Maverick

In this summary you will learn

• How “participative management” can transform your company
• How rules stifle employee creativity
• Why flexibility and open-mindedness should govern corporate policies

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Why you should read Maverick

Ricardo Semler calls himself a maverick, but he’s actually a visionary. Semler, now 49, was way ahead of the curve 25 years ago when he radically altered the structure and philosophy of his father’s company, Semco. Long before most businesses acknowledged that employees were thinking, feeling human beings and not timecard-punching robots, Semler rebuilt the infrastructure at Semco, eliminating layers of bureaucracy and allowing employees to decide their own fates. They determined their own schedules, pay scales and dress codes. Semler drastically reduced paperwork; he restricted memos, for example, to a single page. He believed that empowered employees, freed of their corporate shackles, would be motivated, creative and productive. You may find some aspects of that approach unrealistic or totally impractical for your organization. You may even think Semler is crazy. At the very least though, getAbstract believes executives should give careful consideration to his approach. His innovations are still relevant, even a quarter of a century later.

About the Author

Ricardo Semler, CEO of Semco since 1982, is the author of The Seven Day Weekend.