管理权下放：劳动新军呼唤开源管理

    非营利组织知识共享（Creative Commons）、在线文档储存分享社交网站Scribd、数字图书馆古腾堡工程（Project Gutenberg）和版权分享组织Copyleft创立的目标都是帮助年轻领导人提出改变世界的创意和解决方案。越来越多的劳动者在这种鼓励冒险和直抒胸臆的文化中获得了成功。

    那么其他组织怎样才能鼓励这种行为？他们必须重塑自己的企业，以便让员工共同应对未来的挑战。我相信，在“开源”软件开发在全球收获巨大进步和创新的情况下，企业也将效仿这种模式进行调整。

    以下步骤将开启公司向“开源”管理模式的转型：

    1.将变革的责任从首席执行官转向企业员工

    一旦首席执行官退居幕后并将企业变革的责任交付给员工，他们就会开始以企业家的思维进行思考。即使只有10%的员工参与其中，也会汇聚巨大的能量。为了实现这个目标，我们搭建了一个名为“我的蓝图”（My Blueprint）的社交网络，让经理们共享他们对特定商业领域的计划，并接受来自其他8,000名同事的反馈，其中不仅有上级同事，也有下级同事。

    2.创造一种包容的文化

    全体员工都必须感受到公司对他们的珍惜，知道不管自己的职位、所在部门和任职年限如何，公司都会听取和考虑自己的创意。2007年，我们推出一个名为“价值门户”（Value Portal）的工具，用以连接HCL员工和客户。在这个论坛里，参与者可以分享创意，提出反馈意见，表达赞赏。我们挑选出最终的创意并通过这个门户网站向客户进行展示。

    3.对员工保持公开透明

    管理透明的表现形式多种多样，但都需要一个自由和开放的信息分享系统，从而让员工确信公司毫无隐瞒。如果雇主对员工做到了开诚布公，员工们能够更加容易地建立起对管理者的信任。为了做到这一点，有些企业分享详细的财务信息。有些公布员工的工资和贡献，而其他则在公司的维客（wiki.）上公布业绩评价。

    我们推出了一个年度活动——方向（Directions），公司的高管团队成员亲自与所有员工进行面对面交流，讨论公司的战略和方向。我们鼓励所有员工畅所欲言，了解他们对公司的贡献。我们还使用一个名为“我和你”（U&I）的博客论坛，让员工们直接向首席执行官建言献策。在这个论坛上，一切问题、担忧和评论以及回应都向所有人公开。

    但是作为第一步，管理人员需要克服权力下放的恐惧。

    安纳德•皮莱是HCL Technologies的人才发展业务全球主管。

    译者：秋闲

    Creative Commons, Scribd, Project Gutenberg, Copyleft are all built to enable young leaders to emerge with ideas and solutions that stand to change the world. A growing legion of workers is flourishing in work cultures that encourage taking risks and speaking out.

    So how do other organizations embrace this kind of behavior? They must redefine their organizations to enable employees to collectively tackle the challenges of the future. I am convinced that this shift will be modeled after "open source" software development, which has yielded tremendous progress and innovation on a global scale.

    Here's how to start the transformation to an "open source" management model:

    1. Transfer the responsibility of change from the CEO to the company's employees

    When the CEO steps back and places the onus of organizational change onto the employees, they start to think like entrepreneurs. Even if only 10% of employees participate, this is a massive amount of energy. To do this, we created a social network called "My Blueprint" that allows managers to share plans for their specific business areas and receive feedback from another 8,000 colleagues, including those both above and below them in the hierarchy.

    2. Create a culture of inclusiveness

    All employees must feel valued and know their ideas are heard and considered, regardless of their title, department, and number of years at the company. In 2007, we launched a tool called Value Portal that connects HCL employees and customers. In this forum, participants can share ideas and give feedback and approval. The best ideas are chosen and then showcased to customers through the portal.

    3. Be transparent with your employees

    Transparency can come in several forms, but it requires a free and open system of sharing information so that employees feel their company has nothing to hide. When an employer is open and direct with their staff, employees can more easily trust their managers. Some companies share detailed financial information. Some disclose employee salaries and contributions, while others publish performance reviews on a company wiki.

    We created an annual event, Directions, at which our senior leadership team meets in person with all employees to discuss strategy and direction. Each employee is encouraged to ask any question to understand his or her contribution to the company. We also use a blogging forum called U&I that allows employees to make suggestions directly to our CEO. Questions, concerns, and comments and their responses are visible to everyone.

    As a first step, managers need to overcome the fear of losing control.

    AnandPillai is the global head of talent transformation at HCL Technologies