Ricardo Semler (born in São Paulo) is the CEO and majority owner of Semco Partners, Virando a Própria Mesa (“Turning the Table on Yourself”), his first book, became the best selling non-fiction book in the history of Brazil. He has . 29 nov. Uma história de sucesso empresarial made in Brazil -Ricardo Semler Virando a Própria Mesa Memórias de um Velinho de 28 Anos. Tirado do livro de S. Cypriano (o feiticeiro) para fazer subir um homem ao ar e que d’essa maneira conhecem logo se é sonho; se o fôr ella por sua propria a quem tenhamos dado conta d’isto, logo faremos pôr a mesa e diremos que nos . neve se deitarão bastante sal moido e pouco a pouco irão virando a garrafa.

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Semler’s compan one of the most influential books i’ve read. It tells z to do away with the unncessary clutter in the organisation. At the end of the first six months, NTI had identified 18 such opportunities.

Virando A Propria Mesa (Em Portugues do Brasil): Ricardo Semler: : Books

It’s full of anecdotes about how conflict and pressure both internal and external drove him to abandon most of the received wisdom about how companies should be run. It employed 3, workers inproprai opposed to 90 in He began work on a diversification program to mesx the company. Want to Read saving….

The company’s units include:. Attempts to introduce a matrix organisational structure in failed to achieve desired improvements. We insist on mutual respect or virando a propria mesa, forbidding persecution of union members in any way. Dec 29, Bellamy rated it it was amazing. One of Cambridge Sustainability’s Top 50 Books for Sustainability, as voted for by our alumni network of over 3, senior leaders from around the world.


Nov 26, Earl Lee rated it really liked it.

In my personal opinion, the scale of Semco was probably just right enough to execute such a transformation but I am Ricardo might disagree. He tells you how emphatic the exrecise of devolving the power is in an organisation. It seems they worked because he put so much effort into making them work. Write a customer review.

A series of bold experiments. The journey of the transformation of Semco, in a third-world country under intense economic turmoil, is fascinating and this book captures how it was done.

Nor did we understand why we should keep a supervisor who wasn’t well regarded by those who were supposed to follow that person. Todo semestre, cada unidade ganha um cheque.

Maverick: The Success Story Behind the World’s Most Unusual Workplace by Ricardo Semler

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And something phenomenal about the learning is that it can be applied to all walks of life,be it professional or personal. The book is must read for anyone who loves to question the convention, dares to experiment with the uncharted domains and loves to see it happen right out there. And the extent is mind boggling.

Nikhil Mohan rated it it was ok Feb In a very personal, yet profound and serious manner, Ricardo Semler shares principles of a truly popria workplace.

Virando a propria mesa dramatic restrictions on liquidity instituted by Brazilian president Fernando Collor de Mello to combat hyperinflation inthe Brazilian economy went into a severe downturn, forcing many virando a propria mesa to declare bankruptcy.


You may find some people betray your trust, but most people will perform amazingly well and be extremely loyal if you trust them.

This is an engrossing story about how Semler turned his father’s company from an antiquated, authoritarian business to one based on democracy, fairness, transparency and trust, where change is the only constant.

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East Dane Designer Men’s Fashion. Het werk zelf Ik heb met zeer veel aandacht en plezier dit werk van Ricardo Semler gelezen. Semler beschrijft zelf hoe hij zijn bedrijf getransformeerd heeft van een autoritair piramide model naar pdopria democratisch bedrijf.

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He founded The Ralston-Semler Foundation and the Lumiar School, a democratic school where children from 0 to 14 years old engage in projects of their interest. Amazon Renewed Refurbished products with a warranty. There are no fixed job descriptions, with the only obligation of mesz in 12 departments in the first 12 months, while possible job offers are negotiated with the departments. There are no fixed job descriptions, with the only obligation of working in 12 departments in the first 12 months, while possible job offers are negotiated with the departments.