????目前,，科技使各家公司不僅可以擴(kuò)大、縮小自己數(shù)據(jù)與問(wèn)題可見(jiàn)性的深度和廣度,，還能決定其他人的參與程度,。

????暴露自己的弱點(diǎn)，同時(shí)公開(kāi)習(xí)慣上會(huì)向客戶(hù),、合作伙伴和投資人隱瞞的信息,，討論他們一直在努力應(yīng)對(duì)卻始終無(wú)法解決的問(wèn)題，借此，公司將可以和各方（通常會(huì)保持一定距離）,，甚至在同一公司內(nèi)的不同部門(mén)之間,，建立起更深入的關(guān)系。通過(guò)這種主動(dòng)的信息披露,，公司可以了解他們尚未意識(shí)到的問(wèn)題,，同時(shí)獲得幫助，進(jìn)而解決這些問(wèn)題,。

????這正是零時(shí)差計(jì)劃（Zero Day Initiative,，ZDI）的初衷。零時(shí)差計(jì)劃于2005年啟動(dòng),，由惠普公司（Hewlett-Packard）運(yùn)營(yíng),。世界各地的安全研究人員，只要他們能夠發(fā)現(xiàn)并且負(fù)責(zé)任地披露企業(yè)軟件的漏洞,，就會(huì)獲得這項(xiàng)計(jì)劃提供的獎(jiǎng)勵(lì),。這項(xiàng)計(jì)劃不會(huì)隱瞞漏洞，也不會(huì)對(duì)獨(dú)立黑客施壓,，所有主要軟件供應(yīng)商將他們的產(chǎn)品暴露給參與該計(jì)劃的“紅客”和安全專(zhuān)家,，并從中獲益。

????要想了解透明的價(jià)值,，公司必須思考以下問(wèn)題：如果其他人知道了我的計(jì)劃,，訪(fǎng)問(wèn)了我的數(shù)據(jù)，他們能做到哪些之前無(wú)法做到的事情,？通過(guò)披露我的數(shù)據(jù),，我能從中得到哪些之前無(wú)法得到的好處或價(jià)值？

????透明能促進(jìn)創(chuàng)新——比如美國(guó)國(guó)防部高級(jí)研究計(jì)劃局（DARPA）最近宣布公開(kāi)DARPA源代碼的做法,。在一份公開(kāi)聲明中,，DARPA項(xiàng)目經(jīng)理克里斯?懷特解釋?zhuān)瑢ARPA資助項(xiàng)目的源代碼和數(shù)據(jù)訪(fǎng)問(wèn)權(quán)放開(kāi)會(huì)“讓更多專(zhuān)家可以幫助政府快速開(kāi)發(fā)相關(guān)軟件?！彪m然現(xiàn)在還無(wú)法預(yù)測(cè)這項(xiàng)舉措的效果,，但可能利用這個(gè)數(shù)據(jù)寶庫(kù)開(kāi)發(fā)的商業(yè)應(yīng)用已經(jīng)成為互聯(lián)網(wǎng)上的熱門(mén)話(huà)題，這一點(diǎn)從理論上證明,，透明將使所有各方從中受益,。

????再回到Uber的例子。Uber對(duì)游戲規(guī)則非常清楚,。如果一名參與者知道更多信息之后的做法,，能夠讓他們自己和生態(tài)系統(tǒng)中的其他人受益，此時(shí),，保持透明便顯得更為關(guān)鍵。（財(cái)富中文網(wǎng)）

????本文作者約翰?哈格爾三世是德勤咨詢(xún)公司的董事，同時(shí)也是硅谷德勤創(chuàng)新領(lǐng)先中心聯(lián)合主席,。本文約翰?希利?布朗是德勤創(chuàng)新領(lǐng)先中心獨(dú)立聯(lián)合主席,。

????譯者：劉進(jìn)龍/汪皓

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????Now, technology allows companies to scale both the depth and breadth of visibility to their data and issues and also scale the level of participation from others.

????By becoming vulnerable, opening up what companies traditionally hide from customers, partners and investors, and talking about the issues they have struggled with and haven't been able to solve, companies can develop deeper relationships with those often kept at arm's length, even other groups within the same company. Through this exposure, the company can learn about problems they don't know they have and get help solving those issues.

????That's the premise behind the Zero Day Initiative (ZDI), a program run by Hewlett-Packard (HPQ) and launched in 2005 that rewards security researchers from around the globe for identifying and responsibly disclosing enterprise software vulnerabilities. Rather than hide vulnerabilities and clamp down on independent hackers, all the major software vendors benefit from exposing their products to the deep community of white hat hackers and security specialists that participate in the program.

????To understand the value of transparency, companies have to ask the question: What was someone able to do as a result of knowing my plans and accessing my data that they couldn't have done otherwise? What benefit or value did I get as a result of exposing my data that I wouldn't have been able to get otherwise?

????Transparency allows for innovation -- consider the recently announced release of DARPA source code. In a public statement, DARPA program manager Chris White explained that opening up access to the source code and data from DARPA-funded projects would "increase the number of experts who can help quickly develop relevant software for the government." While it is too early to know what the results will be, the Internet was buzzing over the potential commercial applications to be built on this "treasure trove" of data, in theory a case of transparency benefitting all parties.

????And returning to our Uber example, it isn't just knowing the rules of the game. Transparency matters when a participant is able to act, to the benefit of themselves and others in the ecosystem, as a result of knowing the bigger picture.

????John Hagel III, director in Deloitte Consulting LLP, is the co-chairman of the Deloitte Center for the Edge based in Silicon Valley. John Seely Brown is the independent co-chairman of the Deloitte Center for the Edge.