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Changing the way work works.
Changing the way work works.
To read the full color version of this article, go to:
http://www.SeniorManagementServices.com/pvt-130-changing-work.htm
l
============================================================ How
is a business organization like a car or computer?
============================================================
Originally, CARS were built from the inside-out BY mechanics FOR
shade-tree mechanics. You didn't dare go anywhere without a
toolkit. Novice customers were an expensive nuisance. Innovation
has changed that, and cars have become more customer-friendly.
Originally, COMPUTERS were built from the inside-out BY computer
engineers FOR programmers. You didn't dare try to do anything
without mind-numbing reference manuals and esoteric codes.
Novice customers were an expensive nuisance. But, innovation
changed that when they designed the Macintosh computer from the
outside-in BY users FOR users. Then Mac computers became more
customer-friendly (and PCs have been playing "catch-up" ever
since).
To this day, most BUSINESS ORGANIZATIONS are built from the
inside-out BY executives FOR investors. Customers are an
expensive nuisance but a necessary evil. However, innovations in
organizational strategies are (slowly) changing that. Some
companies are becoming more customer-friendly.
Yes, cars, computers, and business organizations must still be
built from reliable components into a system that works. But,
work for whom - the designers or the customers? Will managers,
executives, and investors ever surrender their military-style
dictatorships of CONTROL and DOMINATION?
Imagine a business organization designed from the outside-in, BY
customers FOR customers!
============================================================
Does your company work like this?
============================================================
"Semco has no official structure. It has no organizational
chart. There's no business plan or company strategy, no two-year
or five-year plan, no goal or mission statement, no long-term
budget. The company often does not have a fixed CEO. There are
no vice presidents or chief officers for information technology
or operations. There are no standards or practices.
"There's no human resources department. There are no career
plans, no job descriptions or employee contracts. No one
approves reports or expense accounts. Supervision or mentoring
of workers is rare indeed. Most important, success is not
measured only in pr0fit and growth." -- Ricardo Semler, Semco
President, and Author of "The Seven-Day Weekend: Changing the
way work works."
I first heard of Ricardo Semler from Sean D'Souza in New
Zealand. I did an Internet search on Semler's name
and
discovered numerous references, articles, and the fact that
Ph.D. students are writing dissertations about him and his
business methods. So, I ordered "The Seven-Day Weekend"
forthwith.
On page 12 Semler says,
"Today, I can honestly say that our growth, pr0fit, and the
number of people we employ are secondary concerns. Outsiders
clamor to know these things because they want to quantify our
business... That's one reason we're still privately held. I
don't want Semco to be burdened with the ninety-day mindset of
most st0ck market analysts. It would undermine our solidity and
force us to dance to a tune we don't really want to hear - a
Wall Street waltz...
"Thanks, but no thanks. We generate enough of our own ca'sh,
and we're growing nearly 40 percent a year without public
investment... Success means little to me if it's measured only
in those terms... The principles we n0w practice have resulted
in tremendous growth ... from $4 million a year to $212 million
a year..."
I won't tell you the Semco secret(s), but I will say that if
you're interested in changing the way work works, you must read
"The Seven-Day Weekend."
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
I have set up a discussion and support Forum for you. Get
support and share ideas & techniques for marketing, operating, &
innovating your business. PVT Subscribers include entrepreneurs,
employees, consultants, managers, CEOs, and small business
owners.
You will find it easy and rewarding to participate in the PVT
Forum. It only takes a couple of minutes to get started - visit
http://groups.yahoo.com/group/ProfitableVentureTactics
Have fun! Welcome aboard! :)
Best Regards,
Mike Hayden, Principal/Consultant Your partner in streamlining
business.
PS. If you're not on our P V T Roster, sign up (fr#e) at:
http://www.SeniorManagementServices.com
PPS. To sign up for the PVT Forum, sign up (fr#e) at:
http://groups.yahoo.com/group/ProfitableVentureTactics
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
(c) 2005 Mike Hayden, All rights reserved. You may use material
from the Profitable Venture Tactics eZine in whole or in part,
as long as you include complete attribution, including live
website links and email link.
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
About the author:
Mike Hayden is Founder/CEO of Senior Management Services and the
Documentation Express in Silicon Valley, California. Mr Hayden
is the author of "7 Easy Steps to your Raise and Promotion in
30-60 Days! The book that smart bosses want their employees to
read." ISBN 0-9723725-1-2. More articles at
http://www.SeniorManagementServices.com/pvt-information.html
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