Open Book Management

Open-Book Management (OBM) is almost certainly the best communication approach organisations can adopt to dramatically improve productivity. Despite being around for about 20 years, and being enormously successful in many American private and public sector organisations, OBM has not really achieved the level of popularity it deserves, especially outside the US.

 

The concept involves all employees understanding the financial objectives and progress of the organisation and trusting them to manage the business by “the numbers”. It sounds simple, but in practice OBM requires a total change in the way an organisation is run. Many challenges will need to be overcome. For example, some managers will not wish to give sensitive financial information to employees; and in listed companies there may be concerns about the release of market-sensitive information before the stock exchange is notified. 

 

Employees at all levels need to be trained to understand the finances of the organisation, in particular the measures applicable to their own business units. Concepts such as operating income, gross margin, inventory turns, billable hours, cash flows and net revenue are not likely to be familiar to many employees.

 

Employees are trusted (“empowered”) to run the business in a way that goes beyond normal employee involvement. Communication about the progress of the business is largely about planning and achievement of the numbers.

 

A challenge of Open-Book Management, particularly in the public sector, is that if employees are responsible for dramatically improving the financial performance of their organisation, then they usually expect to get some share of the proceeds as a reward (“skip the praise, give us the raise” Jack Stack). This is typically done by profit or gain-sharing schemes. But in some cases, the opportunity to run their business units most productively will be enough reward for employees.

 

 

The Great Game of Business, Jack Stack, Currency Doubleday, 1992, paperback edition from the originator of the concept – “unlocking the power and profitability of open-book management” $US17

 

Open-Book Management: The Coming Business Revolution, John Case, Harper Business, 1995, paperback 1996, $US15

 

The Open-Book Experience: Lessons from over 100 Companies Who Successfully Transformed Themselves, John Case, Perseus, 1999, $US14

 

The Power of Open-Book Management: Releasing the true potential of people’s minds, hearts and hands, John P Schuster et al, Wiley, 1996, $US25

 

Open-Book Management: Creating an Ownership Culture, Thomas L Barton et al, Financial Executives Research Foundation, 1998 (paperback $US50)

 

Open-Book Management – Getting Started, Cathy Ivancic and Jim Bado, Crisp, Menlo Park, Calif., USA 1997 (Fifty Minute Series Book) $US11 (simple introductory workbook)

 

The Open-Book Management Field Book, John P Schuster et al, Wiley, 1997, $US35

 

The Great Game of Business Methodology, six implementation modules (e.g. Appraisal Module), The Great Game of Business Inc., Springfield, Missouri, USA (what you’ll need if your serious about implementing OBM)

 

Opening the Books, John Case, Harvard Business Review, March-April 1997 (“companies of all sizes are discovering the value of open-book management”)

 

Open Book Management – How companies are enhancing performance through financial openness, articles from James Shaffer and Ardith Rotz, Strategic Communication Management, April-May 1997

 

 

The Open-Book Management Newsletter, from Open-Book Management, Inc., John Case (editor), Boston, Mass., USA

 

Great Game Associates, Lakewood, Colorado, USA (site of authorized distributor of Great Game of Business resources including awareness seminars, coaches, methodology modules). Great Games Associates

 

Inc Magazine (inc.com) Guide: Open-Book Management

 

 

Strategic Communication Management 

(Melcrum, London and Chicago)

February / March 2006

 

Rodney Gray

Principal

Employee Communication & Surveys

Sydney, Australia