The real impact has been in terms of ownership and accountability, accompanied by a new clarity and sense of purpose.

There were conversations that needed to happen within our team... The pitstops made it safe for people to say what they were thinking. Issues of personalities and politics were put aside. The result is a new energy and focus for us all.

I had assumed that people knew what the key priorities were - it was an eye-opener to find that they did not. Today, I can be confident that there is clarity as well as buy-in to the key priorities for the team.

Recognizing and celebrating progress… That is the big take away. We need to do it more often!!

This will help us to bring out the best in each other… There is less concern about hidden agendas now.

Talking through my own personal motivations - I found that very good. Helped me to get clearer on my own goals and enlisted some supporters on the team.

We are making more progress than I thought… that is very encouraging, and it strengthens our resolve to keep going with this project.

Even though we had been working together for years, I learned a lot about what motivates my colleagues…  There were many surprises… good surprises!

'The gap between our competitors and ourselves is not something that I worry about' said the big-brand CEO.  He paused as people listened with some surprise.  'The gap that matters to me most is between our present performance and what we are really capable of... between our performance and our potential' he added pointing to the graphic and the figure of 33% (the percentage of his teams full potential that was presently being exploited).  'Imagine if only a fraction of that 33% of untapped potential was exploited - it could re-shape our industry' he proclaimed in an excited tone.

Big-brand CEO

Many people admire the great skills of the world’s most successful motorsports teams and wish that their corporate team could operate at that level. Now they can learn how to do it with the Growth Pitstop.

Growth Pitstop... dissects the cross-functional requirements for growth, and their engaging Formula-1 model is more than a metaphor: chapter by chapter, their book provides an actionable agenda that managers can use for accelerating growth in their firms.

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