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Ricardo Semler citations

Ricardo Semler est un entrepreneur brésilien, PDG de l'entreprise Semco.

Ricardo Semler est le fils d'Antonio Semler, un ingénieur entrepreneur brésilien d'origine autrichienne, qui créa son entreprise de conception de mixeurs et de pompes industrielles. À la fin de ses études, il rejoint l'entreprise de son père, mais à la suite de violents désaccords avec ce dernier, sur la manière de la diriger, il menace de quitter Semco. Son père préfère démissionner et lui confier les rênes de l'entreprise, en 1980.

Sous sa direction, et après des débuts difficiles, Semco va progresser de manière remarquable, et passer de 4 millions de dollars de chiffre d'affaires en 1982 à plus de deux cents millions en 2003. Cette réussite, Semler l'attribue à son mode de management particulier, qui laisse plus de liberté et d'initiatives à l'ensemble de son personnel, ce qui permet de réduire la taille de la structure de management intermédiaire, et accroît la responsabilisation des salariés, pour le bénéfice de l'entreprise.

Ricardo Semler a retranscrit son expérience de dirigeant et de management dans un livre qui a connu un succès important aux États-Unis, Maverick, paru en 1995 .

En 2004, il défraie de nouveau la chronique avec un livre original sur la manière de travailler, The seven day week-end .



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Ricardo Semler: 10   citations 0   J'aime

Ricardo Semler: Citations en anglais

“One, the people in charge wanting to give up control. This tends to eliminate some 80 percent of businesspeople. Two, a profound belief that humankind will work toward its best version, given freedom; that would eliminate the other 20 percent.”

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Ricardo Semler

Strategy+business: "Ricardo Semler Won't Take Control" https://www.strategy-business.com/article/05408?gko=3291c (29 November 2005)

“I always come back to variations of the question that my son asked me when he was three. We were sitting in a jacuzzi, and he said, "Dad, why do we exist?" There is no other question. Nobody has any other question. We have variations of this one question, from three onwards. So when you spend time in a company, in a bureaucracy, in an organization and you're saying, boy -- how many people do you know who on their death beds said, boy, I wish I had spent more time at the office? So there's a whole thing of having the courage now -- not in a week, not in two months, not when you find out you have something -- to say, no, what am I doing this for? Stop everything. Let me do something else. And it will be okay, it will be much better than what you're doing, if you're stuck in a process.”

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Ricardo Semler

TED: "How to run a company with (almost) no rules" https://www.ted.com/talks/ricardo_semler_how_to_run_a_company_with_almost_no_rules/ (October 2014)

“Ways to combat stress, such as playing golf before a conference call or taking a break on the beach during inventory, are essential.”

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Ricardo Semler livre The Seven-Day Weekend

The Seven-Day Weekend (2004)

“Instead of constantly talking about motivation, organizations should ensure that employees are occasionally delighted.”

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Ricardo Semler livre The Seven-Day Weekend

The Seven-Day Weekend (2004)

“Everyone has a ‘reservoir of talent'. Intuition, interests and skills form the foundation of talents. These talents are indicators of your calling. The best way to ensure long-term job satisfaction is to act on that calling.”

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Ricardo Semler livre The Seven-Day Weekend

The Seven-Day Weekend (2004)

“On-the-job democracy isn't just a lofty concept but a better, more profitable way to do things. We all demand democracy in every other aspect of our lives and culture. People are considered adults in their private lives, at the bank, at their children's schools, with family and among friends--so why are they suddenly treated like adolescents at work? Why can't workers be involved in choosing their own leaders? Why shouldn't they manage themselves? Why can't they speak up--challenge, question, share information openly?”

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Ricardo Semler livre The Seven-Day Weekend

The Seven-Day Weekend (2004)

“The opposite of work is idleness. But very few of us know what to do with idleness. When you look at the way that we distribute our lives in general, you realize that in the periods in which we have a lot of money, we have very little time. And then when we finally have time, we have neither the money nor the health.”

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Ricardo Semler

TED: "How to run a company with (almost) no rules" https://www.ted.com/talks/ricardo_semler_how_to_run_a_company_with_almost_no_rules/ (October 2014)

“Companies think that they are modern because they have painted their walls in a bright colour or they allow people to bring their dogs to work. This is silly and millennial-washing. The idea is to bring in the mature generation and get them to mentor the co-work with the younger generation from a distance.”

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Ricardo Semler

Business Report: "Q&A: A rebel with a cause" https://www.iol.co.za/business-report/economy/q-and-a-a-rebel-with-a-cause-15981318 (14 July 2018)

“And so, what we've done all of these years is very simple, is use the little tool, which is ask three whys in a row. Because the first why you always have a good answer for. The second why, it starts getting difficult. By the third why, you don't really know why you're doing what you're doing.”

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Ricardo Semler

TED: "How to run a company with (almost) no rules" https://www.ted.com/talks/ricardo_semler_how_to_run_a_company_with_almost_no_rules/ (October 2014)

“I believe the old way of doing business is dying, and the sooner it's dead and buried the better off we all will be.”

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Ricardo Semler livre The Seven-Day Weekend

The Seven-Day Weekend (2004)

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