Open Book Management (OBM)
Our Experience
OBM was introduced in January 2000.
In the intervening short period of time:
- The effects of numerous brains working "on the business” rather than one working "on the business” and numerous working "in the business” are evident in lots of ways
- Managerial decision-making abilities and managerial skills have been absorbed by team members
- Significant advances have been made in the delegation of managerial functions and responsibilities
- Team members know that they can "make a difference”
- Team members know that it is up to them to suggest and refine solutions, not merely identify the problems/issues
- Productivity has increased
- The "feeling in on things” factor has increased dramatically
- The average period of retention of team members has increased (a major saving of costs)
- Practice development has grown
- Profit has increased
- Job satisfaction has improved – as measured by responses to team member satisfaction surveys.
- New ideas and services have been generated
- Client numbers have grown
Our implementation methodology (developed in-house) and structured monthly management process has delivered the valuable facets of:
- Team members having "ownership” of the system/framework.
- Ensuring that suggestions/decisions are followed up and actioned/implemented.
- Ensuring that focus is maintained on the strategic objectives.
- An evolving system – eg there needs to be an absorption of business management and self management elements before team members are able to make management decisions, and have those responsibilities delegated to them, individually or collectively.
Our system is a combination of a lot of the best or most applicable features from a range of other incentive arrangements besides the OBM/Great Game of Business system.
Read about OBM perspectives from our team.
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