companies are skipping this way, or managing. And talking about Agile, I'm a big fan of Agile, but what I'm going to say now is not criticising Agile, but I think it would also help to explain what Beyond Budgeting is. I think part of the success of what I call early Agile has to do with its birthplace in software development, and how teams are working. And I think in those early years, I think what executives in big companies, what they observed and heard about Agile was better projects, faster projects, more value, more engaged people, and who can be against that, wonderful, I love it, come on guys, Agile is great. Then for obvious reasons, companies started to scale Agile, right? And at one level it kind of reaches the executives and has consequences, implications for these guys' beliefs and behaviours. And then it isn't that it wasn't that fun anymore. I think that's one reason why scaling Agile has been difficult. Another reason is that you can't scale Agile using the same language and tools and frameworks that did wonders back in those days. I mean, for executives who don't play rugby and don't know Agile, they might think that Scrum is some kind of skin disease, or Slack is about laziness or that Sprint is about running faster, or continuous delivery is about 24/7. Right? So, I mean we need a language here that these guys can understand and relate to, and Beyond Budgeting is providing that language. They might still disagree, but they understand what we are talking about. And the last issue here is that, again, Agile was not designed as a way to run an enterprise. So when you try to scale it, these holes in Agile become visible, like how do you manage resources?  How do you do forecasting? How do you evaluate performance? How do you reward? Right? And these are the holes that Beyond Budgeting is filling, because, again, Beyond Budgeting was designed from day one as an Agile way of running an organisation. And that is why we never talk about scaling agile, because it comes scaled, it is scaled, right? But this is also why Beyond Budgeting in Agile is such a beautiful fit, and why so many companies on Agile transformation journeys are reaching out to us because they reach these insights and learnings and understand that there can be no true agile transformation without Beyond Budgeting. Ula Ojiaku That's an excellent overview of Beyond Budgeting. And I understand, you know, in Beyond Budgeting, there are 10 principles, and there is the leadership principles, if I may say, and then the management processes. Do you want to talk a bit more about this, please? Bjarte Bogsnes Yeah. So there're actually a 12 principles, and you're right, six of them are on leadership and six of them are on management processes, and if you look at what Beyond Budgeting is saying about leadership, it is not necessarily that unique. There are many other great communities and models out there saying similar things about leadership, right? Talking about purpose and autonomy, transparency, values, and so on. But very often these models and communities haven't reflected very much, it seems like, about what kind of management processes are needed to activate these leadership intentions, because what is often the case in organisations is that they might have the best intentions on the leadership side. They say the right things, they write the right things, but that doesn't help if the management processes are expressing the exact opposite use. Classic example, it doesn't help to talk loud and warm about how fantastic employees we have on board, and we would be nothing without you, and we trust you so much, but not that much. Of course, we need detailed travel budgets, right? This is hypocrisy, and people notice and the words become hollow, because the management processes has a different message. So that is why there is a strong focus in Beyond Budgeting on coherence between the two, between what is said and what is done, right. So I think that is one and very important aspect with Beyond Budgeting. The other is that, as I mentioned earlier, I don't think any other community out there has cracked the budget problem. The budgeting process is something that everybody complains about. It's maybe the most loathed corporate process out there, followed by performance appraisals, but again, it's kind of been left untouched until Beyond Budgeting came and offered great alternatives to this quite outdated way of managing because, it is fascinating, there are not too many other technologies applied in companies today that are a hundred years old, but that is the age of budgeting invented in 1922 by James O McKinsey, the founder of McKinsey Consulting, right. And I never met Mr. McKinsey, but I don't think he was an evil man. I actually think he had the best of intentions. I mean, he wanted to help organisations perform better. This was management innovation a hundred years ago, and it probably worked a hundred years ago, because the world was completely different, the quality and the capability, competence of people were very different, but today things have changed and that is something that our leadership and management models must reflect. Ula Ojiaku Okay, there's something you said, you know, the two things or two activities, that are probably most loathed in organisations would be the budgeting process and the performance appraisal. And you've talked a bit about the budgeting. So, for the performance appraisal, what exactly about it doesn't sit well with people? Bjarte Bogsnes Oh, that list is long. First of all, I mean, it's just like budgets, as I will come back to, has different purposes, so has the performance appraisal, I mean, one purpose is meant to be learning and development, that's a positive one, but another purpose is to determine rewards, right. So, if you are my manager and I'm coming in to a performance appraisal with you and if my mind is mainly on the reward side, the last thing I want to share with you is where I have learning and development needs, right? I want to brag about all my successes and how great I am and so on, and vice versa. So, kind of combining this in one process, with one outcome is meaningless, and also this focus on rewards and, which very often is about individual bonus, which is one of the problems in traditional management that Beyond Budgeting is strongly against, we believe in common bonus schemes, driven by joint performance instead of individual performance. So it is typically an annual event, right, an annual stunt, it's meaningless to talk about feedback and development once a year, that needs to happen much more continuously, right? So, I think budgeting is a bigger problem, it makes more damage, by all means. But performance appraisals come and the whole low performance management notion, it does almost as much damage. And by the way, that is a label I really dislike, performance management, right? Think about it. What are we really saying? Aren't we saying that if we don't manage your performance, there will be no performance, right? That is not a very positive message, and I also think there's quite a lot of illusion playing out here. I think our ability to manage performance, among knowledge workers in today's people and business realities is actually quite limited compared to what managers and HR people and some finance people often tend to think. So it's an awful label, and, you know, we need to stop thinking about managing people, we need to start thinking about how we can create conditions for people to perform, how we can enable performance, not managing performance. Ula Ojiaku That's a great point Bjarte. So what's the solution? What is the solution that Beyond Budgeting is going to offer? And the next one following it would be, how do we apply this? Bjarte Bogsnes Oh, most people actually who are blank on Beyond Budgeting, when they hear about this, they like it, they see that this makes sense. It's only common sense in a way, this is about taking reality seriously, and it is addressing so many of the pain points they experience working, especially in big companies. But then of course the next question is, well, how do we get started? And we have two general recommendations here. The first one is about the case for change, which simply means that the whole organisation, or as many as possible, has to understand that all those complaints about traditional management, including budgeting, the time it takes, the gaming, the narrow performance language, the outdated assumptions. I mean, these are more than irritating itches, right? These are symptoms of a big and serious problem, namely that this way of thinking, this way of managing originally meant to help organisations perform better is today doing the opposite. It has become more of a barrier than a support for getting out the best possible performance, and the more there is a common understanding of what kind of problems the organisation is trying to solve, the easier everything afterwards is. Because if you are unclear about that, I mean, how can you make your choices about alternatives, right? But the clearer the case for change, the better the problems are defined, the easier it is when you have a choice of design, should we go this way or this way? Well, which solution would best solve the problems they are trying to solve? So the case for change has to be created, a solid one, then getting started. We know that many, having seen the Beyond Budgeting principles for the first time, might feel this is a bit overwhelming, right? With all these bold ambitions around leadership, these major changes towards the traditional management processes. I mean, it is a mouthful, it is quite a comprehensive leadership and management model. And if some are kind of a bit scared, I can understand that. If that is the case, we have a very simple, tested, practical, logical way of getting started, which is more budget-oriented than Beyond Budgeting itself, but it is a great way to get started, and it is simply about asking a very simple question, namely, why do you budget? Right? What's the purpose of a budget? And most people that I've asked that question, when they have thought a little bit about that question, they actually realise that there are more than one purpose with a budget in a typical, and when I say budget, I mean more than project budgets, more than cost budgets, I'm talking profit loss, cash flow, balance sheet budgets, the whole finance definition. And the purpose of these budgets are the following. First, companies make budgets to set targets. It could be financial targets, sales targets, production targets, right? So that's one purpose. Second, companies and organisations use these budgets to try to understand what next year could look like in terms of profit and loss cashflow. So it is a kind of forecast of what next year could look like. So, that's the second purpose. The third purpose is resource allocation. The budget is used as a mechanism for handing out bags of money to the organisation on operational costs and on invests, and it might seem very efficient, practical to solve all three purposes in one process and one set of numbers. But that is also the problem, because what happens if we move into the budgeting process in a company, and upstairs finance want to understand next year's profit and loss and they start on the revenue side asking responsible people, what's your best number for next year? But everybody knows that what I'm sending upstairs will most likely come back to me as a target for next year and often with a bonus attached to it. And that insight might do something to the level or numbers submitted, and I think you know, which way those numbers will go, namely down. Moving to the cost side, operational cost investments. The same people, other people are asked, what's your best numbers for next year? But everybody knows that this is my only shot at getting access to resources for next year, and some might also remember that 20% cut from last year and that insight and that memory might also do something to the level of numbers submitted. And I can see you're smiling a bit, and a lot of people do. Ula Ojiaku I'm smiling because I'm just kind of thinking of incidents in past, you know, in past organisations that it has happened. You know, you just sandbag it and give a very high number, knowing that there might be a challenge. Bjarte Bogsnes And you're in good company when you're smiling, but at the same time, I mean, this is actually quite a serious problem, not just because it destroys the quality of numbers, but even more because it actually stimulates behaviour, which I would call at least borderline unethical. The road-balling, the gaming, the sandbagging, the resource hoarding, I mean, all the kind of behaviours that we wouldn't like to see between colleagues. At the same time, I'm not blaming anyone for behaving like this, right? Because then people are just responding to the system we have designed for them to operate in. So if we want to change behaviours, it's not about fixing people, it's about fixing systems, which again, will change behaviours. So that's the problem, three different purposes in one process, in one set of numbers. Fortunately, there is a very simple solution. We can still, and in many cases, should still do these three things, but we should do them in three different processes because these are different things. A target, that's an aspiration, it's what we want to happen. While a forecast is an expectation, it's what we think will happen whether we like what we see or not, right? Brutally honest, the expected outcome. And last but not least, resource allocation is about optimisation of what is often scarce resources. When we then have separated, then a target can be more ambitious than a forecast, which it typically should be. But the most important thing is that that separation opens up for big and important improvement discussions. We can now improve each of these in ways impossible when it was all bundled in one process and one set of numbers. So we can have great discussions around targets. How do we set better targets that really inspire and motivate people, without people feeling stretched? How can we set targets that are more robust against the volatility, the uncertainty, the complexity, and the ambiguity out there? Forecasting, how can we get the gaming and the politics out to the forecasting? And we don't need a million details here, we are looking at the future. There's uncertainty, which is a big difference on looking at the past through accounting, where details and decimals make sense and is often required. But looking at the future, there is uncertainty and that must have implications. So this isn't a good example of, in this stuff, we have to leave behind that accounting mindset that is applied for describing the past recounting, right? When we look at the future, then we need to accept the ambiguity, the complexity, and not just accept it, but embrace it. And last but not least, resource allocation. How can we find better and more intelligent, more effective ways of managing cost than what a certain Mr. McKinsey could offer us a hundred years ago, under very different circumstances? And this is the important discussion, that separation of purposes that just enables these improvement discussions. And in these discussions, having these discussions that is a kind of not scary organic backdoor into those 12 principles, especially in your leadership, right? Target setting, what really motivates people? Resource allocation, again, do we need detailed travel budgets, if we say we trust people? So, again, it is pure logic. I have yet to meet a CEO, a CFO, that didn't come up with that list of three purposes, didn't understand, when helped a little bit, that that's problematic, and didn't see that there are much better ways when you can improve each one separately. And last but not least, we can also then do something with the cadence, with the rhythm of each one. So now we can organise each of the three: target setting, forecasting, resource allocation, on a rhythm that not just reflects the kind of business we're in, but also the kind of purpose, right. So you would set targets or chase targets much less, I mean, not that often as you would change your forecast, and resource allocation is something that you would do all the time, right. So, and also another beauty of this approach is that when people tell me it's impossible to operate without the budget, then my response is, having explained this, that here we still do what that budget try to do for us, but because we have separated, we can do each one in so much better ways, right? And when people say, well, the bank want a budget, the reason why banks ask for budgets is that they have never really realised that there was something else to ask for. So if you can tell the bank, I won't give you a budget, but I will give you my targets and my reliable forecasts, the bank will be more than happy. So I'm spending a little bit of time on this because it is the more finance-oriented part of Beyond Budgeting, but it is a great way to get started. And I helped so many companies over the years and with the big majority, this is where we started out and what we observe over and over again, is in having those improvement discussions the first year, people are a little bit cautious about how radical shall we be, but then it turns out that things work. And what was scary today is not scary tomorrow because it did work, which means that the appetite for being braver increases, so we typically see that organisations get braver along the way, and when it comes to targets, some, after some years of setting better targets, actually decide to skip targets, right? They realised that they are absolutely able to create direction, create motivation, evaluate performance without traditional targets, some even skip forecasting. I haven't heard anyone skipping resource allocation yet that you need to have, but my point is that people and companies tend to get braver. And a final important message, very few companies that have embarked on a Beyond Budgeting journey go back, very few. I don't need one hand to count the number, and the few who did go back, the reasons fall in two categories. Either a flawed implementation, typically, an unclear, weak case for change, or starting only with rolling forecasting. The other typical reason has to do with a significant change in top management at the very early part of the journey. That's actually something I've experienced myself. Ula Ojiaku Great explanation, Bjarte. So you mentioned, you know, about separating the budget into three distinct parts, the target, the forecast, the resource allocation. Now at the organisations where you've implemented this, did you get any resistance from, you know, the top level leaders, managers, because you know, traditionally whoever has the budget, who controls the money, tends to wield power in any organisation. Was there any resistance? Bjarte Bogsnes Well, I think there has been maybe more fear and confusion than outright resistance, even if the resistance sometimes is hidden behind those two. And of course, one word that keeps coming up over and over again when I discuss Beyond Budgeting with people is the word control, right? The fear, and the context is of course the fear of losing control, but the interesting thing with that word is that, when I ask people to be a bit more specific to define what they mean with control, after people have said cost control, actually many go quiet. They struggle with defining what they are so afraid of losing, and that is quite interesting. And if you look at Oxford Dictionary's definition of control, it is the power to influence people's behaviour or the course of events which, again, then for an organisation typically means controlling people and controlling the future. And again, those are the two assumptions that we challenge in Beyond Budgeting, because it is about not trusting people and thinking that the future is predictable and untenable and on control, what I often tell these people is that, yes, you will lose control, but the control that you lose are the bad controls. What you will get more of is good controls, and I wouldn't call that losing control. And one example of a good control in Beyond Budgeting is transparency, right? And let me give you one classical example of how it can be applied, ad this is a real example from a Swiss's pharmaceutical company called Roche, quite big, and they are today on a Beyond Budgeting journey, but some years ago they did a very interesting experiment around travel cost. In the pilot, they kicked out the travel budget, and most travel groups and regulations, and replaced it with full transparency. So with a few exceptions, everybody could see everything. If you travelled, to where did you fly, sleep, eat, cheaper, expensive, open for your colleagues to see and vice versa. And guess what happened with travel costs in that pilot? We'll Go Down Costs came down through a very simple self-regulating control mechanism. This was about tearing up pages in that rules book instead of doing the opposite. At the same time, we need to remember that transparency is a very powerful mechanism. It has to be applied with wisdom. So if it becomes naming and shaming, it doesn't work. And that is why I would always recommend companies to position transparency more from a learning perspective than from a control perspective. I mean, how can we learn from each other if everything is secret? And that control, that shock control effect, you would get in any case as a nice side effect. But again, it must be applied with wisdom. It is fascinating that the biggest fear managers have is to lose control, but what they haven't understood is that a lot of these controls are nothing but illusions of control. Ula Ojiaku That's very interesting. And another thing that I know that some, or if not most of the listeners will be wondering is, okay, you've talked about how, and in your… in both your books… actually the Implementing Beyond Budgeting and your latest one, This is Beyond Budgeting, you did mention something about “you can't get rid of Command and Control via Command and Control”. And in that part of the book, you were saying something that in terms of implementing it - it's something that you recommend the organisations do themselves. Can you elaborate on this? Cause someone, you know, might wonder, is it that you are against getting consulting help? Bjarte Bogsnes So, consultants and Beyond Budgeting. I think what you refer to is, I have a chapter about implementation advice, and one of these is that nobody can do this for you. And what I mean with that, and I explained this in the book, is that, I mean, I'm not saying that companies shouldn't ask for external help, and I'm offering external help, but what they typically should ask for is some inspiration, some guidance on implementation, connections to other companies that have implemented this, but it is not something that an organisation can delegate to consultants. This is not something consultants can do for you. You have to be in the driver's seat, and the more transformation- oriented your ambitions are, the more the executives need to take this role themselves. And I'm saying this because implementing Beyond Budgeting can be anything from a more cautious improvement of finance processes to a radical organisational transformation, and anything in between. And the higher your ambition levels, the higher the ownership in the organisation has to be. When it comes to the consultants, and I also write about this in my book, this is something that has happened just over the last few years, that is that the big consulting companies have gotten seriously interested in Beyond Budgeting. That was not the case before. And the reason for it is that their clients are getting interested, asking for it. And so most of these would like to work with us in some form or shape. Ula Ojiaku Sorry to interrupt, Bjarte. So by ‘us', you mean the Beyond Budgeting Institute)? Bjarte Bogsnes Yeah. Yes. They want to work with the Beyond Budgeting advisory, the Beyond Budgeting Institute. And again, we are not naive. I mean, we come from different places, we might have different agendas here, but at the same time, these companies, they have channels and muscles that we don't have to the same extent, at least not yet. So we have actually decided to say yes to work with them, because we would rather help them and their clients succeed than to stand on the outside and watch them fail, right? So, we have been working, are working with a number of big companies, together with some of these big consulting companies. Ula Ojiaku That's great. And if I may just point to, because you spearheaded this in Statoil, now known as Equinor, and actually this was, I read this in your Implementing Beyond Budgeting book that your approach was based on two principles, no fixed implementation schedule, and no consultants. So how did that work, not having an implementation schedule. Bjarte Bogsnes Well, if we take the first implementation in Borealis back in the mid-nineties where we had a chance to do this, before there was anything called Beyond Budgeting, this company that was partly owned by Statoil, then, I mean, this wasn't an issue because there was no consultants. Even if we had wanted consultants, there was no one to reach out to. So then it was quite easy.  In Statoil, later Equinor, it was more about the fact that I had that implementation experience from Borealis, which kind of, I became some kind of an in-house consultant. And again, as I said, I'm not saying that companies shouldn't use consultants, but you have to use the right ones and use them in the right way. Ula Ojiaku Okay. Thanks for clarifying. Okay, it seems like, you know, Beyond Budgeting would be something that we should seriously consider implementing in our organisation. What else should we be aware of?” Bjarte Bogsnes Well, I think it is important for everybody, also executives to understand that Beyond Budgeting changes work and how you work in a positive way, and for executives, I mean, the role becomes more strategic, more longer term. It's more about coaching, it's less about micromanagement, and maybe most important, there's a new credibility between what is said and what is done, right, which the organisation will notice. When it comes to other functions like finance, it also has a very positive effect. The job becomes much more business-oriented, less annual stunts, more forward-looking, less backwards-looking, more cooperation with other functions like for instance, human resources. And I can't think of a single finance person in Equinor that wants to go back to the old days and the time before 2005. And I think that provides an indication as well. And another key message is that what we have been talking about today, it will happen. It will happen. I don't care if it will be called Beyond Budgeting, or business agility or whatever, that is not important. But in 15, 20 years time, maybe earlier, when we look back at what was mainstream management in 2023, I think we will smile, maybe even have a laugh, just like we today smile about the days before the internet or before the smartphone. And how long ago is that? It's not that long ago. So organisations have a choice here, they can choose to be early movers or vanguards, understanding that you can get just as much competitive advantage out of management innovation as you can get from technology innovation. Or they can choose to be laggards, dragged into this as one of the last ones or anything in between. And every year you wait, competitors will be ahead of you. And I don't think that choice should be very difficult, and again, it should b. easier to make today, when so many organisations are embarking on a Beyond Budgeting journey. It was a bit tougher and a bit more scary 25 years ago when, when this started out, right. But again, it will happen. Ula Ojiaku I'm going to ask you a question I ask all my guests. What books have influenced you and would you recommend to the audience? Bjarte Bogsnes Well, many, many years ago, when I was an ardent budget supporter and believer, I read Maverick by Ricardo Semler, the former CEO of Semco, and I was mind-blown, simply mind-blown. It, kind of yeah, it really, really moved me, even if I kind of didn't have the chance to adopt any of that thinking before, many, many years later. Lately, again, I've mentioned Gary Hamel, and his co-author, Michele Zanini, they have written great books. The last book Humanocracy is a great one, and, a previous one by Gary Hamel, The Future of Management is also a book that I really like and I recall giving that book to the CEO of Statoil quite early on the journey, and he liked it so much that he gave it as a Christmas present to the rest of the executive committee. Ula Ojiaku Thank you, and of course I would add to the list This is Beyond Budgeting. If someone wants to get in touch with you, what's the best way of getting to you? Bjarte Bogsnes Yeah, then I will think about this as getting in touch with us, and when I say us, I mean that there is a core team of five, six people who are kind of driving this. And we have a website called, bbrt.org. That will give you more information about the Beyond Budgeting Roundtable, which is a global network of companies interested in this and individuals interested in this. And that is where you can sign up as company member, individual member. And I also recommend to subscribe to our newsletter, and if you're curious about this guy and all of this then I made that difficult decision a few years ago to leave Equinor, to start Bogsnes Advisory to be able to work full-time with this. And so I have my own small simple website called bogsnesadvisory.com And on bbrt.org you will also find a list of more books that I can highly recommend on this topic. Ula Ojiaku That's great. Are you on social media, Bjarte? Bjarte Bogsnes I am, I'm on LinkedIn, Twitter, and the only thing I write about is this stuff. There are no cats and dogs and grandchildren or anything, so that's why it's highly appreciated if somebody wants to follow me. Ula Ojiaku So any final words for the audience in terms of an ask? Is there something you want them to do? Bjarte Bogsnes Reflect a little bit about the risk picture here, because there is a very compelling risk picture, right? If you are afraid that it won't work in your organisation, well, what's really the downside risk? Because if you're right, if it doesn't, you can go back to the old way tomorrow. Not the single soul in the company would've forgotten how to budget as one example, and compare that minimal downside risk with that huge upside potential performance-wise. And I'm saying when this is working, not if it's working, as we have seen in so many organisations. So a very compelling risk picture. I think that is worth reflecting on as well. Ula Ojiaku Well, it's been great speaking with you, Bjarte. Thank you so much for those wise words and the advice, and I would again say to you, the audience, please go grab your copy of Bjarte's book, This Is Beyond Budgeting, which is now out. And I hope we'll definitely have another opportunity to have a conversation and speak about Beyond Budgeting, since you don't want to talk about any other thing. Anyway, so thank you again, Bjarte. It's a pleasure having you on. Bjarte Bogsnes Thank you, Ula. Thank you very much for the invitation. Ula Ojiaku That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless!   

