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This case describes the history of a ''non-traditional'' business group, Semco, starting from the 1980s, when Ricardo Semler assumed responsibility for the company and triggered a genuine revolution in terms of management practices. Since then, Semco''s workforce has grown from 90 to 2,500 employees and its annual turnover climbed from US$4 million to US$160 million in 2001. The secret for transforming a conventional workplace into an unconventional hive was given: giving up control.