The Boss who breaks all rules Tiago Andrade e Silva

Microsoft Portugal / Founder

Sponsored by

Foto Com Jeff Sutherland

“Old” Semco

New Management

US$ 4 million

1982

Semco’s Revenue

2003

US$ 212 million

Ricardo Semler

Industrial Democracy

• “Industrial democracy is an arrangement

which involves workers making decisions,

sharing responsibility and authority in

the workplace”

Source: Wikipedia

Participation

Transparency

Employees Set Their Own Salaries

No Time Clocks

Time Clocks NO

Travel Expense Rules NO

NO

CHECKS

The Survival Manual

• The only set of written rules

• Use your Common sense

Hiring

@Maverick : the success story behind the world's most unusual workplace.

Working environment

@Maverick : the success story behind the world's most unusual workplace.

Evaluation by Subordinates

@Maverick : the success story behind the world's most unusual workplace.

Take away:

• Truly Democratic and Participative Workplace

• Different Mindset

• Set Them “Free”

• Trust

• Open communication

Sharing Experiences

Speaker Company Country

Rui Pedro Alves Partner at Rupeal Portugal

Jurgen Appelo Book author

“Management 3.0” Netherlands

João Pedro Martins CTO at Create.IT Portugal

Alexandre Magno Principal at AdaptWorks Brazil

Miguel Muñoz Duarte + ALL Partner at Imatch Portugal

RUPEAL

Rui Pedro Alves

RUPEAL

• Technology (Product Development)

• Outsourcing (Resourcing)

• Consulting (Software Development)

• 1 Partner (myself)

Decisions

Decisions

• All decision making timings are made public

prior of voting

• All decisions are made by whoever wants to

vote on that subject

• My vote counts 1

• I only have the power to “Veto” a decision

1st decision:

New Office

Technology Unit

Budget

Budget

• All members of the team had access to the

financial results

• We’ve all decided on a budget for the next

semester (1st of 2011)

• With that budget the team chose their salary

and the amount left for new hires

Hiring

Consequences

Consequeneces

• Productivity burst!

• Everyone is now more business oriented

and looking for new business

• Higher responsability, higher demand on

myself

• Higher team cohesion

Motivation => Productivity

Future?

More Shared Decisions

Profit Share

More Visibility

Profit Share

MANAGEMENT 3.0

Jurgen Appelo

|create|it|

João Pedro Martins

do it differently

|create|it|’s experience in 10 minutes

João Pedro Martins “jota” – jota@create.pt - www.create.pt - 96 782 5537

10 years

team of 17

systems integration and development

microsoft gold certified partner

principles

transparency

involvement

transparency

the breath of the company

projects (weekly)

projects

Distribution by type of activity

Allocation % by team member

Real vs planned execution

Man/day value vs project execution %

sales

Sales per customer

Accumulated monthy sales

Revenue (-Jul2010) Revenue per capita

individual contribution

All the activities of the company have public

backlogs

Gather information

Inform people Performance Improvement

observation

involvement

recruitment

360º evaluation

individual goals frequently target company improvement

organizational model

virtual teams

yearly meeting

present and discuss results create backlogs

“the union”

results

Revenue (-Jul2010)

average project deviation 0%

0% employee turnover and

high motivation

Thanks for your attention! jota@create.pt

ADAPT WORKS

Alexandre Magno

What are your values? If your values are similar of ours...there is a good

chance of succeedind!

Self-organisation Shared goals is the key

We have no mission We do what we want to do. The self-organization

ensures that what we want to do is something aligned to

our values

Open communication Open-space technology is a good format

for quarter planning

No working hours Home-office? Yes, you can. Beach-office, pool-oficce,

bar-office, starbucks-office, park-office...

The shared goals are what matters.

We have fun!

IMATCH

Miguel Muñoz Duarte

@ Tiago Andrade e Silva