Vandaag het gesprek met Jan van der Spoel. Jan werkt meer dan 30 jaar in corporate communicatie als Creative Director en Concept Designer en heeft geleerd dat alles wat te maken heeft met leiderschap en hoe we samenwerken, op de een of andere manier, terug te voeren is op vertrouwen. Hij heeft zich verdiept in bestaande wetenschappelijke modellen en concepten over vertrouwen en heeft het Grip on Trust Model ontworpen dat je helpt om de juiste vragen te stellen en de dynamiek van vertrouwen in de meeste relaties te begrijpen. Jan is gedreven om bij te dragen aan betere relaties en een gelukkiger leven. Dit gesprek nam ik op met co-host Simone Beerepoot. Laten we beginnen… In gesprek met Jan leerde ik: Vertrouwen is de smeerolie van de maatschappij Als er geen vertrouwen is dan heb je regels, afspraken en controleurs nodig. Karakter, intentie, respect en eerlijkheid bepalen het vertrouwen in de ander. Als iemand in een machtspositie terecht komt dan veranderd zijn gedrag. Zijn empathisch vermogen en moreel kompas veranderd. Als we moe worden of alcohol op hebben dan werkt ons brein op instinct of intuïtie. Als we zo doorgaan, gaan we naar een samenleving zonder vertrouwen. Het ambacht van vertrouwen - de huisstijl en communicatie - is overgenomen door likes, en clicks en manipulatie. Naat het bruto nationaal product (bnp) wil Jan het bruto nationaal vertrouwen (bnv) ontwikkelen. Wat doet het met het vertrouwen van de stakeholders. Vertrouwen is onzichtbaar en veranderd voortdurend. Met het model van Jan kun je het telkens zichtbaar maken. (Universal principles of Trust) Patronen van vertrouwen bewust en meetbaar maken in de maatschappij. Vier verschillende fases in de loopbaan: first time managers, mid career managers, CEO's en vrouwen. 60% van de first time managers valt uit binnen 18 maanden. Vrouwen verlaten nu meer dan ooit de topfunctie. Voor iedere vrouw die wordt aangenomen, verlaten er twee diezelfde rol. Meer over Jan van der Spoel: https://www.linkedin.com/in/janvanderspoel/ Gripontrust.com Andere bronnen: Universal Principles of Trust - Jan van der Spoel (PDF) Dacher Keltner - The Power Paradox Ricardo Semler - Het weekend van zeven dagen en Semco stijl. Co-host Simone Beerepoot: https://www.linkedin.com/in/simone-beerepoot/ nomadsofchange.com Video van het gesprek met Jan van der Spoel https://youtu.be/y3Y8deBlvWU Kijk hier https://youtu.be/y3Y8deBlvWU

