????非營利組織知識共享（Creative Commons）、在線文檔儲存分享社交網站Scribd、數字圖書館古騰堡工程（Project Gutenberg）和版權分享組織Copyleft創立的目標都是幫助年輕領導人提出改變世界的創意和解決方案。越來越多的勞動者在這種鼓勵冒險和直抒胸臆的文化中獲得了成功。

????那么其他組織怎樣才能鼓勵這種行為？他們必須重塑自己的企業，以便讓員工共同應對未來的挑戰。我相信，在“開源”軟件開發在全球收獲巨大進步和創新的情況下，企業也將效仿這種模式進行調整。

????以下步驟將開啟公司向“開源”管理模式的轉型：

????1.將變革的責任從首席執行官轉向企業員工

????一旦首席執行官退居幕后并將企業變革的責任交付給員工，他們就會開始以企業家的思維進行思考。即使只有10%的員工參與其中，也會匯聚巨大的能量。為了實現這個目標，我們搭建了一個名為“我的藍圖”（My Blueprint）的社交網絡，讓經理們共享他們對特定商業領域的計劃，并接受來自其他8,000名同事的反饋，其中不僅有上級同事，也有下級同事。

????2.創造一種包容的文化

????全體員工都必須感受到公司對他們的珍惜，知道不管自己的職位、所在部門和任職年限如何，公司都會聽取和考慮自己的創意。2007年，我們推出一個名為“價值門戶”（Value Portal）的工具，用以連接HCL員工和客戶。在這個論壇里，參與者可以分享創意，提出反饋意見，表達贊賞。我們挑選出最終的創意并通過這個門戶網站向客戶進行展示。

????3.對員工保持公開透明

????管理透明的表現形式多種多樣，但都需要一個自由和開放的信息分享系統，從而讓員工確信公司毫無隱瞞。如果雇主對員工做到了開誠布公，員工們能夠更加容易地建立起對管理者的信任。為了做到這一點，有些企業分享詳細的財務信息。有些公布員工的工資和貢獻，而其他則在公司的維客（wiki.）上公布業績評價。

????我們推出了一個年度活動——方向（Directions），公司的高管團隊成員親自與所有員工進行面對面交流，討論公司的戰略和方向。我們鼓勵所有員工暢所欲言，了解他們對公司的貢獻。我們還使用一個名為“我和你”（U&I）的博客論壇，讓員工們直接向首席執行官建言獻策。在這個論壇上，一切問題、擔憂和評論以及回應都向所有人公開。

????但是作為第一步，管理人員需要克服權力下放的恐懼。

????安納德?皮萊是HCL Technologies的人才發展業務全球主管。

????譯者：秋閑

????Creative Commons, Scribd, Project Gutenberg, Copyleft are all built to enable young leaders to emerge with ideas and solutions that stand to change the world. A growing legion of workers is flourishing in work cultures that encourage taking risks and speaking out.

????So how do other organizations embrace this kind of behavior? They must redefine their organizations to enable employees to collectively tackle the challenges of the future. I am convinced that this shift will be modeled after "open source" software development, which has yielded tremendous progress and innovation on a global scale.

????Here's how to start the transformation to an "open source" management model:

????1. Transfer the responsibility of change from the CEO to the company's employees

????When the CEO steps back and places the onus of organizational change onto the employees, they start to think like entrepreneurs. Even if only 10% of employees participate, this is a massive amount of energy. To do this, we created a social network called "My Blueprint" that allows managers to share plans for their specific business areas and receive feedback from another 8,000 colleagues, including those both above and below them in the hierarchy.

????2. Create a culture of inclusiveness

????All employees must feel valued and know their ideas are heard and considered, regardless of their title, department, and number of years at the company. In 2007, we launched a tool called Value Portal that connects HCL employees and customers. In this forum, participants can share ideas and give feedback and approval. The best ideas are chosen and then showcased to customers through the portal.

????3. Be transparent with your employees

????Transparency can come in several forms, but it requires a free and open system of sharing information so that employees feel their company has nothing to hide. When an employer is open and direct with their staff, employees can more easily trust their managers. Some companies share detailed financial information. Some disclose employee salaries and contributions, while others publish performance reviews on a company wiki.

????We created an annual event, Directions, at which our senior leadership team meets in person with all employees to discuss strategy and direction. Each employee is encouraged to ask any question to understand his or her contribution to the company. We also use a blogging forum called U&I that allows employees to make suggestions directly to our CEO. Questions, concerns, and comments and their responses are visible to everyone.

????As a first step, managers need to overcome the fear of losing control.

????AnandPillai is the global head of talent transformation at HCL Technologies