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Human Rights  » Changing the way work works.

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

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============================================================ 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..."

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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

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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:

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(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.

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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