Barfy talks about another adventure in Pittsburgh, Semco gets a tramp stamp, and much more linktr.ee/batbb --- Send in a voice message: https://anchor.fm/batbb/message Support this podcast: https://anchor.fm/batbb/support

In this episode I chat with Barry McNeil and Mark Green about Semco Style launching in the UK. We talk about what drew us all into adopting Semco Style as a self-management practice, and what we've all learned from becoming Semco Style Experts. Plus there's a special discount code available for the first 50 listeners. Discover more about Semco Style here; https://www.semcostyle.co.uk/ Get in touch with Barry & Mark about Semco Style > ShapingWork@SemcoStyle.co.uk Discover more about Lizzie; https://www.linkedin.com/in/lizzie-benton/ https://libertymind.co.uk/ This season is sponsored by Breathe Culture Pledge; https://www.breathehr.com/en-gb/culture-pledge

After a small break we are back! Barfy talks about hosting a rock, Bald Bastard talks about his trips, and Semco talks about a restraining order. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/batbb/message Support this podcast: https://anchor.fm/batbb/support

Naast de interviews met collegae die mij beïnvloed hebben in de maandelijkse Tandarts-podcast en de Tandarts-Clubhouse opnames met Nico Bezuur, zal ook de “Dynamic Seven” opgenomen worden. In de Dynamic Seven deel ik samen met een tandarts, een mondhygiënist of een willekeurig persoon zeven principes over een onderwerp. Ricardo Semler, een Braziliaanse industrieel, heeft een bijzonder bedrijf gecreëerd door zijn stijl van ondernemen. Semler's boek “Semco style” was in de jaren 80 een millionseller. Thomas Wermenbol heeft als een van de eerste tandartsen dit toegepast in zijn groepspraktijk 'Beekpark Tandartsen Apeldoorn'. 1. Natuurlijk ondernemen 2. Begin met het eind voor ogen 3. Maak ruimte voor het idee waar je in geloofd 3. Groei 4. Geloof in jouw eigen potentieel en het potentieel van het team 5. Zelfsturende teams 6. Medewerkers beoordelen en kiezen hun baas 7. Medewerkers bepalen hun eigen salaris   Linkedin profiel Ron Steenkist 

In this episode, Jonathan explores the nature of the problems Eddie Willers raises with Taggart Transcontinental Railroad President James Taggart. What responsibility does a business leader or a political leader have when it comes to "national conditions?" How do situations like these highlight the obsession over blamelessness in our society and culture? Jonathan concludes with musings on the relationship between reciprocity and loyalty.Today's Moment of Non-Contradiction comes from Quora.In this episode, I mention Chidi Anagonye, the character in the TV series The Good Place. Also, I mentioned Semco and Ricardo Semler. My five themes to explore in this podcast's close read of Atlas Shrugged are:What is human nature?Straw-man arguments and their impact on the world Ayn Rand creates. Dagny Taggart as a true hero.How empathy can be de-legitimized.What is Capitalism and what is wrong with it? Questions or comments? Email me at: socialistreads@gmail.comLearn more about Jonathan Seyfried at their website, https://jonathanseyfried.artIf you'd like to support my creative work, please visit my Patreon page.The intro/outro music was composed by John Sib.The podcast theme image was created by Karina BialysSupport the Show.

