Every Team Actually Doing Business Better

In our Conclusion, we talk about the imperative to lead as a team. The importance of your leadership role in the transformation will become startlingly clear. Will you lead the change by embodying a purpose-driven mindset? Will you create meaningful conversations around strategy? Will you be the first to change your behaviours?

Chapter 6 explores the power of collective agency as an unstoppable force in your business. We look at what can switch it off and what can build and sustain it over time.

Chapter 5 discusses the importance of every team setting a high bar for both strategy and behaviours. We examine what it takes to realise transformational change at scale.

In Chapter 4, we explain why you should be obsessed with commitment rather than engagement, and how you can create, deepen and sustain that commitment across every team.

In Part Two, we help you get your teams actually delivering the purpose, executing the strategy and living new behaviours in the work.

In Chapter 3, we take a look at the behaviours that unlock both pace and quality of execution. We explore why values aren’t good at creating change, and how to get super-focused on behaviours if you want to shift the performance of your teams.

In Chapter 2, we examine strategy and why it often fails to inspire execution or drive a change in performance. In this chapter, we cut through the lofty business-speak and reveal how we guide leaders through a purposeful strategic-thinking process.

In Chapter 1, we look at the purpose of a business and how it gets expressed. We examine how to articulate purpose in a way that compels your teams to do business better. We study examples and provide practical ways you can create a renewed sense of purpose in your business just by getting clear on your reason for existing and expressing it in a way that connects for your teams.

In Part One, we ask you to envision a new future for your business. We’ll look at purpose, strategy and behaviours, and how these three aspects of a business must work well together to create powerful change.

In the Introduction, we explain why we think all corporations need to do business better and why it needs to happen now. We’ll make the case for rapid change.

We begin by discussing why we wrote this book, our ambition in doing so, and how you can get the most out of reading it.