10 Principles of Open Business: Due for publication February 2014 by Palgrave Macmillan, coauthored by David Cushman and Jamie
Burke. PLEASE DOWNLOAD THE DOC.X VERSION OF THIS IF YOU INTEND TO FILL IT IN.
Thank you for giving up your time to help with this project. Please forgive the impersonal nature of this initial interview form. Please use it to answer as fully as possible. While we cannot guarantee inclusion in full in the finished book, we’d very much like to include you - at the very least - in the acknowledgements for your generous support. But please note your answers may very well be included in the book. Where possible I will follow up with you with interviews either by email, phone or in person and appreciate in advance the time you are giving this. Your answers can help to change business (and other organisations) for the better, and as a result, the world. Don’t be constrained by the boxes – write for as long as you choose, create additional boxes if there are areas you would like to expand on. If you can’t answer some sections, that’s fine too. At the end of this document you will find the synopsis of the book along with our definitions of the 10 Principles which I hope will help focus your responses and give you a clearer understanding of the project. Please try to complete and send back to me at email@example.com as swiftly as you are able and in any event by March 31, 2013. Best regards David Cushman, 2013.
Your name, role and contact details
Business name and sector. Provide a url if relevant please.
What does Open Business mean to you? (Please see definitions in our synopsis if unclear)
Which of the 10 Principles have you been able to apply with greatest effect in your business? What was your ambition in applying it? If you have applied more than one with significant success, consider copying this document and completing for each principle.
For more information contact David Cushman: firstname.lastname@example.org, | +44(0)7736 353590. Skype: david.cushman | Twitter @davidcushman |www.linkedin.com/in/davidcushman http://www.9010group.com/open-business-2/the-10-principles-of-open-business
| +44(0)7736 353590. in what way? If not yet.9010group.cushman | Twitter @davidcushman |www.linkedin. Skype: david.com/open-business-2/the-10-principles-of-open-business
.com/in/davidcushman http://www.com.10 Principles of Open Business: Due for publication February 2014 by Palgrave Macmillan.what are your priorities and ambitions with this?
Does Open Business and its 10 Principles create any new roles in their company? If so what could their titles and remits be and who would best fill them?
Would you recommend other businesses consider how they operate in the light of what you have learned?
Where would you recommend they start?
For more information contact David Cushman: davidpcushman@gmail. coauthored by David Cushman and Jamie Burke.
What have the benefits been?
What difficulties have you faced in applying open business?
Can you identify where value has been created in applying the principle that has worked best for you?
What critical KPI's does your company have that Open Business responds to? What measures have you applied to identify success and/or value? Do you have an ROI? Can you put a figure on savings made or new business won (for example)? What specific industry disruptions does your company face today that Open Business responds to?
Do you feel it has given you a competitive advantage? If so. do you expect it to?
Do you intend to apply others of the 10 principles .
. challenging. rather than as it once was. from raising capital to delivering innovation) would you choose to recreate your organisation as it is now? The 10 Principles of Open Business is intended as a serious. wide-ranging but ultimately practical guide to organisational design for the 21st Century. This is organisational design which takes account of the world as it actually is. | +44(0)7736 353590.com.linkedin. through practical experience. if you publish results can you share turnover and annual profit?
Have you experienced.10 Principles of Open Business: Due for publication February 2014 by Palgrave Macmillan.cushman | Twitter @davidcushman |www. where is it based/does it operate. Skype: david.
Do you have a tip for anyone trying to bring any of the principles to life?
Can you share some details of your business . openness and meaning from the relationships organisations have with their stakeholders.
For more information contact David Cushman: davidpcushman@gmail. coauthored by David Cushman and Jamie Burke. The Principles are founded on hands-on experience built on the facts of today’s economy – one which demands ever greater connectedness. a natural order / sequence of the 10 principles or natural pairings? Do you think there are principles missing from our list? What does Social Business leave unfinished or incomplete that Open Business finishes?
How much of your success do you attribute to your open approach?
What have we missed? Is there anything else you would like to add?
