In June 2005, decided Koldo Saratxaga, the leader of the Basque-based manufacturer Irizar luxury coach to leave after 14 years at the helm of the employee owned cooperative. Under Saratxaga Stewardship Irizar was saved from near bankruptcy in 1991 and has become a highly profitable market leader with 23.9% annual growth rate since 1991. The company opened a number of production as far-reaching as Mexico, Morocco, India, Brazil, China and South Africa. Irizar is called “a … Read more»

In June 2005, decided Koldo Saratxaga, the leader of the Basque-based manufacturer Irizar luxury coach to leave after 14 years at the helm of the employee owned cooperative. Under Saratxaga Stewardship Irizar was saved from near bankruptcy in 1991 and has become a highly profitable market leader with 23.9% annual growth rate since 1991. The company opened a number of production as far-reaching as Mexico, Morocco, India, Brazil, China and South Africa. Irizar called “a project based on people” and realized his success through a business model through a narrow product focus, strict quality control compliance, employees and other authorized a truly customer-focused organization identified. Irizar model is completely different from that of most other coaches industrial enterprises, given the absence of unions, departments, and hierarchy. All activities of self-managed teams (teams, for example, timetables and targets are responsible for setting their own work) done. Although Irizar model has worked fantastically well for over 14 years (since the arrival Sarataga), the question now is: Will the company continue to thrive without Saratxaga? Or Irizar success is due Saratxaga leadership?
Including color exhibits.
To maximize their effectiveness, color cases should be printed in color.
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from
Ramon Casadesus – Masanell,
Jordan Mitchell
Source: Harvard Business School
26 pages.
Release Date: 15, March 2006. Prod #: 706424-PDF-ENG
Irizar 2005 HBR case solution

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