Farouk is de oprichter van het Semco Style Institute en timmert hard aan de weg om wereldwijd te domineren met zijn bedrijf. Farouk groeit op in Utrecht en start zijn carrière na de studie technische bedrijfskunde en business administration aan de Rotterdam School of Management. Hij start als trainee bij KPMG en en een paar jaar later maakt Farouk de overstap naar De Baak, een opleidings- en kennisinstituut op het gebied van leiderschap en ondernemerschap dat zich onderscheidt door haar focus op de 'Human Side of Enterprise'. Die menselijke kant blijkt interessant want in juli 2016 gaat het roer om en start Farouk samen met partners het Semco Style institute dat het gedachtegoed van de levende business legende Ricardo Semler in programma's en tools beschikbaar maakt voor de wereld. Semco Style verspreidt de filosofie die die het Braziliaanse Semco van een gewoon bureaucratisch bedrijf heeft getransformeerd naar het iconische voorbeeld dat organisaties zowel blije medewerkers als blije aandeelhouders kunnen hebben. Misschien wel zouden moeten hebben… Inmiddels is Semco style een begrip in de wereld van de zelfsturing, van India tot de US en van Zuid Afrika tot in Japan. Hoe ze dat voor elkaar hebben gekregen daar gaan we in het komende uur achter komen.

Welcome to the LIVEforward Institute Living Room Conversations!We have seen the catalytic power of conversations in the work that we do, as well as the impact that it brings to our world.Our Living Room is a space for us to connect, to explore thoughts and learning, in a relaxed and very human way. Through this channel, we look forward to an engaging dialogue and resonance with our guests, and bring a breath of fresh air to the space we occupy in this virtual world.To our listeners and followers, we hope to create an opportunity to candidly eavesdrop and chime in to one of the many interesting conversations around the space of teal, agile and the future of work.On this conversation, we welcome Semco Style Institute (SSI) country partners to our living room.Ricardo Semler and his company Semco gained international recognition for the groundbreaking alternative approach to management and organization they embodied. The Semco Style Institute (SSI), which was built upon this strong foundation, began operations in May 2016 in the Netherlands. Today, SSI is active in 11 countries and actively supports multiple organizations that range from fast-growing small-to-mid sized enterprises to multinational corporate companies. SSI's mission is to shape the future of work and we do so by helping organizations achieve more impact and better performance, with employees who are happier and more engaged.

The Today in Manufacturing Podcast is brought to you by the editors from Manufacturing.net and Industrial Equipment News (IEN).In each episode, we discuss the five biggest stories in manufacturing, and the implications they have on the industry moving forward. This week:CEO: Ford Absentee Rates Are 20% at Some PlantsFord CEO Jim Farley says keeping his factories operational is a challenge. In any given week, up to one-fifth of Ford workers fail to show up.New Sinking Halts Repair of Tilting San Francisco High-RiseThe Millennium Tower in San Francisco was undergoing a $100 million fix to stop it from sinking and then engineers watched it sink again during the repair.Cell Phone Catches Fire on AirplaneLast week, after an Alaska Airlines jet landed in Seattle, a passenger's cell phone caught fire.Say Goodbye to Five Discontinued Vehicles for 2022Edmunds recently highlighted five vehicles that will be gone after the 2021 model year.Sikorsky Plant to CloseLockheed Martin's Sikorsky helicopters division plant in Sadsbury Township, Pennsylvania will close in March 2022 and 240 employees are expected to lose their jobs.In Case You Missed ItWorkers to Split $650,000 After One-Day Layoff NoticeMerrill, Wisconsin based Semco recently reached a settlement with the Wisconsin Department of Justice to pay employees more than $650,000 after shutting down operations after a one-day notice.Tesla's Full Self-Driving Tech ‘Not Great'In a rare moment of humility, Tesla CEO Elon Musk admitted that the company's full self-driving technology could use some work.Tech Companies Pledge Billions in Cybersecurity InvestmentsLeading technology companies will invest billions of dollars to improve cybersecurity defenses and train skilled workers.

If you're paying attention theres no ep 231. Any who, Super Fan Glenn is hanging out also Barfy's new roommate Semco hangs out too. talking about the joys of the 4th and way to celebrate America (fuck ya) --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/batbb/message Support this podcast: https://anchor.fm/batbb/support

Achtung, Spoiler: in dieser Folge des InnoPodcast wird ausschliesslich Englisch gesprochen. Hochinteressant ist sie trotzdem. Und wir können alle etwas aus ihr lernen. Deshalb: bleib dran! Nach seinem Masterabschluss in Innovation Management an der Universität Eindhoven hat Pim de Morree seine erste Stelle in einem Konzern angetreten. Dabei hat er genau das gemacht, was ihm während seines Studiums beigebracht wurde: Prozesse optimiert. Und sich an Bürozeiten gehalten. Platz für Kreativität, eigene Ideen und Weiterentwicklung gab es nicht. Das frustrierte ihn. Seinem Kollegen Joost ging es genauso. Also kündigten sie 2016 ihre Jobs und reisten um die Welt, um Unternehmen zu besuchen, die steife Strukturen bereits aufgebrochen hatten und anstatt an Prozessen festzuhalten den Menschen mit all seinen Ressourcen in den Vordergrund rückten. Über ihre Erfahrungen haben sie auf ihrem Blog «Corporate Rebels» berichtet. Mittlerweile ist daraus ein Unternehmen entstanden, welches Konzerne dabei unterstützt, ihre Organisation fortschrittlich zu gestalten und die Mitarbeitenden dabei in den Fokus zu stellen. Warum motivierte Mitarbeitende ausschlaggebend für den Erfolg eines Unternehmens sind und «Scrum» nicht für jeden der richtige Arbeitsmodus ist , verrät Pim de Morree, Co-Founder bei Corporate Rebels, in der neuen Folge des InnoPodcast. Alle Infos zu Pims Werdegang findest du auf seinem LinkedIn-Profil: https://espacelab.co/linkedin_pimdemorree. Die Im Podcast erwähnten Beispiele von Unternehmen findest du hier: Ricardo Semmler & Semco: https://espacelab.co/2ZHnXln Haufe Umantis: https://espacelab.co/3iAGoj3 Haier: https://espacelab.co/3kpUrZv Belgisches Ministerium für soziale Sicherheit: https://espacelab.co/33tSR1L The Infinit Game von Simon Sinek: https://espacelab.co/3iy0Vol ***** Alle Themen der Folge im Überblick: 0:10 Introducing Pim de Morree 1:42 Corporate Story from Hell 3:36 Why the Rebels quitted their Corporate Jobs 6:04 Why not change internally? 8:55 The Bucket List of Pioneers 13:10 Three Learnings of the Journey 16:30 Becoming a more progressive Organization 26:36 „You get paid, don’t complain.“ 34:30 Outro and Message for the EspaceLab Community ***** Viel Spass beim Hören dieser Folge des #InnoPodcast. Folge unserem Kanal. Teile diese Folge in deinem Netzwerk. Du findest uns überall, wo es Podcasts gibt. Schick uns dein Feedback zum Podcast gerne als Kommentar oder via E-Mail an espacelab@post.ch. Oder besuche uns auf https://www.post.ch/de/ueber-uns/innovation/open-innovation/espacelab ***** Über den Host Khalil Bawar stellt im InnoPodcast Geschichten der Heldinnen und Helden vor, die auf ihrem spezifischen Sektor Veränderung vorantreiben. Er ist überzeugt, dass diese (Erfolgs-) Geschichten bei der Transformation helfen und die Post, die Schweiz und die Welt miteinander verbinden. Khalil ist nicht nur Host des InnoPodcast, er leitet auch das EspaceLab, das Innovationslabor der Schweizerischen Post.

When Niels is described as a management exorcist, that is really no understatement. Right at the beginning of this extraordinarily revealing conversation, he points out where the evil is and what is going wrong in our world of organizations. Don't worry, dear listeners, you are still on the right channel, we have not changed the target audience. The struggle in so many companies and organizations and the relentless efforts of so-called management to maximize the efficiency of every unit, however small, is constantly increasing. It is becoming increasingly clear that the non-innovative and inhumane command and control structures no longer work. Instead, we should ask ourselves: have they ever done so? But what alternatives do we have, what do we know about organizations that have left the alpha control and command system or never entered it? The good news is that there are beta companies and environments, some of them even for decades. Niels and the members of the Beta Codex network are keen to make many from the few examples. When things get out of hand like this, sometimes you need a modern management exorcist (or rather an army of them) to dispel the ubiquitous evil that surrounds so many of us in our daily working lives. Can we get rid of it? Change can happen quickly. Reversals and reorientation are possible, for small, medium, large and huge organizations. When we believe what Niels says, it takes about 90 days, a lot of courage and intention. Jump in and decide for yourself. If you listen between the lines, you can hear and feel what drives Niels. Questions and issues that we have explored in-depth during this episode:  What is the Beta Codex?  How to change a company in 90 days to the Beta model?  Are planning and budgeting a bad thing?  What defines a team?  Does respect still matter?  Why is it that command and control structures are inhuman?  What are alternative structures - and are there companies that actually work with them?  How to measure performance - the right way!  EXCERPTS YOU MIGHT WANT TO JUMP IN  The big riddle or: Why the world of organization doesn’t change [03:40]  What do some large organizations do differently? [06:23]  Should we stop planning? [07:20]  Why we prepare and what is the difference to planning [12:05]  The Soviet-Style planning is still happening all around [16:24]  What makes a team? [22:45]  Let’s talk about vulgar business models [31:19]  Beta Codex like companies [33:52]  What is the Beta Codex all about? [38:12]  Why the Alpha model is not working and how that affects business as we know it [40:59]  What is relative performance and how you measure it? [43:43]  The real role of the CEO [50:51]    Links & Hint‘s for this Episode  Website of Beta Codex Network  The BetaCodex white paper No.10 Making Performance Work (BetaCodex10)  The BetaCodex white paperNo. 11 Org Physics – Explained (BetaCodex11)   Website of Niels’ consulting firm Red42  The personal Website from Niels Pfläging  The Book Open Space Beta from Niels Pfläging and Silke Hermann  The international bestseller Organize for Complexity from Niels Pfläging  Have a look at the mentioned Dutch healthcare company Buurtzorg  Find out more about the amazing Jos de Blok, Buurtzorg’s founder  Lean how Ricardo Semler lead Semco to a self-organized enterprize.   Visit the mentioned companies, how they work and what makes them great W. L. Gore & Associates , Handelsbanken, The Toyota Way, dm-Drogerie Markt, Southwest Airlines  You can learn more about Flash Hub and Virtual Teams as a service at Flashhub.io  Follow us on facebook and engage on our daily discussions.   Connect with us on LinkedIN  See what we go for you on our YouTube Channel  Give us your feedback and ask us anything related to our shows or guests. Just drop us a message at events@brightsolutions.de. 