If you were starting your business today knowing what you now know about how new technologies have disrupted traditional business processes (from marketing to customer service.9010group. eg how many people does it employ.
cushman | Twitter @davidcushman |www. Skype: david. Formerly Co-Founder of Open Business Consultancy 90:10 Group. Businesses starting today build on the 10 Principles from the word go. We provide a practical way to assess the reader’s own organisation and help them take first steps towards becoming an Open Business. leap-frogging the tick-box exercise of simple implementation of social technologies. permanent member of the Financial Times Judgment Call panel.
For more information contact David Cushman: davidpcushman@gmail. The 10 Principles acknowledge an epoch-making shift and deliver a way in which its impact need no longer be dealt with on an issue-by-issue basis. Google.9010group. 2012. companies that outperform their sector are 30% more likely to identify ‘Openness’ as a key factor in their success with particular benefits for collaboration and innovation. Global thought-leader: Keynote at CeBit. 3 years in Open Business. Ex journalist. coauthored by David Cushman and Jamie Burke. Former Director of Social Media at Brando Social. providing case studies and interviews with leading proponents along the way. author The Power of the Network. According to IBM’s CEO survey in May 2012. Many of its biggest failures aren’t and won’t be.com/open-business-2/the-10-principles-of-open-business
. Reactive piece-meal tactics have created a permanent state of panic-ridden catch-up for many in which learnings are lost in silos and failures swept under carpets. Founding member of the Open Business Council. 25 years in business. This places them at significant competitive advantage over those who are not seeking to apply the principles for legacy or other reasons. Former Digital Development Director at Bauer Media. Businesses unwilling to respond face increasing disruption and competition. Through the 10 Principles of Open Business we define how businesses and other institutions must adapt to both survive and thrive. Apple and Amazon among the more famous.linkedin. The 10 Principles of Open Business are the holistic strategic solution.com/in/davidcushman http://www. They do so because the principles are self-evident to those growing up in our networked world. 13 years in digital business. They know they are simply the most effective way of taking greatest advantage of the world as it exists today.
David Cushman: Strategy Partner at Social Business and Marketing Consultancy The Social Partners. Hannover. Why is this important and why now? Many of the greatest success stories of the 21st Century are built on multiple Open Business Principles.com.10 Principles of Open Business: Due for publication February 2014 by Palgrave Macmillan. | +44(0)7736 353590. 5 Years in Social Media. They make organisations future-ready like never before. Companies are 50% more likely to outperform their rivals and grow sustainable profit following this approach. according to McKinsey.
com/in/davidcushman http://www. coauthored by David Cushman and Jamie Burke. More effective knowledge management Improved internal and external collaboration and idea generation Lower (distributed) risk through networks of partners. Led product and market development across EMEA recruiting and developing teams to deliver revenues of £3. 5 Years in Social Media. Founding member of the Open Business Council. the impact of the connected.9010group. | +44(0)7736 353590. Microsoft Advertising. Bupa. Rolex. Practical experience in delivering Open Business with Tesco. Practical experience in delivering Open Business with Hermes. Durex. 10 years in digital business. Global thought-leader: Respected blogger and regular speaker at events across Europe. Mastercard etc.
For more information contact David Cushman: davidpcushman@gmail. 12 years in business. scalable power of open innovation. Honda Europe. Microsoft Advertising. Carlson Wagonlit Travel. Tesco etc
Introductory chapters: I. II.10 Principles of Open Business: Due for publication February 2014 by Palgrave Macmillan. Honda Europe. General Business benefits:
Applying the Principles offers: Better market and customer knowledge Better fit with customer need. III. Defining an Open Business: One which is designed to scale through participation and in doing so makes partners of its customers. Jamie Burke: Co-Founder of Open Business Consultancy 90:10 Group. A greater sense of doing business that benefits the society in which you operate A greater sense of customer and employee ‘ownership’ through the democratisation of business Raised levels of trust – and customer and employee loyalty and satisfaction which derives from this More attraction and retention for the right talent and customers.cushman | Twitter @davidcushman |www. 3 years in Open Business. open capital and networked/platform organisations. First Capital Connect.com. The Co-operative.5m in less than three years. Citrix. open data.linkedin. Skype: david. Accelerated more successful innovation.com/open-business-2/the-10-principles-of-open-business
. Mastercard. The Open Economy. Evidence-based decision making New access to capital.
