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Ricardo Semler (born 1959 in São Paulo) is the CEO and majority owner of Semco Partners, a Brazilian company best known for its radical form of industrial democracy and corporate re-engineering.〔Wherrett, Rob ''The Compleat Biz'' (2009) Reroq Publishing ISBN 978-0-9561305-0-1, p. 94〕 Under his ownership, revenue has grown from 4 million US dollars in 1982 to 212 million US dollars in 2003 and his innovative business management policies have attracted widespread interest around the world. ''Time'' featured him among its Global 100 young leaders profile series published in 1994 while the World Economic Forum also nominated him. ''The Wall Street Journal'' ''America Economia'', The Wall Street Journal's Latin American magazine, named him Latin American businessman of the year in 1990 and he was named Brazilian businessman of the year in 1990 and 1992. ''Virando a Própria Mesa'' ("Turning Your Own Table"), his first book, became the best selling non-fiction book in the history of Brazil. He has since written two books in English on the transformation of Semco and workplace re-engineering: ''Maverick'', an English version of "Turning Your Own Table" published in 1993 and an international bestseller, and ''The Seven Day Weekend'' in 2003. ==Semco 1980–1990== Semler went to work for his father's company, originally called Semler & Company, then a mixer and agitator supplier in São Paulo. Semler clashed with his father, Antonio Semler, who supported a traditional autocratic style of management whereas young Semler favoured a decentralised, participatory style. Furthermore Ricardo favoured diversification away from the struggling shipbuilding industry, which his father opposed. After heated clashes, the son threatened to leave the company. Rather than see this happen, Antonio Semler resigned as CEO and vested majority ownership in his son in 1980 when Ricardo was 21 years old. On his first day as CEO, Ricardo Semler fired sixty percent of all top managers. He began work on a diversification program to rescue the company. A fainting spell when he was 25 inspired him to want a greater work-life balance for himself and his employees. Attempts to introduce a matrix organisational structure in 1986 failed to achieve desired improvements. In the late 1980s, three engineers at Semco proposed setting up a Nucleus of Technological Innovation (NTI) to develop new businesses and product lines which Semler endorsed. At the end of the first six months, NTI had identified 18 such opportunities. Following the success of this initiative, satellite units were encouraged throughout Semco. By the late 1980s, these satellite units accounted for two-thirds of its new products and two-thirds of its employees. 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Ricardo Semler」の詳細全文を読む スポンサード リンク
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