OUR WHY

We believe that the way most companies work is obsolete, and that work can be done in a way that’s better for the people involved – whether they’re clients or employees. There’s no denying that people-centric organizations are the future of work. And, we’re spearheading that transformation.

OUR EVOLUTION

1980s

Origin of experimentation.

21-year-old Ricardo Semler takes over the Semco Group, a mixer and agitator manufacturer in Brazil, from his father and democratizes the company.
Authors his approach in the best seller “Maverick: The Success Story Behind the World’s Most Unusual Workplace” in 1988.

2000s

Democratic management practices in action.

Delegating much decision-making power to the workforce, Ricardo Semler grows the company, Semco from 90 to 5000 employees, at an average revenue growth rate of 47%. Also achieves an employee turnover rate of just 2%.
Shares his experiences in the book – “Seven Day Weekend: A better way to work in the 21st Century”.

2015

Semco Style framework evolves from practice to theory.

Ricardo Semler joins hands with three Dutch entrepreneurs.
Engage academicians and behavirol scientists to design the framework based on practices.

2016

Semco Style Institute Netherlands incorporated with a purpose to take Semco Style practices global.

2018

SemcoStyle Institute India founded.

NOW

Presence in all continents

OUR PHILOSOPHY

Unlike other management styles, the Semco Style wasn’t built from theory to practice. Instead, it’s the other way around, going from practice to theory. It’s not a static methodology, but a live framework that gets updated with new practices and practical examples from companies all over the world, working with similar principles.

It is not prescriptive and the current context of your company plays a huge role in deciding how you adopt the Semco Style framework. The key to bringing out lasting change in your management isn’t replicating an existing approach. Instead it promotes the idea of customizing these best practices to derive solutions that fit specific organization’s singular needs.

We say, “Don’t implement Semco Style but learn, adopt and build your own style.”