This week I got with Robert Boozer from Semco and we discussed chilled beams. We went through the basics and talked about some of the design mistakes that we see. I let Robert do a explanation on how Semco is different from other chilled beams. This is important since it can save energy, simplify design and speed up installation during construction. Contact me if you want to learn more and discuss chilled beams. vpriolo@airtreatment.com

Nikhil Kamath Co-founder, Zerodha, and I discuss markets, luck, greek philosophy, helpers high, renaissance paintings and so much more!Reach Nikhil on Instagram: @nikhilkamath586Links to significant resources mentioned in the interaction:Books:Money: Master the Game - 7 Simple Steps to Financial Freedom Market Wizards: Interviews with Top Traders Updated (Indian Reprint)The Courage To Be Disliked: How to free yourself, change your life and achieve real happinessMichelangelo: A Life in Six MasterpiecesOn the Shortness of Life (Penguin Great Ideas) By SenecaKochland - The Secret History of Koch Industries and Corporate Power in AmericaMaverick: The Success Story Behind the World's Most Unusual Workplace: The Success Story Behind the World's Most Unusual WorkshopPS If enough of you buy from these links, Amazon India will treat me with a Thick Chocolate Shake.from Corner House!Other ResourcesBeing ethical is long term greedy- Naval RavikantKasparov's classic quote in this NewYorker articleGod Friended Me episode.Investing advise for beginners by Nikhil on Shradha Sharma's Money MattersCorrection: The quote was not by Barkha Dutt, it was by Shoba De, Link to the article***If you enjoy the podcast, would you please consider leaving a short review on Apple Podcasts/iTunes? It takes less than 60 seconds, and it really makes a difference in helping to convince hard-to-get guests. I also love reading the reviews!For show notes and past guests, please visit http://galata.meSign up for Puneeth's daily cookie-sized blogs: https://puneethsuraana.comInterested in sponsoring the podcast? Drop a note to puneethsuraana@gmail.comFollow Puneeth: Instagram: instagram.com/puneethsuraanaFacebook: facebook.com/puneethsuraana 

Jorge Silva is the co-founder of 10Pines, a self-managing software development company in Argentina. We talk about three key practices they have as a horizontal organisation, what they’re learning, and Jorge’s vision to spread this way of working in South America. How to follow Jorge: Twitter: @jor_silva Resources: A web page about 10Pines’ culture Jorge’s blog about how 10Pines does recruitment More about Loomio, the tool they use for decisions The Leadermorphosis episode with Anabel Montiel from Nearsoft, a self-managing software company in Mexico

What if we spent more time improving work, would health and safety also improve as a result? What if we did that using many of the principles built into safety thinking, but not calling it safety? What if people have been doing exactly that for almost half a decade, with great results? They have, and that's what we're chatting about today.  My guest today is Ian Borges.  Ian is one of the founders and senior leaders at the Semco Style Institute, a collaboration inspired by the almost half a century of revolutionary leadership of Brazilian businessman Ricardo Semler.  Semler's approach to leadership is probably best described as a self-management philosophy, but this kind of approach is often described as democratic leadership, holocracy, or industrial democracy.

Pourquoi Pyrates? Pourquoi avec un Y?   Il y a 300 ans, un groupe de marins mis au rancart par leur employeur à la fin d'une guerre coûteuse en ont eu assez d'être utilisés comme des pions remplaçables au service de monarques et de leurs petites guéguerres faites sur le dos du peuple. Ils ont fondé une nouvelle société, une République de Pirates, avec un pied-à-terre aux Bahamas mais essentiellement distribué au travers de leurs navires. Cette société était basée sur une vision progressiste du travail, de la gestion et du leadership. Le résultat? Ils ont accumulés un butin faramineux, leur nombre a gonflé exponentiellement, ils ont privatisé le commerce international, et les articles de journaux qui décriaient leurs exploits en ont fait des héros populaires. Exactement ce qui arrive à un nombre grandissant d'entreprises progressistes aujourd'hui, telles que Irizar, Haier ou Semco.Support the show (http://www.patreon.com/gopyratecanada)

Om mee te kunnen met de razendsnelle veranderingen moeten de meeste organisaties hun manier van werken voortdurend aanpassen. Maar hoe verander je mensen? In People Power Change gaan Jeroen Busscher en Glenn van der Burg in gesprek met mensen die veranderingen aanvoeren. Zij noemen ze change agents. Zij zijn de inspiratiebron voor de gedragsverandering van anderen. Zij onderzoeken hoe change agents denken, maar vooral hoe ze doen. Hoe veranderen zij organisaties, teams of individuen? In deze aflevering van People Power Change is Allard Droste, ondernemer en auteur van Semco in de Polder, te gast.

Laura, Mark and Greg turn their sights on modern Agile - has it lost its way, and has it really changed anything in the meantime? (fact-check: Semco is one of *Brazil's* largest conglomerates, not Britain's - clearly someone can't read and talk at the same time)

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De ene ondernemer zweert erbij, terwijl de andere er helemaal niets van moet hebben: zelfsturende teams. Waar hebben we het over als we over zelfsturende teams praten? Aan welke voorwaarden moet een bedrijf voldoen als het met zelfsturende teams gaat werken? Wat zijn de voor- en nadelen? Wat zijn de valkuilen? Past het werken met zelfsturende teams bij uw onderneming en last but not least: past het bij u? In deze Masterclass praten Annemarie Brüning en Kees de Jong hierover met Allard Droste, CEO bij Aldowa en schrijver van het boek Semco in de Polder en met Arko van Brakel, ondernemer en Chief Inspiration Officer van het Semco Style Institute.

