Koldo Saratxaga Garrastatxu. likes. Local Business. View the profiles of people named Koldo Saratxaga. Join Facebook to connect with Koldo Saratxaga and others you may know. Facebook gives people the. Pedro Goruspe’s new book “El inconformismo de Koldo Saratxaga, semilla del éxito de Irizar Group y Ner Group” [The non-conformism of.

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In total there were more than minifirms which consisted of about 4 to 5 people and a team leader. I totally agree with what the guy did, my comment which I admit was a bit too strong was meant to suggest that it was not necessarily a good example as it would be a lot easier in the Basque country, where the largest saratxagaa concerns tend to be co-operatives, and in other cultures, the problems would be very different and much more difficult.

There was no control to clock people in and out of the factory.

By implementing a system focused on people, strong customer loyalty, and a radically empowered workforce, Koldo managed to provide Irizar with a Bonuses and commissions were banned. Team members were assigned to projects and team leaders were chosen by the team members themselves.

The minifirms enjoyed a high level of autonomy, and were given freedom to saragxaga decisions on their projects. The physical space transformed as well, reflecting the new flat organizational structure.

Evaluations were solely based on team performance, and individual evaluations were avoided. For Koldo it was important that his people were building the future of Irizar instead of just chasing a set of dictated targets.

They had their own space and their own department with their own key. This meant leaders published their ideas, decisions and other news in a monthly internal magazine. Everyone was trusted to make an 8-hour workday and attendance was only known by your closest colleagues. When Koldo joined Irizar in the company was in deep crisis. Sarztxaga team member involved in manufacturing received the same salary, regardless of experience or age.


Book launch “The non-conformism of Koldo Saratxaga”

Their capacity to adapt, to understand the client, to know how, when, why, what for, was much less. But more importantly, our model was based on interpersonal trust.

What Saratzaga did in was radical and innovative in the Basque Country, or everywhere. Their speed was never in line with the outside environment.

Koldo Saratxaga | Bizkaia Talent

And a radical change he made. The million dollar question is how Koldo achieved such spectecular growth.

He did this in the Basque country where co-operatives are a way of life. Nothing should be hidden from staff.

Koldo Saratxaga

They understood and were grateful a few months after we made the decision. Saratxaha checking off their renowned Bucket List they share everything they learn.

An almost flat organization which consisted of three main groups:. To control the arrival and departure of each person is easy, but not at all effective. Everybody is the owner of his or her own kolro, relationships and decisions. But, the team members did share in the profits of the organization, which were evenly split over everyone. After his period at Irizar, he started his own company K2K Emocionando to support other organizations to transform the way they work.

Koldo simplified the compensation policy into one with only three wage levels. The manufacturing and service facilities were relocated to one floor and all people mixed together on one level. These groups consisted of multidisciplinary self-managed teams for all business functions, some kind of minifirms inside Irizar. For one-and-a-half years we have visited such organizations and learned from their extraordinary stories. I look forward to reading it.


Koldo introduced a model at Irizar that was completely different from any other model in their industry. Additionally, Irizar was on the verge of bankruptcy. Stay tuned for more…. We met with Koldo during our visit to Bilbao.

Professional meeting with Koldo Saratxaga | Bizkaia Talent

So we cut it off kooldo the pass. Comments He did this in the Basque country where co-operatives are ssratxaga way of life. Leave a Reply Cancel reply.

From near bankruptcy to double-digit growth When Koldo joined Irizar in the company was in deep crisis. Before approving both documents, Koldo encouraged everyone to discuss the documents extensively to ensure a clear and common understanding.

In just over 10 years, Koldo and his team have helped to transform 50 organizations in the region of Bilbao. I think you should read the next blog post www. Sarqtxaga highest paid person within the company could earn a maximum of three times the salary of the lowest paid one. The organizational growth was impressive with Irizar opening new production plants in different countries like ChinaMoroccoBrazilMexicoIndia and South-Africa Hi Henry, I think you should read the next blog post www.