新实践：提高透明度能巩固客户忠诚度

    目前，科技使各家公司不仅可以扩大、缩小自己数据与问题可见性的深度和广度，还能决定其他人的参与程度。

    暴露自己的弱点，同时公开习惯上会向客户、合作伙伴和投资人隐瞒的信息，讨论他们一直在努力应对却始终无法解决的问题，借此，公司将可以和各方（通常会保持一定距离），甚至在同一公司内的不同部门之间，建立起更深入的关系。通过这种主动的信息披露，公司可以了解他们尚未意识到的问题，同时获得帮助，进而解决这些问题。

    这正是零时差计划（Zero Day Initiative，ZDI）的初衷。零时差计划于2005年启动，由惠普公司（Hewlett-Packard）运营。世界各地的安全研究人员，只要他们能够发现并且负责任地披露企业软件的漏洞，就会获得这项计划提供的奖励。这项计划不会隐瞒漏洞，也不会对独立黑客施压，所有主要软件供应商将他们的产品暴露给参与该计划的“红客”和安全专家，并从中获益。

    要想了解透明的价值，公司必须思考以下问题：如果其他人知道了我的计划，访问了我的数据，他们能做到哪些之前无法做到的事情？通过披露我的数据，我能从中得到哪些之前无法得到的好处或价值？

    透明能促进创新——比如美国国防部高级研究计划局（DARPA）最近宣布公开DARPA源代码的做法。在一份公开声明中，DARPA项目经理克里斯•怀特解释，将DARPA资助项目的源代码和数据访问权放开会“让更多专家可以帮助政府快速开发相关软件。”虽然现在还无法预测这项举措的效果，但可能利用这个数据宝库开发的商业应用已经成为互联网上的热门话题，这一点从理论上证明，透明将使所有各方从中受益。

    再回到Uber的例子。Uber对游戏规则非常清楚。如果一名参与者知道更多信息之后的做法，能够让他们自己和生态系统中的其他人受益，此时，保持透明便显得更为关键。（财富中文网）

    本文作者约翰•哈格尔三世是德勤咨询公司的董事，同时也是硅谷德勤创新领先中心联合主席。本文约翰•希利•布朗是德勤创新领先中心独立联合主席。

    译者：刘进龙/汪皓

    Now, technology allows companies to scale both the depth and breadth of visibility to their data and issues and also scale the level of participation from others.

    By becoming vulnerable, opening up what companies traditionally hide from customers, partners and investors, and talking about the issues they have struggled with and haven't been able to solve, companies can develop deeper relationships with those often kept at arm's length, even other groups within the same company. Through this exposure, the company can learn about problems they don't know they have and get help solving those issues.

    That's the premise behind the Zero Day Initiative (ZDI), a program run by Hewlett-Packard (HPQ) and launched in 2005 that rewards security researchers from around the globe for identifying and responsibly disclosing enterprise software vulnerabilities. Rather than hide vulnerabilities and clamp down on independent hackers, all the major software vendors benefit from exposing their products to the deep community of white hat hackers and security specialists that participate in the program.

    To understand the value of transparency, companies have to ask the question: What was someone able to do as a result of knowing my plans and accessing my data that they couldn't have done otherwise? What benefit or value did I get as a result of exposing my data that I wouldn't have been able to get otherwise?

    Transparency allows for innovation -- consider the recently announced release of DARPA source code. In a public statement, DARPA program manager Chris White explained that opening up access to the source code and data from DARPA-funded projects would "increase the number of experts who can help quickly develop relevant software for the government." While it is too early to know what the results will be, the Internet was buzzing over the potential commercial applications to be built on this "treasure trove" of data, in theory a case of transparency benefitting all parties.

    And returning to our Uber example, it isn't just knowing the rules of the game. Transparency matters when a participant is able to act, to the benefit of themselves and others in the ecosystem, as a result of knowing the bigger picture.

    John Hagel III, director in Deloitte Consulting LLP, is the co-chairman of the Deloitte Center for the Edge based in Silicon Valley. John Seely Brown is the independent co-chairman of the Deloitte Center for the Edge.