Hello … welcome to The Craft Room where we are going to be talking about some clever craft storage solutions.  In Episode 11 we talked about crafting in a small space, and we did discuss craft storage ideas. There is no denying that in order to work efficiently in a small space, you need to have some clever storage solutions.  But there was so much more I wanted to tell you, so this episode is kind of a sequel. For starters, did you know that I have a craft storage Pinterest Board with over 900 ideas for clever craft storage?  Sometimes it’s when we see what others are doing in their space, with their supplies, that we find a solution for ourselves. Some ideas are for small things, like sewing threads, and others are for full walls or rooms.  I have found a lot of inspiration in there for myself, and I hope you find something on that Pinterest board that sparks an idea for you. https://www.pinterest.com.au/dawnlewis/craft-organisation/ In episode 11 I mentioned that I store my papercrafting embellishments by colour, and I wanted to talk about how my colour storage system came about … but I didn’t want that episode to run any longer that it already did. These days I store pretty much all of my craft supplies by colour.  I work by colour, and so it makes perfect sense to store my supplies by colour. It makes them easier to find, which saves me time on so many levels.  But it wasn’t always like this.  In my last house, I had the luxury of a long narrow room where I kept my craft supplies. The beauty of it was that I could leave a project half finished, stuff all over my desks (yes, I had the luxury of 2 desks), and just shut the door.  However, when we moved to the home where we live currently, there was no hideaway room for me, as this house is very open plan! I had a small folding desk and a couple of kids bookshelves, and all of my papercrafting stuff had to fit on, under and next to the desk out in the open where all sorts of inquisitive little people, kitties and anybody visiting could see it.  It was incredibly difficult to keep the space tidy, and I couldn’t just close the door on it. Eventually we did put an extension onto our home, which is where my new craft cupboards are located, but while it was still out in the open, I was coming up against the same issue all the time. My embellishment stash was really a scrapbookers’ dream come true.  I had little storage containers full of all sorts of fascinating bits & pieces.  But when I wanted to create a layout using, let’s say, purple and green, I would pull out the ribbon box to find purple and green ribbon, then the button box to find purple and green buttons, the eyelet box, the fibres box, the sticker box … you get the picture! It took up heaps of desk space, and if I put them away after pulling out what I thought I wanted to use (so I had enough space on the desk to work), then I would need to get them all out again to put away the pieces I didn’t use.  It was a hassle, and it was actually stopping me from crafting. I can’t remember exactly what sparked the idea, but one day I’d had enough, and decided I needed a better system.  Clearly, I was choosing embellishments based on colour, because I work by colour.  I would look at the photos I wanted to use, choose my colour scheme, then create chaos on my desk.  So I decided it was time for a change … I was going to switch to storing my embellishments by colour. I had limited space, and my only option was to go up.  I went looking for tubs, and hit the jackpot in The Reject Shop kitchen aisle. I found small 5L rectangular clear tubs with lids that allowed them to stack. They were perfectly sized, inexpensive, and readily available.  I put this system into place about 9 years ago, and those tubs are still available today.  I bought ten 5L tubs at $2.50 each, and I grabbed a 10L tub for my pink embellishments (because girls + scrapbooking = lots of pink stuff!). I also bought 100 small zip lock bags and a pack of sandwich size zip lock bags.  That was all I needed to start. There were some colours that could share. I had very little yellow and orange supplies, so they would share a tub, as would cream & brown, black & grey, and green & teal.  Gold, silver and other metal pieces also had their own box. I laid out all the empty tubs on the floor with the lids under them. I grabbed the little clear caddy that had all my buttons in it, each in their own little section, sorted by colour. I opened a small zip lock bag … and just started bagging buttons by colour.  I bagged all the red ones and tossed that bag of buttons in the first tub.  The I bagged the orange buttons and threw them in the next tub, along with the baggie of yellow buttons.  I kept going like that until the button caddy was empty, and there was a bag of buttons in every box … in colour order … of course. Then I tackled the eyelets box, bagging each by colour and adding them to the appropriate box.  When that caddy was empty, I moved on to the brads, the ribbons, the fibres, and all those funny random little bits and pieces I’d been collecting for years. By the time I had a tower of empty caddies on my desk, I was starting to realise that I did NOT want to rummage through baggies, constantly opening and closing them to get what I wanted.  As luck would have it, I had the same number of empty caddies as I did colour tubs.  It was extra work, and definitely double handling … I seriously wrestled with this decision … but I knew it would save me time in the long run … I emptied each of the baggies of tiny pieces into each of the compartments of the clear sectioned caddy. In most cases I was able to split out large buttons from medium buttons, large eyelets from small eyelets, round brads from shaped brads, and there was plenty of room to keep everything separate, yet see it all at a glance, and never need to rummage for those tiny pieces ever again. I left the ribbon, paper flowers and fibres in their baggies.  Flat packaging, like stickers, skeleton leaves, adhesive gems, etc went on the bottom of the tub, keeping them flat.  The caddy full of tiny monochromatic goodness went on top, small bulky items like washi tape and coloured glue sticks went around the edges, and the squishy baggies went beside or on top of the caddy. I do have 4 other slimline cardboard boxes that live beside the colour tubs, sorted by theme (school, zoo, Christmas and favourite swap pieces). I kept these separate because when I want Christmas stuff, I don’t want to look through every colour box to find it.  I can choose the Christmas embellishment, then go looking for colour matches if I need more. The process took me about a week, and I did it in small bites of time, at times it was a bit boring, until I found lots of cool stuff I forgot I had, but I loved the process and the result. I don’t remember how much I must have talked about this new system online, but I know myself … and when I’m excited about something I really do go on about it pretty much non stop. But this system was working so well for me, I was sure it would work well for anybody else who worked by colour. It was so much faster to create that purple and green layout now.  I just grabbed the purple box and the green box, chose my embellishments, created the project, put the unused items back in the boxes, put the lids on and put them back on the stack. Everything was at arms length, and I was just venturing into the world of Copic markers, back to making cards as well as scrapbooking.  I was so pleased with my new system, and happy in my tiny creative space, which was much faster to pack up and easier to keep tidy. But while I was feeling very happy with my new found storage solution, my friend Linda was struggling with hers. The day she mentioned that she had just walked into her little craft room, despaired at the mess, and just walked right back out … that made me very sad.  She was an amazing crafter. It truly was her happy place, especially while she was going through some pretty serious stuff.  I couldn’t push it out of my mind, and I really started to wonder whether my new storage system could be replicated in her workspace.  So, in the name of craft science, I drove 5 hours out to Cowra with 13 tubs, colour labels and all those zip lock bags from my own embellishment makeover. I spent the weekend with my friend, drinking tea, catching up, and sorting through her craft room. We not only sorted things into colour tubs, but I put her through a full declultter as we went along.  There was no way I was leaving until the job was done, and even though she ran out of steam before I did, I was still able to hold things up and have her make some decisions. Boy did we find some interesting things! Linda had some clever storage solutions of her own that we were able to tweak just a little to get them humming again. For her 12x12 cardstock and papers, she had hit up the local pizza shop for some new pizza boxes (at a very low cost). She stacked them, secured the lids, but cut out the front section … thereby turning them into clever lightweight inexpensive paper storage.  She also had a unit full of tiny little drawers that she used to store her chipboard letters and numbers. I’ve never really used them very much, but she used them all the time.  It was a clever system, and it came from the hardware store! Remember in Episode 11 I suggested looking outside the craft box for storage solutions? She had done that with great success, and I remember using a similar mini drawer unit many many years ago.  So don’t forget to check out the storage solutions at your local hardware or auto store … you may be pleasantly surprised. When we were done, Linda was delighted, and I was thrilled that I was able to help her reclaim her happy place.  Linda used that storage system, even after she moved house twice, right up until her health deteriorated to the point where she could no longer craft. I am absolutely humbled that I was able to do that for her. It cost very little, but it was worth SO much. As far as craft science experiments go, I call this one a success. So … having done this makeover on my own, and with a friend, I have to say that it is MUCH faster and more fun with a friend. If this is a storage system you think would work for you, find your favourite series on Netflix and get stuck into it!  Even better, if you have a crafty friend, and you both love this idea, take turns helping each other … crank up some tunes, put the kettle on, and have some fun sorting out those fab stashes. Now … I haven’t forgotten the fabric peeps!  I use the same tubs and storage system for my fabric. As I mentioned in episode 11, I store my fabric in one of two ways. Fabric purchased to make a specific quilt project is bagged together in a large tub under my sewing desk. All other fabric is sorted in colour tubs … in fact the exact same tubs that I use for my papercraft embellishment storage. I admit that I have purchased way more fabric than will fit into those tubs, and the entire cupboard is in desperate need of a cull and tidy up, but the system works. There are some exceptions to the rule, though. I do have tubs for specific types of fabric, and that’s because when I had my doll-making business, I needed to keep them separate.  I have tubs for tulle (for dolly tutus), flannelette (for dolly pyjamas), yarn (for dolly hair), as well as trims and notions. When I do my fabric cupboard makeover, though, I will be sorting tulle and flannelette into the appropriate coloured boxes, the yarn will be added to my acrylic yarn storage in the hall IKEA cube unit … but trims and notions will keep their own boxes. I store my paint in colour wheel order, each different brand has its own storage unit.  I keep my Jo Sonja tubes of paint and mediums in a basket. It’s just the right size so that they stay standing up, and I can see the colours at a glance from the top.  I keep my Semco acrylic paints in drawer units I bought at Kmart (kitchen department for the win again!), as they fit perfectly, and I can stack 2 units on the shelf to save space.  It’s like a high rise apartment for my paints … which live in colour order so I can find what I need quickly and easily. But … when it comes to my embroidery threads, I actually don’t store them in colour order!  You may be wondering why this is so … and I will tell you.  When working through a cross-stitch pattern thread key, they are listed by number.  So all of my DMC threads are wound onto cardboard bobbins, and placed lovingly into proper embroidery thread caddies in numeric order. I tried keeping them in their natural state, but I got to a point where I had so many that it was impossible to keep them organised, and the tangled mess took a very long time to sort out! Winding them onto bobbins took time, so I did that in front of the TV at night. I must admit, that while it’s an investment of time, it really does make it easier to find the threads I am looking for.  When I start a new pattern, I pull the cards out of the caddy, and I store them in a zip pouch with small scissors, my pattern, aida fabric and tapestry needle. I try really hard to only work on one cross-stitch pattern at a time, and when I’m done, all of the thread bobbins go back into the caddies.  The advantage to this method of storage is that there are blocks of colours that work perfectly together in numeric order.  I recently found this to be very handy when working on a new class design that I’ll be teaching at the shop, which features ombre painting on fabric, as well as simple hand-quilting as one of the finishing options).  I’ll pop a link to the class in the show notes for those who are local and curious to check it out. Also, when I’m doing some free-hand embroidery, I like to open the caddies and just see which colours take my fancy at the time. It’s the same with my Copic markers.  I keep those in order by code.  Sure … that does follow the colour wheel, which makes me happy, but if I kept all the light blue together, then mid blues then dark blues, it would take me forever to find the marker I was looking for.  I work entirely by codes when it comes to Copic colour choices.  I use the Sandy Allnock hex chart to keep track of my colours, and to help me choose colour combinations.  I’ll link to the chart in the show notes … it’s an excellent resource for serious Copic colourists. https://sandyallnock.com/product/hex-chart/ Finding the ideal storage solution for you may take time, and it may change over time, especially if you change the way that you approach your craft of choice.  But when you get it right, it can save you so much time and mental bandwidth, that it’s worth the time and effort taken to get it set up. I encourage you to ask yourself … is my current craft storage working for me?  If not, why not? What would make this whole process easier?  And if your current system does work for you, that is so awesome, and I hope you will get in there this week and make something just for fun.

