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"Read even the first chapter of this extraordinary book and you'll find yourself cheering, screaming, jumping up and down with excitement. The companies described in this book are decades ahead of the reengineers -- and you don't need to be a Bill Gates or a Jack Welch to put their ideas into practice today." -- George Gendron, editor in chief, Inc.
"Companies that practice open-book management seem to have captured some sort of lightning in a bottle." -- Chris Lee, Training
"This book should be required reading in corporate America." -- Chicago Tribune
"If you want to give your preconceived notions a good kick in the you-know-where, give Case the opportunity to articulate the merits of open-book management." -- Entrepreneur
Open-book management is not so much a technique as a way of thinking, a process that actively involves employees in the financial life of the company. Numerous companies have already found that employees who are informed and aware of the company's financial situation are motivated to seek solutions to problems and assume a greater degree of responsibility for its performance. John Case begins by examining the current competitive climate and the history of established management techniques. He shows how the traditional treatment of workers as "hired hands" with little involvement or responsibility beyond their own area is no longer effective in today's ever more competitive global environment.
Case clearly and carefully explains the principles of open-book management: timely sharing of crucial financial information with employees; educating the employees to understand and apply the information; empowering employees to apply the information to their own work; and offering employees a stake in the successful implementation of their ideas. Open-book management will take different forms at every company, Case notes, but he offers a wide range of suggestions and guidelines for implementing these principles. He concludes with a series of in-depth case studies, featuring companies of various sizes and financial situations that have successfully implemented open-book management. Open-Book Management is the indispensable guide to teaching employees how to think and act like owners.
- Sales Rank: #747560 in Books
- Published on: 1996-04-12
- Released on: 1996-04-12
- Original language: English
- Number of items: 1
- Dimensions: 8.00" h x .51" w x 5.31" l, .45 pounds
- Binding: Paperback
- 224 pages
Review
"Companies that practice open-book management seem to have captured some sort of lightning in a bottle."--Chris Lee, "Training Magazine""Case can illuminate business strategies with a single piercing sentence.""--New York Times Book Review""What a sensible and timely idea--to treat people like adults and surround them with enough business information to do the right thing."--Rosabeth Moss Kanter, author of "When Giants Learn to Dance
From the Publisher
An editor of Inc. magazine explains the powerful management tool that is revolutionizing American business--describing how and why it works and illustrating how all companies can utilize it to realize higher profits.
From the Back Cover
Companies are in business to make money. The paycheck of every employee depends on a company's success. But typically, only a few top managers see, understand, and base their actions on the numbers - the financials - that show how the business is faring. Everyone else is just supposed to do as they're told. Does this make sense? Maybe it did once, argues John Case in this pivotal new book. But in today's competitive and fast-changing marketplace, successful businesses need employees who work smart as well as hard. They need employees who understand how the company makes money and how they themselves can contribute to the bottom line. The key: open-book management. Open-book management is the business revolution that's the logical culmination of TQM, reengineering, teams, and most other management innovations of the past two decades. As companies all over the country are discovering, it gets everyone on the payroll focused on business success. It provides the ingredient - one practitioner calls it the "want-to" - that's been missing from every other how-to approach. Step by step, John Case lays out the logic and the basic ideas of open-book management. He shows how it works in dozens of different companies, from big manufacturers, such as Chesapeake Packaging, to tiny service companies, such as Phelps County Bank. He describes the experience of open-book pioneers - including world-renowned Springfield ReManufacturing Corp., with its "Great Game of Business" - and recent converts, such as Sprint's Government Systems Division.
Most helpful customer reviews
22 of 24 people found the following review helpful.
It's Here...It's Now...It's Happening
By Robert Morris
When Open-Book Management was first in 1995, its subtitle suggested "The Coming Business Revolution." Well, that "revolution" has arrived and author John Case deserves much of the credit. In the Introduction, however, he makes it crystal clear that open-book management is NOT a panacea, is NOT a substitute for TQM or reengineering or any other operational overhaul, and is NOT a single system. In essence, open-book management helps companies to create a shared environment in which everyone understands that they are competing in a marketplace, trying to make money. But for whom? Frequently, effective ownership has been limited to relatively few people. In privately-held companies, usually to a single person and/or to a family. Presumably Case agrees with Al Ehrbar (author of EVA) that the traditional concept of "ownership" must be re-defined so that everyone involved in a given enterprise assumes personal responsibility for adding value. Hence the importance of recognition of peak performance but also the importance of financial incentives. "What's in it for me?" is a quite legitimate question. Given the increasingly greater impact of globalization, the information revolution, and what Case calls "entrepreneuralization", companies must find new and better ways to answer that question. For Case, each company needs a mission, a strategy. "But more than anything else it needs eager, willing employees, people who have a reason to care about their employer's prosperity and who know how to help it succeed."
Ultimately, the measurable value of open-book principles will be determined by several factors: The extent to which a company modifies them to accommodate its own circumstances; the extent to which employees in that company (top to bottom) commit to the program, once devised; and the extent to which everyone involved shares equitably (NOT equally) in the rewards.
Those who admire this book as much as I do will presumably want to read (if they have not already read) The Open-Book Field Book and The Open-Book Experience. These two books develop in much greater detail the material first introduced in Open-Book Management. Also, they provide an absolutely essential guide to deriving maximum benefit from John Case's wisdom and experience.
14 of 16 people found the following review helpful.
This is THE KEY to successful management!
By Eric Kassan
What do TQM, reengineering, empowerment, teaming, and even six sigma have in common? They all implement parts of open-book management. And that's the reason they all have spotty records- they were successful when they, accidentally, incorporated enough of the rest of open-book management.
The principle here is very simple- instead of your company or division relying on only the handful of minds at the top of the organization to improve the company, it treats all the employees as adults with brains and encourages everyone to work for the company's benefit. This also has the effect of reducing or eliminating office politics since everyone's pulling in the same direction.
How? Fortunately the process is pretty simple, though it needs to be tailored to each business. The pieces are:
1. Giving employees all relevant financial information,
2. Giving employees training to understand the financial information,
3. Giving employees appropriate responsibility for the numbers under their control, and
4. Giving employees appropriate stakes in the outcomes (through bonuses, stock, options, etc.).
11 of 12 people found the following review helpful.
Employees at open book companies act (and profit)like owners
By A Customer
Case shows, with many examples from open book companies, that companies' performance really takes off (or pulls out of jeopardy) when they organize to:
1. Give all their financial information to all employees;
2. Teach employees to understand it; and
3. Give employees a financial stake in how the company performs.
In summary, experience shows that employees at open book companies act like owners. Case shows exactly how to do it.
Give this book to your boss!
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