Open standards: the quiet engine behind trust and collaboration

An interview with Cees Buijs and Hans Mulder

Why open standards are more than just technology

Digitalization forces organizations to collaborate in chains that are often complex and
international. This isn’t just about speed and efficiency. It’s also about trust. “Open
standards are not technical details,” says Hans Mulder. “They form the backbone of
communication and collaboration. Without open standards, it’s as if everyone is speaking a
different language.” Cees Buijs adds: “When organizations exchange digital information
through open standards, a sense of recognition arises. You know who the other party is,
what they do, and how reliable they are. That builds trust, and trust is the foundation of
collaboration.”

Open standards: the foundation of trust

Many managers see trust mainly as a matter of personal relationships. But Buijs explains
that there’s more to it: “Trust is the positive expectation of reliability. And reliability has two
dimensions: willingness and capability. When you can demonstrate both, trust is
established.” Open standards play a key role in this. They make agreements verifiable. With
an open standard, the causes and consequences of decision-making become traceable. As
Buijs puts it: “You can follow the entire chain, which makes your work verifiable. It relieves
you from endless paperwork because the documentation builds up automatically.” Even in
cases of conflict or arbitration, open standards provide support. They make agreements
transparent and verifiable, and courts and arbitration institutes increasingly use them as a
basis for their decisions.

^{_{Open standards build the foundation for trust. And trust, in turn, is the foundation for collaboration.}}

The barriers: from self-interest to data sharing

Still, many organizations hesitate to embrace open standards. “The biggest barrier is that
people cling to their own interests,” says Buijs. “The idea is: it’s my data. But in practice, that
data often belongs to the entire chain. Without a shared interest, collaboration becomes
cumbersome.”
A second barrier is miscommunication. When there is no common language, organizations
waste time and energy in endless discussions about definitions, formats, and responsibilities.
“Open standards remove that obstacle and provide a shared frame of reference,” adds
Mulder.

Three decisions for the first 90 days

How can executives and managers break through these barriers? Mulder and Buijs outline
three concrete decisions that should be made within the first 90 days:

• Choose an existing standard
  “Never create your own standard,” emphasizes Mulder. “A standard, by definition, is something shared. Look for existing, well-supported initiatives, such as the BDI (Basic Data Infrastructure) , which is backed at the European level.”
• Make roles and responsibilities explicit
  According to Buijs, clarity is crucial: “Who does what, who is capable of what, and
  who is responsible for what? By defining this from the start, you prevent
  misunderstandings and build reliability.”
• Map out existing processes
  “First, take stock of your current processes,” advises Buijs. “That way, you’ll see
  where the pain points are and which processes are most suitable to improve through
  open standards.”

_{The same goes for logistics: make use of existing standards such as the BDI.}

From short-term action to long-term sustainability

The first decisions are important, but ensuring long-term commitment is the real challenge.
What are the risks when organizations become satisfied too quickly?

• Illusion of transparency: without clear agreements, there may appear to be openness, while in reality there is confusion.
• Fragmentation: when departments or partners develop their own variations, new
  silos emerge.
• Vendor dependence: if standards are not embedded in contracts, organizations risk
  new forms of vendor lock-in.

Managers would be wise to build in safeguards from day one: make compliance with
standards part of contracts, conduct regular audits, and appoint data stewards to monitor
adherence.

Practical advise for managers

For executives and managers in logistics and IT, the lessons are clear:

• Work from the perspective of the entire chain: focus on the end-to-end customer chain and reduce silo thinking.
• Define the level of verification: use open standards to make decisions and
  agreements traceable.
• Start small: begin with a pilot proces where friction is highest, demonstrate the
  benefits, and then scale up.
• Embed governance: assign clear roles (standard owner, process owner, data
  steward) and link performance indicators to their responsibilities.
• Use procurement as leverage: require suppliers to demonstrate compliance with
  open standards and make this a firm condition.

_{Advice: focus on the end-to-end customer chain and reduce silo thinking.}

Conclusion: open standards as a strategic choice

Open standards are much more than a technical agreement. They form the foundation for
trust, collaboration, and efficiency in increasingly complex value chains. Managers who
understand this recognize that standards do not limit innovation, they enable it. They create
space for collaboration and sustainable relationships.
As Buijs summarizes: “The ability to verify is the key. It’s how you build not only systems, but
also trust.” And Mulder concludes: “Those who choose open standards choose collaboration
that works. It’s not a buzzword, it’s a prerequisite.”

About the interviewees:

Cees Buijs is a former senior advisor at Rotterdam City Development
and Management.

Hans Mulder is an entrepreneur, professor, IT expert, and mediator
with more than 30 years of experience in IT governance, enterprise engineering, and conflict
resolution.