In this podcast, we start going beyond the ‘why’ to the ‘how’ of sustainable business. We explore seven critical dimensions in which shapeshifting needs to occur in order to create sustainable companies. These are: values, vision, work, governance, relationships, communication and services. We begin with values. Values are exactly what they say they are – a reflection of the things we value. They are not motherhood and apple pie statements in annual reports, or candyfloss principles framed on the boardroom wall. In other words, companies’ values are betrayed by their actions, not their words or their spin doctor’s marketing material. We illustrate the prioritisation of values with two examples: America’s popular ice-cream chain, Ben & Jerry’s, and Brazil’s largest marine and food-processing machinery manufacturer, Semco. Of course, corporate values seldom exist in isolation from broader cultural values. For example, the culture of the West/North is highly focused on individual performance and rewards hierarchical authority and rational decision-making, while the East/South’s emphasis is more about social harmony and cohesion, participative decision-making, creative expression and motivation.

Att få förtroende och frihet på jobbet mår vi bra av. Men det är inte alltid så lätt för ledarna att släppa kontrollen. Göran Nilsson är ekonomie doktor och universitetslektor vid Uppsala universitet. Han har studerat flera stora organisationer som tillämpat tillitsbaserad styrning och tillsammans med Lennart Francke har han gett ut boken Det agila företaget. Där jämför de företag med fiskstim och supertankers. De förra är flexibla och klarar sig bättre i dagens föränderliga klimat medan supertankers är för långsamma för att kunna anpassa sig och överleva. För att uppnå flexibilitet och snabbrörlighet krävs en mindre hierarkisk organisation där medarbetare tar större ansvar. Tillit eller kontroll Han beskriver tillitsstyrda organisationer som en motsats till granskningsstyrda. I verkligheten är det ett spektrum där många befinner sig någonstans mellan extremerna. Kontroll är ofta sprunget ur en rädsla för att saker och ting ska gå fel, en naturlig instinkt som ofta leder till kontraproduktiva resultat. Det blir lätt att man mäter det som går att mätas men inte det som faktiskt leder till produktivitet. Medarbetare gör det som ser bäst ut, inte det som är bäst. Vill människor ta ansvar? Om man som ledare är modig och ger tillit, kan man förutsätta att medarbetare långt ut i organisationen kan och vill ta ansvaret? Det kan man förstås inte veta säkert säger Göran Nilsson. Som doktorand på Handelshögskolan studerade han ett flertal svenska industriföretag. Där och då trodde många i ledningsgrupperna att medarbetarna inte ville ha ett sådant ansvar. Men det fanns undantag, som Atlas Copco Tools i Tierp. Där noterade cheferna att många medarbetare hade ganska kvalificerade aktiviteter med stort ansvar på fritiden. Deras slutsats blev att det var fel på organisationen som inte tog tillvara på medarbetarnas fulla kompetens. Det ledde till en förändring till mer tillitsbaserad styrning, något som gynnade både företaget och dem som jobbade där. Personligheter och kultur För att bygga en organisation där man vågar lita på medarbetare krävs det ledare som är intresserade av medarbetarna. Ledarskap är i många avseenden individuellt och därför spelar det stor roll vilken typ av personlighet man utser till chefer i en organisation, något som påverkar hela företagskulturen. Göran Nilsson citerar Handelsbankens förre vd Jan Wallander som beskrev decentralisering som ett gummiband man ständigt måste hålla i båda ändarna för att behålla det sträckt. Släpper man taget återgår tillståndet till det "normala": en hierarkisk organisation med större tyngdpunkt på kontroll. Naturkraften i organisationen är att centralisera och detaljplanera och det med goda skäl: att få kontroll över verksamheten. Men ofta leder det till alltså negativa konsekvenser. Förändra - och håll i förändringen Förändring gör ont, brukar man säga och nya arbetsätt väcker ofta visst initialt motstånd. På Atlas Copco Tools i Tierp var det en ny chef som lyckades genomföra positiva förändringar. När medarbetarna insåg att de hade mycket att vinna på den nya ordningen eftersom de fick större möjligheter och inflytande började processen få egen kraft. När väl förändringen är genomförd och har fått momentum gäller det att hålla det nya arbetssättet levande i vardagen genom hela kedjan. Det är värt att se upp för sånt som skickar motstridiga signaler, som till exempel belöningssystem som belönar kortsiktighet. Om den tillitsbaserade styrningen är personberoende är det lätt att den försvinner ut genom dörrarna om vissa individer slutar. Då blir det viktigt med genomtänkta överlämningar. Intern chefsrekrytering kan vara en lösning, som man till exempel gjort i Handelsbanken. Göran Nilsson nämner flera andra företag som lyckats med tillitsbaserad styrning. Företagsgruppen Virgin med kände Richard Branson är ett sådant exempel. Där har man låtit grundarens entreprenöriella syn genomsyra ledningen och de enskilda bolagen har stor egen frihet, något som har visat sig ge stora framgångar. Andra exempel på företag som lyckats med tillitsbaserad styrning är Semco och svenska Handelsbanken. Du kan läsa mer om dem i den här artikeln av Göran Nilsson i Svensk Företagsekonomisk tidskrift. Fyra fokusområden för tillitsbaserad styrning Sätt tydliga långsiktiga mål orienterade mot kunder och andra intressenter som medarbetare och samhälle. Planera för det långsiktigt viktiga och fastna inte i detaljer. Överdriven detaljplanering som aldrig stämmer får negativa effekter och stjäl fokus från det som är långsiktigt viktigt. Jobba med anpassningsförmågan och se organisationen som ett fiskstim istället för en supertanker. Var sparsmakad med granskning och kontroll. Sikta mot det högre syftet och se till att alla medarbetare ser och förstår det, då vill de flesta bidra. Medarbetare vill bli sedda men inte synade. Gynna människors inre motivation. För mycket fokus på yttre individuella prestationer som kortsiktiga bonusar kan sänka den inre motivationen. Bygg belöningsmodeller efter de beteenden du vill se, gärna sådana som bidrar till de långsiktiga målen. När det gäller tillit anser vår samarbetspartner Wellbefy att tre viktiga nycklar är: dialog transparens feedback De här nycklarna kan du få hjälp att fånga upp i din organisation med verktyget Health Analytics. Läs hela Wellbefys inlägg om tillit här. Vår samarbetspartner Firstbeat har uppmärksammat den studie som visar att svenskars kondition har blivit betydligt sämre. Många tycker att tanken på att behöva röra på sig mer är jobbig. Men man kan vända på det och istället fundera på hur man kan minska stillasittandet. I det här blogginlägget från Firstbeat hittar du tips som ökar motivationen till rörelse. Vi hoppas också att ni vill hjälpa oss skapa vårt 100:e avsnitt. Hur har vår podd påverkat dig? Något speciellt avsnitt eller någon gäst som gjort avtryck hos dig? Maila oss på annsofie@formstarkhalsa.se och berätta senast 4e mars klockan 20.00 så tar vi med det i vårt specialavsnitt! Tack på förhand till dig som lyssnar och stöttar oss hälsar Annie och Boel.

Hello … and welcome … I am so excited that you’re joining me today for this very first podcast episode. I’m going to try to keep this intro episode short and sweet, so we can get to the good stuff, but I thought I’d introduce myself and give you an idea of what this podcast is all about. You may have guessed by the title, each week we will be in the craft room … talking all things craft. You may also have guessed that I really love craft … and this is true. I love it so much that I created a career around it, and I can talk about it all day long.  Since lots of my crafty friends live far away, and my cat doesn’t seem interested in discussing Mama Elephant’s new release, or the fun crochet pattern I just discovered … a podcast seemed like a good idea.  I’m super excited to have someone to talk to about all sorts of crafts, and I would love to know what crafts you’re into.  You can let me know by leaving a comment on the blog post ... HERE. Fair warning, I will likely talk about stamping, cardmaking, colouring and papercraft quite a bit, as that’s the main focus of my business.  However, I have a couple of quilting projects on the go, I just bought a new crochet pattern to try, and I usually have a couple of embroidery or cross stitch projects underway at any given time.  I do enjoy painting, although I don’t get to paint as often as I’d like. I teach classes locally … embroidery, dollmaking, crochet and painting on fabric … and it’s so fun to connect with other craft-loving ladies in person … definitely one of my favourite things! At this point you may be wondering … “Who is this Dawn Lewis, and what does she even know about craft?” … a fair question indeed.  Well … while I wouldn’t call myself a specialist expert in any one craft, I do have experience with a LOT of different types of crafts, techniques and products, and I’ve worked professionally in the Australian craft industry for over a decade.  Being a professional crafter is incredibly cool, and I’ve been able to say yes to some incredible opportunities … designing for some amazing brands including Semco, Francheville, Milford Threads, DMC and Australian Girl dolls.  I’ve been on some cool design teams, like KennyK Stamps, Little Miss Muffett, Tiddly Inks and Kindred Stamps.  I’ve had original projects published in Australian craft magazines including Handmade, APQ, Patchwork & Stitching, Australian Stamping Cardmaking & Papercraft.  Definitely the coolest job I’ve ever had has been hosting and present on Scrap It TV, from seasons 3 through 7.  That was such a fun gig!  I’ve had businesses selling handmade things, from ceramics to folk art, dolls to bags, and right now I have an online store specialising in stamping.  I’m a qualified Copic instructor and authorised Copic stockist.  So … yeah … when I said I loved craft, I really, really meant it. Craft isn’t just craft … it’s so much more, for so many people.  For some people, it’s their happy place, for others it’s a way to exercise their creativity.  Getting lost in your favourite craft allows you to take time out from the craziness of life and do something that makes us truly happy.  Craft can help us express ourselves, meditate, earn a little extra cash, meet new people and so much more. When it comes to this podcast, I have so many ideas, but what I’m most interested is helping people craft within their budget, and get more bang for your buck from the craft supplies you choose.  And while I will probably talk a lot about papercraft, I’m excited to mix it up, because so many ideas translate across many different craft mediums.  I have some fun guests to interview, and other times it’ll just be you and me, and I hope you’ll join me each week.  Episodes will be positive, upbeat and encouraging, with practical tips and ideas  … and they’ll likely be longer than this one.  I tried to keep this intro episode short-ish, so you can move on to episodes 2 and 3, in case you’re a fan of binding new podcasts (which is something I love to do!). So rather than continuing to waffle on, I’ll sign off so we can get to the good stuff, and I’m sure we’ll get to know each other better as the podcast goes on. Thanks so much for joining me in the craft room today.  If you enjoyed this episode and want to know more, check out the show notes, or the blog post at dawnlewis.com.au/podcast__. Maybe tell a friend or leave a review on itunes or stitcher … I’d really appreciate it.  I do hope you have a very crafty day, and I will see you next time. Bye for now.

