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This is a practical guide to the open-book philosophy model of business management - a model that bridges the gap between concern for people and rigorous performance measurement and improvement. The book explains how to identify a company's critical numbers, how to bring its often complex financials down to Earth, and how to set up a system that gets everyone in the business working to improve performance. It describes how companies, both large and small, have actually implemented open-book management: how they started, how they overcame organizational obstacles and how they taught employees to understand the business. Detailed chapters examine how to employ the innovative managerial tools and techniques for open-book management, such as: electronic scoreboards; bottom-up budgeting; employee-designed bonus plans; and collaborative "games" designed to attack business problems. John Case is the author of "Open-Book Management: The Coming Business Revolution" and editor of the newsletter, "Open-Book Management Bulletin".