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People are too keen to follow standard preconceptions of how organisations should work. All too often, we feel that we are unable to make changes and so hope that someone, somewhere in your organisation knows what we are doing and what the overall aim is.

Ricardo Semler

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Ricardo Semler
Age: 65
Born: 1959
Born: January 1
Businessperson
Fictioneer
Writer
Sao Paulo
Feels
Somewhere
Organisations
Work
Standards
Preconceptions
Make
Changes
Organisation
People
Follow
Keen
Hope
Overall
Often
Unable
Someone
Standard
Feel
Aim

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The key to getting work done on time is to stop wearing a watch.
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If we do not let people do things the way they do, we will never know what they are really capable of and they will just follow our boarding school rules.
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The best way to invest corporate profits is to give them to the employees.
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Forget socialism, capitalism, just-in-time deliveries, salary surveys, and the rest ... concentrate on building organizations that accomplish that most difficult of all challenges: to make people look forward to coming to work in the morning.
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Growth and profit are a product of how people work together.
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A high percentage of organisations develop a military rationale, whereby only a very small number of people make all of the decisions. There is little wonder, then, that people aren't keen to get out of bed and come to work on a Monday morning.
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Human nature demands recognition. Without it, people lose their sense of purpose and become dissatisfied, restless, and unproductive.
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For a company to excel, employees must be reassured that self-interest, not the company's, is their foremost priority. We believe an employee who puts himself first will be motivated to perform.
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The key to management is to get rid of the managers.
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Every one of us has learned how to send emails on Sunday night. But how many of us know how to go a movie on Monday afternoon. You've unbalanced your life without balancing it with someone else.
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If you look at any kind of modern organization and you think, 'What are the foremost tools of power?' You will find that it is information.
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The purpose of work is not to make money. The purpose of work is to make the workers, whether working stiffs or top executives, feel good about life.
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Man is by nature restless. When left too long in one place he will inevitably grow bored, unmotivated, and unproductive.
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I once worked it out - after $12 million, all millionaires are the same. That's because we're all humans, confined to human scale. How many homes can you live in? How many meals can you eat? You can have a living room the size of a cathedral, but you won't live in it. It's too big.
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Once employees feel challenged, invigorated and productive, their efforts will naturally translate into profit and growth for the organisation.
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It is not socialist, as some of our critics contend. It isn't purely capitalist, either. It is a new way. A third way. A more humane, trusting, productive, exhilarating, and, in every sense, rewarding way.
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Large, centralized organizations foster alienation like stagnant ponds breed algae.
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There are companies which are prepared to change the way they work. They realize that nothing can be based on what used to be, that there is a better way. But, 99 percent of companies are not ready, [they are] caught in an industrial Jurassic Park.
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People are responsible adults at home. Why do we suddenly transform them into adolescents with no freedom when they reach the workplace?
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The era of using people as production tools is coming to an end. Participation is infinitely more complex to practice than conventional corporate unilateralism, just as democracy is much more cumbersome than dictatorship. But there will be few companies that can afford to ignore either of them.
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