Becoming Transparent is a Learned Skill

Posted December 14, 2012

Yes, this is one of the new words floating around these days. Consumers are demanding it, employees are demanding it – it is a new transparency climate. We don’t purchase anything without reading the rankings or reviews of it first online. And yes, you can find just about anything online about anything: The good, the bad and the ugly.

In an article called Winning in an Age of Radical Transparency (Harvard Business Review) by Daniel Goleman, the new transparency climate awards major points in reputation and image to companies that are willing to be more open. I’m even hearing stories about CEOs who have started blogging internally to better engage with their employees. I know plenty of firms where that is NEVER going to happen, and I do wonder whether that sort of transparency will come back to bite some of those blogging CEOs. Let me know what you are seeing on this new transparency climate.

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Ann Banning - Wright

CLIENT:	Large Engineering Firm
CHALLENGE:	Extend and secure new contracts in the area of Data Centers for telecommunication, finance and media industries.
RESEARCH:	Designed face-to-face interviews that reveal the challenges and the breakdowns that cause the most pain in data centers.
DISCOVERY OF UNTAPPED POTENTIAL:	Identified “downtime” as the most critical concern evidenced by a financial institution losing $260 million dollars a minute when their check processing centers went off line. A variety of well- intentioned vendors, designers, departments and process operators were responsible for getting back online but we discovered they were often working independently in silo’s – a cumbersome and inefficient response to an expensive problem.
HARNESS POTENTIAL:	Plucked individuals from across departments and disciplines to assemble a team dedicated to “Collaborative Design and Operations for Data Center Uptime. Newly formed team collaboratively built and marketed a unique practice promising result. Data Center Uptime Named the Offer > OnlinEnivronments. Specified all the moving parts of the OnlineEnvironments Design Solution and the cost benefit. Geography of Facility – Architecture and Engineering of Facility – IT Infrastructure and Facilities Management – Process Design and Outage Prevention Management
RESULTS:	Out-of-the-gate this untapped potential accelerated growth and generated 14million dollars of new revenue. This success demonstrates how a distinctive solution accelerates a company’s capacity to become market leaders, to choose their clients and to charge more for it. The optimum result of working with Bright Operations is the creation of a structural and operational eco-system that is sustainable over time, producing preferred transactions and smart market extensions over and over again. In other words, “Wow, we’ve done it again!”

Becoming Transparent is a Learned Skill

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Did you know… An experiment reveals that elephants not only cooperate but that they understand the logic behind teamwork. Now that’s a smart human lesson learned from the animal kingdom!

In his book, The Speed of Trust: The One Thing That Changes Everything, Stephen M. R. Covey writes that trust is an essential element in business: “When trust goes up, speed goes up while costs come down.” Conversely, “When trust goes down, speed goes down and costs come up.”

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Becoming Transparent is a Learned Skill

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