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O P I N I O N
Up the ante Open book management is a big card to play, but it puts everyone on your team at the table, and that’s where you want them to be.
O ne of the trendier ideas in management consulting as of late has been the concept of open book management. It can mean a lot of things to a lot of people, depending on who you ask. I believe that most stodgy engineering firms would be repulsed by our interpretation of what it means at BIG RED DOG. Luckily for us, we’ve been stodge free since we launched in 2009, so there is no harm and no foul in how we do it.
Will Schnier
needs to know what the business plan says and what goals have been set. Second, everybody needs to know how the firm’s performance is repulsed by our interpretation of what it means at BIG RED DOG.” “Open book management can mean a lot of things to people, depending on who you ask. I believe that most stodgy engineering firms would be
In my last article for The Zweig Letter I discussed our annual business plan process. Everything we do starts with our business plan. We firmly subscribe to the mindset that if we don’t know where we’re going, any road will take us there. So having the business plan and updating it every year should be table stakes for every engineering and architecture firm. In addition to your professional license, this is the minimum ante to see the cards dealt and to play the game. The leadership at our firm strongly believes that if you expect people to execute your business plan, they must know two things. First, everybody
See WILL SCHNIER, page 12
THE ZWEIG LETTER April 17, 2017, ISSUE 1196
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