Creating An "Open-Book" Organization:
Where All Employees Think And Act Like Business
how-to-do book describes in detail the open-book
concepts and provides models, templates, processes
and examples of how to transform your employees
into business partners...focused on profit and cash.
Published by AMACOM Books
Here To Order
Also Available in German!
The purpose of this book is
to provide your company with an unstoppable competitive
advantage...the ability to transform your employees into
It describes a detailed
model of key management practices that creates the capability
and desire within each employee to think, act, and be treated
like a business partner. Once transformed, these employee
partners focus their efforts and energy on the profitability,
growth, and cash position of the company.
In order for employees to
think and act like business partners they must have the
same perspective as business partners. They must be provided
the same business information as business partners, receive
the same emotional job satisfaction for participating in
goal setting, problem solving and decision making, and share
in the financial reward as business partners.
An "Open-Book" organization
refers to the state an organization is in when:
1. Each employee understands
what the organization must do to be successful.
2. Each employee understands
their role in achieving those financial and operational
3. All employees are involved
in the goal setting process.
4. Problem solving and decision
making are conducted by those closest to the issues.
5. Success is celebrated and
rewards shared by all who participate.
This book offers insight
and techniques that integrate your human resource initiatives
such as compensation, education, quality focus, and customer
satisfaction into a single cohesive force. This integration
aims directly at the source of employee involvement and
participation. It transforms the workplace and the employees
in it. It creates a working environment that enables each
employee to reach their true potential and rewards them
for doing so.
The future of employee involvement
is portrayed in this book. The models, templates, and management
practices presented in this book help employees make the
transition from a job mentality to a career mentality. They
create a satisfaction system within the company culture
that offers the opportunity of ownership and partnership:
ownership of a career and partnership in a company.
In any successful organization,
every employee has to be committed to the business process
if it is to exist past the first change of direction caused
by the economy. This commitment comes from a partnership
that is developed through implementation of key management
practices...a partnership in the design & management
of the business process and a partnership in the results.
In the end, an employee partnership
can only be developed if the people decide for themselves
to participate in the effort. And they will do so only if
they see the potential for their needs to be met by partnering
with the organization. The model of key management practices
creates an open organization with a culture that can weather
the storms of economic change and emerge from each one stronger,
faster, and more intelligent than the competition.
The focus of this book is
on the issue of transforming employees into business partners.
Key elements covered in this practical, how-to book are:
Creating A Partnership:
The concepts, theory and practical application defined in
this book work to create a workplace that is rich in satisfaction.
Each management practice contains within it an aspect that
provides either a strong social or material reward for participation
and results. These management practices are matched with
fundamental laws of human psychology, producing satisfaction
systems that provide a basis for the risk/reward relationship
which, in turn, creates a partnership.
Creativity is essential
to achieving and maintaining a competitive edge. The models
and templates inject into the organization the elements
needed to create the potential for breakthrough thinking
in each employee.
is critical to successful empowerment and the ability to
make solid business decisions. The Education model takes
employee education beyond profound knowledge into the realm
of local wisdom, where each employee understands the link
between their performance and the company's objectives.
The ability to link individual performance measurements
to company profitability is fundamental in developing employees
into business partners. This ability allows each employee
to see how their daily action contributes to the profitability
of the company. This linkage of action to profit is called
line-of-sight and is clearly represented, perhaps for the
first time, in a model called the Line-Of-Sight Linkage
Real-Time Performance Reporting:
Performance information cannot be used to make accurate,
solid decisions unless it is timely and relates performance
to cost and other financial measure. Until now, this has
not been achieved by most organizations. The performance
reporting templates provide a tool that each employee can
utilize to track and report their own contribution to the
organization's plan...and calculate the financial benefit
Empowerment & Alignment
of Individual Responsibility. Empowerment is clearly
defined and put in it's proper place as an aspect of partnership.
Each aspect of the management model is shown to embody and
support the concrete and conceptual aspects of empowerment.
A three step process for actualizing the concept of empowerment
is presented for use, complete with forms. This process
culminates in the description of a group activity that develops
personal commitment on the part of each employee and aligns
this commitment with the company's business objectives.
Designing Effective Incentive
Rewards. Creating the appropriate incentive that addresses
both employee and company needs can be a daunting task.
Often, the underlying understanding of psychology is missing
and the result is an incentive compensation plan that fails
to engage the employees. In this book, key incentive compensation
plan designs are compared to the model of key management
practices and evaluated for effectiveness. The Reward System
Selector process which includes seven forms and templates
helps the reader select the appropriate incentive compensation
plan for their organization and culture.
Chapter 1. Successfully
Competing In The New Economy
Chapter 2. Fundamental
Alignments Necessary For An Open Organization
Chapter 3. The E4 Management
Practices And Employee Partnership
Chapter 4. The R4 Employee
Expectations In An Open Organization
Chapter 5. E1-Educate:
The Management Practice R1-Roles:
The Employee Expectation
Chapter 6. E2-Enable:
The Management Practice R2-Rights: The Employee Expectation
Chapter 7. Developing
Line-Of-Sight Capabilities Through Information Sharing
Chapter 8. E3-Empowerment:
The Management Practice R3-Responsibilities:
The Employee Expectation
Chapter 9. E4-Engage:
The Management Practice R4-Rewards:
The Employee Expectation
Chapter 10. Incentive
Compensation Plans: Choosing The Right Reward System for