In the latest episode of Semco Style Stories, the Indian housekeeping and cleaning company CAERE takes us through its transformation journey. After 20 years in the business, CEO and founder Christopher Blessing felt an urge to change things up. Being at the center of an organization that offers its services in almost two dozen cities comes with a great deal of challenges. Even a 100-hour workweek would by no means cover the time needed to micromanage all establishments. Hence, a personal and organizational deep dive was necessary to bring the focus back to the mission the company set out to pursue, and mold it to meet current aspirations.
In a new episode of Semco Style Stories, telecommunication company Australian Radio Towers (ART) shared their path towards becoming Semco Style. As a former family-owned business, ART has been no stranger to flat organizational structures since its inception in 1973. With Andrew Price taking over the family business in 2009, it has grown into a large organization that’s experienced many different organizational structures over time. Read about their journey of implementing Semco Style, the challenges they faced, the opportunities that emerged from that, and their personal experiences from diversifying the organization.
Understanding the difference between equal and fair, read how 10Pines, an Argentinian software company, pioneered adopting an Agile approach in business. What does it take to maintain a culture of trust and commitment during growth? Starting out as a small group of firm believers in working Agile, Jorge Silva and his team continuously rebelled against traditional businesses with low quality, commitment and high turnovers. The question, however, is how a mindset prevailing in software development can be applied to an organizational design that involves management, profit-sharing, and decision-making. As software engineers who are trained in the principles of the Agile manifesto, the co-founders of 10Pines found the implementation of those principles in their business to be quite easy – especially in the beginning. People over procedures and collaboration over contracts seem logical in a small group of like-minded individuals. The challenges, however, came when they had to maintain that firm belief in times of growth.