Over the last decade companies have struggled to balance the human
dimension of business with the need to be aggressive, competitive,
and profitable. Of all the management solutions considered, one
philosophy, open-book management, has proven its power to transform
organizations and enhance morale and productivity again and
again.But what was it about a seemingly risky philosophy, in which
all of a company's financial numbers are revealed to every
employee, that compelled companies as dissimilar as
multibillion-dollar RR Donnelley and modest-sized Crisp
publications, to undertake such a drastic rethinking of company
management? Was it the increased profits other companies, such as
Amoco Canada, were experiencing due to their employees' new
financial involvement in the company? Or was it he improved
production that Bagel Works, Inc., and Dixie Ironworks, Inc.,
realized through employee joint accountability? Perhaps it was the
enhanced employee morale that still other companies were achieving
now that their employees were partners who designed their own bonus
packages. Likely, it was all these reasons and dozens more that
convinced hundreds of companies to adopt open-book management to
help reduce costs, improve quality, and boost sales, all while
creating an environment that reinvented and revitalized the role of
the employee.In this practical and highly accessible book, John
Case, the leading authority and foremost chronicler of open-book
management, shows how to put the open-book philosophy to work. The
Open-Book Experience explains how to identify critical numbers, how
to bring the corporate financials down to earth, and how to set up
a system that gets everyone in the business working to improve
performance. It describes how companies both large and small have
actually implemented open-book management--how they got started,
how they overcame obstacles, and how they taught employees to
understand the business. Using a step-by-step methodology gleaned
from the experiences of more than 100 successful companies, and
revealing tools and techniques such as electronic scoreboards and
collaborative "games," Case shows how open-book management can work
for any company wanting to bridge the age-old gap between concern
for people and the need for rigorous performance measurement and
improvement.
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