Example: Semco 

First, a little background about Semco, a Brazilian company that has gained attention for its unique organizational structure and management philosophy. Semco also provides a notable example of how companies can work with unions to create a more collaborative and inclusive workplace culture.

Founded in 1953 as a traditional manufacturing company, Semco has evolved into a highly innovative and decentralized organization that places a strong emphasis on employee empowerment and engagement.

In the 1980s, the son of Semco's founder, Ricardo Semler, implemented a series of radical changes to the company's operations, including the elimination of traditional hierarchies and the implementation of self-managing teams

One of the notable features of Semco is its relationship with labor unions. Semco established a partnership with the Metalworkers' Union in São Paulo, Brazil, which represented many of Semco's employees. Under this partnership, Semco allowed the union to participate in the company's decision-making processes and negotiate on behalf of the workers

The partnership was successful in improving working conditions and increasing productivity at Semco. It also helped to establish a more collaborative and inclusive corporate culture. Today, Semco is often cited as a company that successfully integrated unions into its operations, creating a more equitable and sustainable business model

Semco's commitment to transparency and open communication can help to build trust and foster positive relationships between management and union.

The leader of some of the most militant workers explained on television, “Brazil had only one trustworthy boss - Ricardo Semler and Semco.” (Semler, 1991, p.235)

Semco is known for creating extreme stakeholder alignment with workers (and stakeholders in general). This entails creating generous profit-sharing schemes with employees and giving them the authority to decide how they want to share it.

It is to be noted that employees often decide to just split it equally amongst the people, regardless of pay level

Treat adults as adults - inclusion even in tough situations

The key is to treat workers as adults, who can take on responsibilities to solve complex issues

Ricardo Semler emphasizes the importance of giving unions a voice, keeping all lines of communication open, and being in a continuous dialog. “The ostrich that buries its head in the sand has a bigger problem than a limited vision: (...).” (Semler, 1991, p.102

Key takeaways 

• When workers feel that they have a say in how their work is done and are able to take responsibility for their tasks, they are more likely to be engaged and committed to their work.
• This can reduce (or even eradicate - Ni Wa) conflicts between management and labor and create a more cooperative work environment.
• By sharing information and involving workers in decision-making processes, companies can demonstrate that they value and respect their employees, which can help to create a more supportive and collaborative work culture.

https://www.corporate-rebels.com/blog/worldwide-strikes