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Ricardo Semler

Ricardo Semler

CEO Semco partners & best selling author

Best known for his radical form of industrial democracy and corporate re-engineering, former CEO of Semco, Ricardo Semler is internationally recognized as a catalyst of cultural change leading to employee-empowered leadership. He urges leaders to let go of ‘control’ and create the ecosystem for constant innovation. He promoted the hybrid style of working long before it became a necessity.

His words always leave you with questions to reflect on how to disrupt the commonly accepted concepts and step into a future of human-centric management style for exponential engagement and growth.

As the best-selling author of the classic Maverick, The Seven-Day Weekend and Semco Style, Semler advocates for leadership to rewrite their corporate narratives to be driven by values of trust, self-management and creativity. For bold innovators, Semler proposes a way to run a workplace that leads to greater productivity and greater flexibility for managers and employees alike. And for business leaders everywhere, he offers fresh alternatives to business as usual that inspire creative solutions to modern management problems.

Story

In 1980, Ricardo Semler became head of his father’s company in Brazil. That was the moment he began his decade-long quest to create the perfect organization. He studied and then implemented ‘corporate democracy’: a way of working that bans hierarchy, and allows employees to design their own jobs, select their supervisors and define pay levels. With success!
Under his ownership, revenue grew from 4 million US dollars to 212 million dollars. It shouldn’t come as a surprise that his innovative business management policies have attracted major interest around the world.
In 2016, he co-founded the ‘Semco Style Institute’, which is intended to teach entrepreneurs and business people how to implement this people-centric management style in their own companies. The institute helps people to find the right way to apply Semler’s principles until they are part of the companies’ DNA.

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