The following lists the 10 Principle chapters.com. Eg Disney (To use our imaginations to bring happiness to millions) eg Google ( To organise the world's information and make it universally useful. brief definition and an example straw model of potential case studies and the goal state legend.com/in/davidcushman http://www. Mission statements simply enshrine the requirement to deliver shareholder value. 2. Open capital: Definition: Using crowd-funding platforms or principles to raise capital through micro-investments Goal State (Scores 5/5): The organisation is 100% crowd-funded Worst Case (Scores 1/5): All funding comes from ‘big capital’ – VCs. Each chapter will include interviews with leading and high-profile proponents. conducted by the authors. Skype: david. institutional shareholders – concentrating power over the organisation and its aims in those institutions.com/open-business-2/the-10-principles-of-open-business
. Chapters 1-10 The 10 Principles Of Open Business In each chapter we will define and describe one principle and define a ‘Goal State’ legend by which the reader can benchmark their own organisation.cushman | Twitter @davidcushman |www. Purpose: Definition: Purpose is the why.9010group. 100% of your actions are aligned with and express that purpose. Your products / services are proof of that shared purpose. Your new competitors and those who are yet to emerge will find it easier to scale.) Disney has out-performed Warner by 7:1. Worst Case: (Scores 1/5) The number one reason your business exists is to make money. react to and meet customer need as a result of launching with the 10 Principles as their start point. Goal State (Scores 5/5): You have a clear ‘Why’ of the organisation – why it exists (what is it about the world you are trying to put right/fix etc).linkedin. Everyone who knows of you knows of your purpose. their titles. Each Principle’s chapter to include case studies of success with that specific principle and list solid business benefits.
1. For more information contact David Cushman: davidpcushman@gmail. coauthored by David Cushman and Jamie Burke. | +44(0)7736 353590.10 Principles of Open Business: Due for publication February 2014 by Palgrave Macmillan. Case Studies: Jim Collins and Jerry Porras write in Built to Last that organisations driven by purpose outperform the general market 15:1 and comparison companies 6:1. it is the belief which all your stakeholders share and to which all your organisation’s actions are aligned. Google is the fastest growing company of all time.
(Source BlurGroup. May 2012). 908 briefs had been received .com) More than half of CEOs (53 percent) are planning to use technology to facilitate greater partnering and collaboration with outside organisations. Sharability: Definition: Packaging knowledge for easy and open sharing both internally and externally Goal State (Score 5/5) Knowledge/thought leadership in all formats is created in such a way that it can be easily and readily published openly. media companies) to create value by building. (Source Prosper. Your staff act as an enabling platform for participation from outside the org. Worst Case (Score 1/5) You employ staff to fulfil every function of the enterprise. Creative commons is the default. The app makers get 70% of the sales value on each download made via the app store. Networked organisation Definition: The organisation functions as a platform connecting internal networks to the external for a common purpose Goal state (Scores 5/5): No more than 1 in 10 in your organisation’s ecosystem are employees – the rest partner with you from outside the organisation.
For more information contact David Cushman: davidpcushman@gmail. Share functions are built into each document/asset. Case Studies: TikTok watch: Traditional routes to capital failed to find a backer for this innovative iPod nano/watch. slightly more than half of the CEOs interviewed planned to partner extensively.com) 3.com) Apple’s iPhone and iPad have demonstrated the value of a networked organisational approach. In 2008.000 individual backers on Kickstarter (a crowd-funding site) proved old capital wrong.linkedin. | +44(0)7736 353590.com.10 Principles of Open Business: Due for publication February 2014 by Palgrave Macmillan.com/open-business-2/the-10-principles-of-open-business
. To July 12. 2012. Case Studies: BlurGroup. They wanted the watch so provided the funds. Skype: david. while 52 percent are shifting their attention to promoting greater internal collaboration.com: Has now funded £363m in personal loans in a peer-to-peer model illustrating that success with Open Business principles applies as readily to regulated industries as in more laissez faire sectors.cushman | Twitter @davidcushman |www. Supply and demand in perfect unison. More than 13.9010group. Now.com is a Global Services Exchange which connects a worldwide network of experts to respond to briefs from multinational clients.08bn (Source Apple. Apple resources provided a platform to enable those outside the org (developers.the largest worth $5m. brands. 4. (Source: Kickstarter. more than two-thirds intend to do so.com/in/davidcushman http://www. and shared. marketing and selling apps. coauthored by David Cushman and Jamie Burke. The app store’s market cap value (the value this delivered to apple) as of December 2011 was ITRO $7. (Source IBM CEO Survey.com) Prosper.
