Ricardo Semler

As of late 2016, Semler was involved in the foundation of other ventures which intends to teach other entrepreneurs and businesspeople how to implement a people-centric management in their companies called Semco Style Institute where people are formed to find the right way to apply Semler's principles, and Leadwise where people learn via online courses about all the people based management styles available (Including Semler's principles described in his book Maverick, Holacracy, Teal Organizations, etc), they also analyze success cases of companies from different industries and countries where this kind of methodology was applied.

Semler has been Vice President of the Federation of Industries of Brazil and a member of SOS Atlantic Forest, the leading environmental defence organisation in Brazil. He founded The Ralston-Semler Foundation and the Lumiar School, a democratic school where children from 0 to 14 years old engage in projects of their interest. There are three such schools — one in the city of São Paulo and two in the vicinity of Campos do Jordão, in the state of São Paulo.

As of 2003, Semco had annual revenue of $212 million, up from $4 million in 1982 and $35 million in 1994, with an annual growth rate of up to 40 percent a year. It employed 3,000 workers in 2003, as opposed to 90 in 1982. The company's units include:

His second book, The Seven-Day Weekend: Changing the Way Work Works was published in 2003.

Semler has reduced his involvement in Semco in the past decade to pursue other activities. He wrote a book Maverick on his experience at Semco which became a worldwide bestseller in 1993.

After dramatic restrictions on liquidity instituted by Brazilian president Fernando Collor de Mello to combat hyperinflation in 1990, the Brazilian economy went into a severe downturn, forcing many companies to declare bankruptcy. Workers at Semco agreed to wage cuts, providing their share of profits was increased to 39%, management salaries were cut by 40% and employees were given the right to approve every item of expenditure.

As Semco grew, Ricardo Semler received a great deal of recognition. He was named Brazilian businessman of the year in 1990 and in 1992, and the World Economic Forum named him as one of the Global Leaders of Tomorrow. A high-profile committee appointed by CIO Magazine featuring Tom Peters, Jim Champy and Michael Hammer selected Semco as one of the most successfully re-engineered companies in the world. The BBC included Semco in its series on Reengineering the Business for creating one of the most successful management structures in business.

Attempts to introduce a matrix organisational structure in 1986 failed to achieve desired improvements.

After heated clashes, the son threatened to leave the company. Rather than see this happen, Antonio Semler resigned as CEO and vested majority ownership in his son in 1980 when Ricardo was 21 years old. On his first day as CEO, Ricardo Semler fired sixty percent of all top managers. He began work on a diversification program to rescue the company. Semler experienced health issues, culminating in a fainting spell at a pump factory (Baldwinsville, New York) when he was 25. After seeing a doctor at the Lahey Clinic (Boston), he was diagnosed with an advanced case of stress. This inspired him to want a greater work-life balance for himself and his employees.

In the late 1980s, three engineers at Semco proposed setting up a Nucleus of Technological Innovation (NTI) to develop new businesses and product lines which Semler endorsed. At the end of the first six months, NTI had identified 18 such opportunities. Following the success of this initiative, satellite units were encouraged throughout Semco. By the late 1980s, these satellite units accounted for two-thirds of its new products and two-thirds of its employees.

Ricardo Semler (born 1959 in São Paulo) is the CEO and majority owner of Semco Partners, a Brazilian company best known for its radical form of industrial democracy and corporate re-engineering. Under his ownership, revenue has grown from 4 million US dollars in 1982 to 212 million US dollars in 2003 and his innovative business management policies have attracted widespread interest around the world. Time featured him among its Global 100 young leaders profile series published in 1994 while the World Economic Forum also nominated him. The Wall Street Journal America Economia, The Wall Street Journal's Latin American magazine, named him Latin American businessman of the year in 1990 and he was named Brazilian businessman of the year in 1990 and 1992. Virando a Própria Mesa ("Turning the Table on Yourself"), his first book, became the best selling non-fiction book in the history of Brazil. He has since written two books in English on the transformation of Semco and workplace re-engineering: Maverick, an English version of "Turning Your Own Table" published in 1993 and an international bestseller, and The Seven-Day Weekend in 2003.