Opinions vary as to what defines a “classic” business book. My own opinion is that it offers insights and counsel that are of timeless value. To paraphrase Bernard of Chartres, a 12th century monk, their authors are the shoulders upon which each new generation of leaders stands. For example:

Open-Book Management: The Coming Business Revolution
John Case
HarperCollins (1995)

Open-book management — revealing a company’s financials and other critical data to employees and educating them on what those numbers mean — still seems pretty revolutionary to many companies. That’s surprising.

More than two decades after this book was published (and 24 years after Jack Stack and Bo Burlingham wrote The Great Game of Business—about the success of OBM at Springfield Remanufacturing Corp.)—hundreds of companies have used the practice to improve employees’ engagement, sense of ownership, and creative thinking on everything from new products to cost efficiencies. (And yes, payroll can stay under the kimono.)

It sounds like common sense that if employees understand how their employer operates and how their own jobs contribute to the success of that operation, then they can work smarter and better align with the company’s goals.

If you’re still dubious, Case explains persuasively why, as well as how, it all works.