Abstract

The case examines how SRC Holdings, a key player in the engine and parts remanufacturing market in the US, turned itself around by implementing the ‘Open Book Management’ philosophy. The case gives an overview of the evolution of SRC and the problems that necessitated the adoption of the OBM philosophy. Details of how and why SRC opened its financial books to employees and made them partners in the business are given. The case then discusses the evolution of SRC’s ‘Great Game of Business’ (GGOB) system. It examines the company’s unique organi-zational culture that emerged on account of implementing OBM and GGOB. The case also reviews the benefits SRC reaped on account of the OBM and GGOB initiatives.

Learning Objectives

The case is structured to achieve the following Learning Objectives:

• Get an insight into the automotive engine and parts remanufacturing market in the US Understand the impact of an organization’s strategic problems on its divisions and employees.

Keywords

SRC Holdings, key player, remanufacturing, US, Open Book Management, philosophy, evolution, SRC, adoption, OBM philosophy, financial books, Great Game of Business, GGOB