Reviews for Reinventing the workplace

The average rating for Reinventing the workplace based on 2 reviews is 4 stars.

Review # 1 was written on 2018-10-26 00:00:00 Juan M Castro Tapia I read much of this book, and it's companion, "The Open-Book Experience". I was seeking for a way to get my employees more engaged, and this was just what I was looking for. I own a small assisted living company with about 12 good employees. But I want to get more out of them in a way that really affects the financial success of my company. So, I formulated my profit-sharing plan and completed the other details Mr. Case recommended. Yesterday, I presented the plan to the employees. I was nervous disclosing my financials at first, but they really got involved as we discussed them. And when we calculated the profitability of a full building, they started to understand how much that could mean to them. If we maxed out our profit, they could get an extra 3-4 paychecks/year for bonuses. They got really excited about it, and immediately started voicing some great ideas. And I was able to turn the tables on them and tell them to make it happen. I am really excited about this experiment. My hope is that they become more engaged, act like owners, and treasure every interaction as a marketing opportunity. The measure of the success is easy: what is our census? If we are always full with a waiting list, this effort will be a smashing success. Stay tuned. I should have something to report in the second half of 2013.

Review # 2 was written on 2014-07-23 00:00:00 Edward Holyan Open-Book Management, by John Case, presents a new management philosophy of converting any company’s hired hands into businesspeople. This new approach of running a company treats people like ‘adults’, rather than ‘kids’, who can make their own decisions on what needs to be done instead of being told by managers on what to do. Open-Book Management (OBM) system is broken down into four principles that need to be established in a company’s culture so that it reaps the fruits of this system: 1. Get financial and operational information out to all in the company, 2. Business literacy; train people to understand and use the information, 3. Empowerment with brains; hold people responsible and accountable for their decisions, and 4. Give people a stake in the company’s success (or failure). The book presents numerous case studies on the success of OBM for companies, some of which are amongst Fortune 500, in addition to testimonies of many executives on the positive change that had affected their companies’ bottom lines after applying the OBM. Although it varies in implementation depending on the complexities of different industries, I feel that OBM is able to transform how employees perceive their value in their workplace. Consequently, if perception of self-value moves in the right direction, employees will think as businesspeople not as hired hands. As Richard Branson says: “Take care of your employees, and they’ll take care of your business”! I recommend the book for any executive or C-level person facing problems with employees engagement at work, and, more importantly, struggling with red lines in his financial statements.