De la empresa democrática

Este es un documento vivo que presenta casos de empresas democráticas de diversa índole.


Los valores de Igalia, en su web [2001]

Sus valores: estructura plana, software libre e innovación. Apela también a la responsabilidad a diferentes niveles: Internoprofesional y social.

Leading by omission, Ricardo Semler [2005]

Sus valores: participación, reparto de beneficios e información. Cobertura en mi blog.

Three pillars, Martin Fowler [2011]

Los 3 pilares sobre los que pivota ThoughtWorks: Sustainable Business, Software Excellence, and Social Justice.

Why your company should have a creed, Matt Mullenweg [2011]

La ideología y valores de Automatic, la empresa detrás de wordpress.

Why I run a flat company, Jason Fried [2011]

Los valores de 37signals, la empresa detrás de basecamp y Ruby On Rails.

Valve Handbook for new employees, su web [2012]

«Screwing up is a great way to find out that your assumptions were wrong or that your model of the world was a little bit off. As long as you update your model and move forward with a better picture, you’re doing it right. […] There are still some bad ways to fail. Repeating the same mistake over and over is one. Not listening to customers or peers before or after a failure is another. Never ignore the evidence; particularly when it says you’re wrong.»

Historia del cooperativismo, los indianos [2012]

Una breve introducción a los diferentes vectores que dieron origen al cooperativismo en diferentes partes del mundo.


Toyota Production System, Taiichi Ohno [1980]

Una revisión muy general de cómo Toyota producía coches en los 70/80 y por qué era revolucionario en su momento.

Managing without managers, Ricardo Semler [1989]

Cómo SEMCO, un conglomerado industrial, se reorganizó internamente hacia un modelo autogestionado, consiguiendo sobrevivir a una crisis y ampliar mercado.

Maverick, Ricardo Semler [1995]

La historia de la reconstrucción de un conglomerado industrial jerárquico a uno democrático. Cobertura en el blog.

Valve, Spontaneous Order, and the European Crisis, Yanis Varoufakis  [2013]

Varoufakis, economista en residencia de Valve, habla sobre la organización y la economía que se generan en la plataforma que han construido.

Hire by auditions, not resumes, Matt Mullenweg [2014]

«There’s nothing like being in the trenches with someone, working with them day by day. It tells you something you can’t learn from resumes, interviews, or reference checks. At the end of the trial, everyone involved has a great sense of whether they want to work together going forward. And, yes, that means everyone — it’s a mutual tryout. Some people decide we’re not the right fit for them.»

The year without pants, Scott Berkun [2014]

Cómo Automattic -la compañía detrás de WordPress- organiza su día a día. Es una poco habitual experiencia de «periodismo embebido». Obligatorio si estás interesado en cómo el teletrabajo y la autogestión pueden funcionar juntos.

Creativity, Ed Catmull [2014]

Catmull cuenta la organización de Pixar. Cobertura en el blog: La creatividad según Pixar, Ratatouille.

Makers VS Managers

Makers VS Managers, Martin Fowler [2005]

«Most ThoughtWorkers are quite busy enough doing client work to have much energy to think about the company’s operations and strategy. So we have an operational management team that concentrates on that. But there lies the problem. How do we avoid this operational management group turning into a traditional executive group who are distant from the day to day delivery issues?»

Maker’s schedule VS Manager’s schedule, Paul Graham [2009]

«The manager’s schedule is […] embodied in the traditional appointment book, with each day cut into one hour intervals. You can block off several hours for a single task if you need to, but by default you change what you’re doing every hour. [Makers], like programmers and writers, generally prefer to use time in units of half a day at least. You can’t write or program well in units of an hour. That’s barely enough time to get started.»

De la autonomía, Malcolm Gladwell [2013]

¿Qué aporta más: ser el líder de proyecto de una PYME o director ejecutivo de producto en una multinacional?