IBM has developed a full line of implementation. (Source IBM. Skype: david. CEO Angela Ahrendts says: “You have to be totally connected with everyone who touches your brand. Case Studies: Yammer: Internal enterprise social tool Yammer has been deployed to connect employees in 200. If you’re not I don’t know what your business model is going to be in five years. Shell. and migration services and facilitated thousands of migrations to Linux.000 companies worldwide (including the likes of DHL. Case Studies: O’Reilly Media: Sharing what you know pays dividends – even when it’s all you’ve got to sell: When O’Reilly removed the DRM anti-sharing mechanism on its e-books it saw a rise of 104% in sales within a year. Internal/external comms are rarely distinguished.cushman | Twitter @davidcushman |www. middleware.000 employees with one third using the tool. coauthored by David Cushman and Jamie Burke. measured: “a risk-adjusted return on investment of 365 per cent with a payback period of 4.9010group. Worst Case (Scores 1/5) Knowledge created in the organisation stays within the organisation. | +44(0)7736 353590. CapGemini. and service products.” (Source.3 months and $5. It has served tens of thousands of customers with hardware. Connectedness: Definition: Connecting all employees internally to one another and externally through open social media Goal State (Scores 5/5) All employees are using open social media daily for external connection and applying it to make best use of the synchronous/asynchrynous opportunities of the global web.com)
5. Over 500 IBM software products run natively on Linux.com/in/davidcushman http://www.com. Anything published outside is done so with extensive copyright protections in place. Worst Case (Scores 1/5) Social media is actively discouraged during working hours. Internal comms are one-way broadcasts from the centre and kept strictly internal. (Source BoingBoing.” Burberry’s social strategies have been credited with a 10% rise in same-store sales (source: beingpeterkim.com) IBM and Linux: In 1999 IBM announced its support for the Linux operating system and has remained among the largest contributors to this open source ever since. The return: Linux is supported on all modern IBM Systems.10 Principles of Open Business: Due for publication February 2014 by Palgrave Macmillan.7 million in net present value. support. A Forrester report on the total economic impact of deploying such a social tool over a 3 year period in a company of 21.com) For more information contact David Cushman: davidpcushman@gmail. 7-11). Forrester Research) Burberry: Going further – and externally – this global luxury brand has committed to being the first ‘digital end-to-end’ company.linkedin.com/open-business-2/the-10-principles-of-open-business
cost savings. and the criteria on which they are based. are shared openly Goal State: (Scores 5/5) Decision making is done openly. Eg apis. Worst Case (Score 1/5) Data is jealously guarded and kept secret. Skype: david.000 relevant documents. Open Innovation: Definition: Innovating with partners by sharing risk and reward in the development of products. Transparency: Definition: Decisions. | +44(0)7736 353590. In addition to financial returns. For this they turned to their readers – who delivered scoop after scoop. Case Studies: The Telegraph published stories about MPs breaking expenses rules but it was The Guardian who used the Freedom of Information Act to open up the data . the study revealed qualitative benefits including greater efficiencies.
