For 25 years, Ricardo Semler has been putting into practice what increasing numbers of modern management gurus are now preaching. He heads a democratic company, Semco, where employees set their hours, determine their salaries and choose their bosses. In this session we will talk about the main management changes that Semco introduced, which are very aligned with the agile mindset. We’ll also hear from managers of five companies on their real and concrete experience in putting some of these concepts in practice. Invited speakers for this session: Rui Pedro Alves (Partner at Rupeal), Jurgen Appelo (Book author “Management 3.0”), João Pedro Martins (CTO at Create.IT), Alexandre Magno (Principal at AdaptWorks) and Miguel Muñoz Duarte (Partner at Imatch) Presented at Scrum Gathering Portugal 2011 http://www.scrumalliance.org/events/269-portugal

1. The Boss who
breaks all rules
Tiago Andrade e Silva
Microsoft Portugal / Founder

2. Sponsored by

3. Foto Com Jeff Sutherland

8. New Management
US$ 212 million
US$ 4 million
1982 2003
Semco’s Revenue

9. Ricardo Semler

11. Industrial Democracy
• “Industrial democracy is an arrangement
which involves workers making decisions,
sharing responsibility and authority in
the workplace”
Source: Wikipedia

12. Participation

13. Transparency

14. Employees Set Their Own Salaries

16. NO Time
Clocks

17. NO Travel
Expense Rules

18. NO
CHECKS

19. The Survival Manual
• The only set of written rules
• Use your Common sense

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

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

22. Evaluation by Subordinates
@Maverick : the success story behind the world's most unusual workplace.

23. Take away:
• Truly Democratic and Participative Workplace
• Different Mindset
• Set Them “Free”
• Trust
• Open communication

24. Sharing Experiences
Speaker Company Country
Rui Pedro Alves Partner at Rupeal Portugal
Book author Netherlands
Jurgen Appelo
“Management 3.0”
João Pedro Martins CTO at Create.IT Portugal
Alexandre Magno Principal at AdaptWorks Brazil
Miguel Muñoz Duarte + ALL Partner at Imatch Portugal

25. Rui Pedro Alves
RUPEAL

27. RUPEAL
• Technology (Product Development)
• Outsourcing (Resourcing)
• Consulting (Software Development)
• 1 Partner (myself)

28. Decisions

29. 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

30. 1st decision:
New Office

31. Technology Unit
Budget

32. 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

33. Hiring

34. Consequences

35. Consequeneces
• Productivity burst!
• Everyone is now more business oriented
and looking for new business
• Higher responsability, higher demand on
myself
• Higher team cohesion

36. Motivation => Productivity

37. Future?

38. More Shared Decisions

39. More Visibility
Profit Share

40. Profit Share

43. Jurgen Appelo
MANAGEMENT 3.0

44. João Pedro Martins
|create|it|

45. do it differently
|create|it|’s experience in 10 minutes
João Pedro Martins “jota” – jota@create.pt - www.create.pt - 96 782 5537

46. 10 years
team of 17
systems integration and development
microsoft gold certified partner

47. principles
transparency
involvement

48. transparency

49. the breath of the
company

50. projects (weekly)

51. Allocation % by team member
Distribution by type of activity
Real vs planned execution
Man/day value vs project
execution %
projects

52. Accumulated monthy sales
Sales per customer
Revenue (-Jul2010)
Revenue per capita
sales

53. individual contribution

54. All the activities of the
company have public
backlogs

55. Gather Performance
Inform people
information Improvement
observation

56. involvement

57. recruitment

58. 360º evaluation
individual goals frequently target company improvement

59. organizational
model
virtual teams

60. yearly meeting
present and discuss results
create backlogs

61. “the union”

62. results

63. Revenue (-Jul2010)

64. average project
deviation 0%

65. 0% employee
turnover and
high
motivation

66. Thanks for your attention! jota@create.pt

67. Alexandre Magno
ADAPT WORKS

68. What are your values?
If your values are similar of ours...there is a good
chance of succeedind!

69. Self-organisation
Shared goals is the key

70. 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

71. Open communication
Open-space technology is a good format
for quarter planning

72. No working hours
Home-office? Yes, you can. Beach-office, pool-oficce,
bar-office, starbucks-office, park-office...
The shared goals are what matters.

73. We have fun!

74. Miguel Muñoz Duarte
IMATCH

75. @ Tiago Andrade e Silva