Perché, perché, perchè?Ricardo Semler, amministratore delegato dell'azienda brasiliana Semco, famosa per la forma radicale di democrazia industriale che vi si pratica, suggerisce che per capire meglio la realtà che ci circonda dovremmo chiedere tre perché , uno dopo l'altro, su tutto ciò che facciamo."Per il primo perché abbiamo sempre una buona risposta. Al secondo diventa già più difficile rispondere. Al terzo ti rendi conto che, in effetti, non sai perché fai quello che fai." - Ricardo SemlerScopri come prendere decisioni efficaci grazie alla tecnica dei tre perché!Massimo MartininiP.s. se non sei ancora iscritto alle mie pillole via mail, fallo gratuitamente cliccando qui: https://goo.gl/yHE1oy...e ricorda di iscriverti al mio canale YouTube: https://goo.gl/J61QTy

Allard Droste, auteur van Semco in de polder. Het Braziliaanse bedrijf Semco van voorman Ricardo Semler is al jaren een voorbeeld van extreem anders organiseren. Geen vaste werktijden, werknemers bepalen zelf hoeveel ze verdienen, werknemers kiezen en beoordelen zelf hun baas, financiële informatie is beschikbaar voor iedereen - én het bedrijf is succesvol.

Allard Droste is schrijver van het boek Semco in de Polder. Met zijn bedrijf Aldowa werkt hij volgens dezelfde ideologie als Semco in Brazilië, zoveel mogelijk vrij van regels, autonomie bij de medewerkers. Resultaat is een snelgroeiend bedrijf met gelukkige medewerkers.

This week, in Episode 7 of Troubleshooting Agile, we discuss Agile Principle Number 5: "Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done." Talking points this week include: -Why perceptions of this principle differ immensely depending on whether your adopt Theory X or Theory Y. -Directed Opportunism - and who used it better, General Clausewitz in 1870 or Darth Sidious a long, long time ago. -How trusting your team and recognising the ingenuity inherent within all employees creates psychological safety that motivates your staff and advances your business. -Different ways to deal with an unyielding Theory X-er. -How to recognise when it's come down to a case of "change your organisation or change your organisation." And finally, can you can think of a good Theory Y boss/environment depicted in TV or Film? (think corporate Mr Miyagi) Let us know down below, or Tweet us @TShootingAgile and we'll give your ideas a shout out in an upcoming episode. *** LINKS: -The 12 Agile Principles: http://agilemanifesto.org/principles.html -Stephen Bungay's 'The Art of Action': https://www.amazon.co.uk/dp/B01HPVHLHG/ref=dp-kindle-redirect?_encoding=UTF8&btkr=1 -The LEAP Institute: http://dramador.com/the-leap-institute/ -Niels Pfläging's blog, 'Why we cannot learn a damn thing from Semco, or Toyota': https://vision.haufe.de/blog/en/why-we-cannot-learn-a-damn-thing-from-semco-or-toyota/ *** We'd love to hear any thoughts, ideas or feedback you have regarding the episode. You can email us, here: agile@troubleshootingagile.com Tweet us, here: twitter.com/TShootingAgile Or find our website, here: troubleshootingagile.com/ Also, here is a link to our iTunes: itunes.apple.com/gb/podcast/troub…d1327456890?mt=2 If you have a moment, please like, share and subscribe. We really appreciate it.

Sjoerd van der Velden startte zijn advocatenkantoor op in 2006 met zijn compagnon Harm Bruggink. Sjoerd is een advocaat en daarom 'geen prototype ondernemer'. Maar een standaard advocatenkantoor runt hij ook niet. Hij praat met Kees de Jong over hoe de Semco stijl binnen zijn kantoor wordt gehanteerd, naar grote tevredenheid en succes. Als iemand tot laat op kantoor blijft, wordt 'ie daar op aangesproken, of het wel goed gaat thuis of in het werk. Mooie oplossingen vind je bijvoorbeeld in het bos, niet als je avonden lang doorbikkelt. Bij BvdV werk je alleen part time. Per saldo is het resultaat voor het bedrijf veel beter, maar ook voor de klant. Vrijheid en vrije tijd leiden tot creativiteit. Sjoerd praat met Kees over hoe het is om als advocaat óók ondernemer te zijn. Dat controle binnen een bedrijf een illusie is en alleen tot ergernis leidt en waarom volgens deze advocaat een dun contract vaak beter is dan een dik contract.

Sjoerd van der Velden startte zijn advocatenkantoor op in 2006 met zijn compagnon Harm Bruggink. Sjoerd is een advocaat en daarom 'geen prototype ondernemer'. Maar een standaard advocatenkantoor runt hij ook niet. Hij praat met Kees de Jong over hoe de Semco stijl binnen zijn kantoor wordt gehanteerd, naar grote tevredenheid en succes. Als iemand tot laat op kantoor blijft, wordt 'ie daar op aangesproken, of het wel goed gaat thuis of in het werk. Mooie oplossingen vind je bijvoorbeeld in het bos, niet als je avonden lang doorbikkelt. Bij BvdV werk je alleen part time. Per saldo is het resultaat voor het bedrijf veel beter, maar ook voor de klant. Vrijheid en vrije tijd leiden tot creativiteit. Sjoerd praat met Kees over hoe het is om als advocaat óók ondernemer te zijn. Dat controle binnen een bedrijf een illusie is en alleen tot ergernis leidt en waarom volgens deze advocaat een dun contract vaak beter is dan een dik contract.

Semler in de Polder en Semco Style   Ben erg trots dat mijn boek Reset! momenteel op nummer 1 staat als managementboek bestseller. In mijn boek ook uitgebreid aandacht voor de wendbare organisatie. Binnen dit hoofdstuk een uitgebreid interview met Arko van Brakel (van Semco... Het bericht Semler in de polder en Semco Style verscheen eerst op Erik Jan Koedijk.

Ricardo Semler (@ricardosemler) is the former CEO of Semco Partners, a Brazilian company best known perhaps for its radical form of industrial democracy and corporate re-engineering. During his leadership, Semco grew from four million in 1982 to two hundred and twelve million in 2003. His innovative -- but very controversial -- business management policies have attracted widespread interest from all over the world. He is the best-selling author of Maverick: The Success Story Behind the World's Most Unusual Workplace and The Seven-Day Weekend: A Better Way to Work in the 21st Century (not to be confused with another book titled in an admittedly similar fashion). Ricardo recently started a podcast called LeadWise, where he has conversations with leaders about "challenging assumptions and changing how we live and work." Entrepreneurship and education are just two of the topics discussed in this wide-ranging conversation. I hope you enjoy my conversation with Ricardo Semler as much as I did! Show notes and links for this episode can be found at www.fourhourworkweek.com/podcast. This podcast is brought to you by FreshBooks. FreshBooks is the #1 cloud bookkeeping software, which is used by a ton of the start-ups I advise and many of the contractors I work with. It is the easiest way to send invoices, get paid, track your time, and track your clients. FreshBooks tells you when your clients have viewed your invoices, helps you customize your invoices, track your hours, automatically organize your receipts, have late payment reminders sent automatically and much more. Right now you can get a free month of complete and unrestricted use. You do not need a credit card for the trial. To claim your free month and see how the brand new Freshbooks can change your business, go to FreshBooks.com/Tim and enter "Tim" in the "how did you hear about us" section. This podcast is also brought to you by Wealthfront. Wealthfront is a massively disruptive (in a good way) set-it-and-forget-it investing service, led by technologists from places like Apple and world-famous investors. It has exploded in popularity in the last two years and now has more than $5B under management. In fact, some of my good investor friends in Silicon Valley have millions of their own money in Wealthfront. Why? Because you can get services previously limited to the ultra-wealthy and only pay pennies on the dollar for them, and it's all through smarter software instead of retail locations and bloated sales teams. Check out wealthfront.com/tim, take their risk assessment quiz, which only takes 2-5 minutes, and they'll show you -- for free -- exactly the portfolio they'd put you in. If you want to just take their advice and do it yourself, you can. Or, as I would, you can set it and forget it. Well worth a few minutes: wealthfront.com/tim.***If you enjoy the podcast, would you please consider leaving a short review on Apple Podcasts/iTunes? It takes less than 60 seconds, and it really makes a difference in helping to convince hard-to-get guests. I also love reading the reviews!For show notes and past guests, please visit tim.blog/podcast.Sign up for Tim’s email newsletter (“5-Bullet Friday”) at tim.blog/friday.For transcripts of episodes, go to tim.blog/transcripts.Interested in sponsoring the podcast? Visit tim.blog/sponsor and fill out the form.Discover Tim’s books: tim.blog/books.Follow Tim:Twitter: twitter.com/tferriss Instagram: instagram.com/timferrissFacebook: facebook.com/timferriss YouTube: youtube.com/timferriss

Internet Advisor Podcast 1706 LTU Camp And SEMCO