8. The challenge was resourcing the analysis of that data. They saw an ROI of 182 percent with payback in less than two months.cushman | Twitter @davidcushman |www.com. coauthored by David Cushman and Jamie Burke.forcing the release of 700.com/in/davidcushman http://www. (Source: Forrester)
7. Worst Case (Score 1/5) All developments are made in secret and internally.9010group. stakeholders and anyone wishing to hold the org to account. Case Studies: Syngenta: When multinational agribusiness Syngenta adopted open innovation processes Forrester compared the total economic impact compared to traditional closed methods of innovation. and productivity. Board meetings (within legal constraints) are open to all and offered as a webcast/webinar. All data is searchable internally and externally. product or comms design are made in collaboration with people outside the org in an organisationally-appropriate co-creation process. with the process exposed to all employees. 6. Competitive advantage is believed to reside in ownership rather than collaboration.com/open-business-2/the-10-principles-of-open-business
For more information contact David Cushman: email@example.com. services and marketing Goal State (Scores 5/5) 100% of developments in service. Open data: Definition: Making your data freely available to those outside your organisation who can make best use of it Goal State (Scores 5/5) Any data generated or collected by the organisation is made publicly available where there is a possibility that sharing this data can create additional public good. forcing a step-change in the accountability of UK MPs.10 Principles of Open Business: Due for publication February 2014 by Palgrave Macmillan.
The retail giant is taking transparency so seriously it has launched a sustainability index to openly show how its supply chains can be judged against the following criteria: To be supplied 100 percent by renewable energy. Skype: david.cushman | Twitter @davidcushman |www. And that’s not including its supply chains. | +44(0)7736 353590.10 Principles of Open Business: Due for publication February 2014 by Palgrave Macmillan. Trust: Definition: Mutually assured reliance on the character. and cultural benefit Goal State (Scores 5/5) 100% of all key decisions (within legal constraints) are made by and with those charged with implementing them in collaboration with partner-customers (members) and/or wider supporters of the organisation. To create zero waste.9010group. Records are shared only as required by law. customers and partners for their mutual social. or truth of the partnership
For more information contact David Cushman: davidpcushman@gmail. Members of relevant sustainability lobbies sit on key decision-making bodies within Walmart to hold the company to account. Walmart turns over $444bn a year and employs more than 2m people." In January 2012 Co-operatives UK published a report which showed four years of growth.com/in/davidcushman http://www. Secretary General. The idea of sharing profits with those who are involved in the business is now widely recognised (but) few companies do it as well as the co-operative sector.in the UK's co-operative economy (turning over £35.com) 9. Around 1 billion people are members of co-operatives around the world. strength. Member led: Definition: Your organisation is structured around the formal co-operation of employees. outperforming the UK's GDP over the same period by 21 per cent. ability.com. Worst Case (Score 1/5) All key decisions are made at board level and imposed downwards on those charged with implementing them.6bn).com/open-business-2/the-10-principles-of-open-business
. Stakeholders and customers are considered only in the context of what can be gained from them. economic. In the Uk the group is represented by the ASDA retail chain. (Source: Walmartstores. coauthored by David Cushman and Jamie Burke. Co-operatives UK said "In a tough economy. Worst Case (Scores 1/5) Decisions are made behind closed doors without explanation. mass ownership is a perfect business strategy because you have your customers and workers onside. Its sustainability strategy will deliver £800m in savings by 2020. To sell products that sustain people and the environment.linkedin. 10. Case Studies: The Co-operative movement: Ed Mayo.
Case Studies: PR company Edelman publishes a Trust Barometer each year. Trust levels are measured at sub 10%.linkedin.9010group..com.
For more information contact David Cushman: davidpcushman@gmail. Worst Case (Scores 1/5).” We agree – and believe the 10 Principles of Open Business are the best route to achieving this. 90% of new business is generated by peer recommendation.10 Principles of Open Business: Due for publication February 2014 by Palgrave Macmillan. A global survey by WPP and the Futures Company “. employees have 100% trust in your organisation’s mission and motives as measured in 360-degree surveys.com/open-business-2/the-10-principles-of-open-business
. Skype: david. found that the (most trusted) brand in each of the 22 countries we researched was nearly seven times more likely to be purchased and consumers were 10 times more likely to have formed a strong bond. | +44(0)7736 353590. Goal State (Scores 5/5). partner-customers (members).” Edelman’s report concludes that to win trust – and ultimately recruit and retain customers: “Business must align profit and purpose for business benefit.com/in/davidcushman http://www. The 2012 survey found that if a company lacks trust people are more inclined to believe negative things they hear about it and trade less with them as a result. 90% of new business is generated through marketing spend..cushman | Twitter @davidcushman |www. coauthored by David Cushman and Jamie Burke. Stakeholders.