Only two things grow for the sake of growth: businesses and tumors. — Ricardo Semler Copy Share Image
Human nature demands recognition. Without it, people lose their sense of purpose and become dissatisfied, restless, and unproductive. — Ricardo Semler Copy Share
The purpose of work is not to make money. The purpose of work is to make the workers, whether working stiffs or top executives,… — Ricardo Semler Copy Share
There is no contest between the company that buys the grudging compliance of its work force and the company that enjoys the enterprising participation… — Ricardo Semler Copy Share
One of the things that is very silly - and I hear from educators all the time - is that schools essentially teach kids… — Ricardo Semler Copy Share
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… — Ricardo Semler Copy Share
If you look at any kind of modern organization and you think, 'What are the foremost tools of power?' You will find that it… — Ricardo Semler Copy Share
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… — Ricardo Semler Copy Share
People are responsible adults at home. Why do we suddenly transform them into adolescents with no freedom when they reach the workplace? — Ricardo Semler Copy Share
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… — Ricardo Semler Copy Share
The era of using people as production tools is coming to an end. Participation is infinitely more complex to practice than conventional corporate unilateralism,… — Ricardo Semler Copy Share
Large, centralized organizations foster alienation like stagnant ponds breed algae. — Ricardo Semler Copy Share
In life, we do not give employees enough leeway. If you look around Semco's office, there are plenty of empty desks. The question is… — Ricardo Semler Copy Share
