Kees Pater doubled the size of the Dutch cookie factory he bought in 2004. But a not-so-sweet management lesson really changed things.
Pater's opaque and top-down management approach was stressing everyone out, including himself. His angst finally landed him in rehab for four weeks.
During his time off he worried that, without him there to lead the troops, the cookie business would crumble. But to his surprise, no such thing happened.
People came to work. Product shipped. Revenue was generated. Tick tick tick for an entire month. All without any input from him.
So Kees Pater made a radical decision: he turned his company's org-chart upside-down. The frontline staff would make all the important decisions and he would be a support and resource person.
The first step was teaching business acumen to every baker and mechanic, making clear every cost involved in baking a box of cookies. Everyone learned how to read the company's financial statements and how they themselves impact profitability.
Today, those team members are all happier, healthier and wealthier. And Pater has unwittingly become an advocate of a wonderful movement known as Open Book Management.
Color Accounting 总裁