What is Better Business?

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Better is possible.  It does not take genius.  It takes diligence.  It takes moral clarity.  It takes ingenuity.  And above all, it takes a willingness to try.

Atul Gawande

 

The term Better Business has terrific currency.  We all want a slice of the pie.  But what does it actually mean to you? Is it about adhering to systems and rules to maximise profit, or giving agency to people and values? Are you trying to get connected to social causes or find greater authenticity in your business model? Resolve conflicts and align your team? Eco-charge your supply chain? Making your business practice more congruent with your prevailing attitudes or your beliefs? There are as many answers to this question as there are businesses seeking improvement. So solutions must be bespoke. One size fits all won’t wash. 

This is the ideal, the goal: a better business has engaged employees, excited clients and customers.  Supportive and involved suppliers, satisfied shareholders and a strong competitive profit margin. But no one ever got there alone. We all need help. Traditionally this help has arrived through the well-trodden routes of consultancy or coaching:  a binary choice between data and guess work which ignore the human element, or personal empowerment and flabby platitudes which neglect the realities of day to day business. Empathy is no good unless it’s coupled with action.  A business needs to look inward and outward to both reflect and get into action.  

At WhiteCap we have synthesised years of experience with these disciplines into an effective business ideology which pairs empathy with action. WhiteCap’s philosophy evolved from the conceptual to the actionable through a set of road-tested strategies sufficiently responsive and robust  to navigate today’s ever-evolving landscape. Strategies which will take your business in its chosen direction of travel. 

We believe there are four Ps to better business: purpose, people, profit and planet.  All our experience, whether as principal or agent, shows that focusing on each of these areas pays dividends. It’s about mindset as much as method. 

The work of the Ellen Macarthur Foundation is an example of an organisation driving change by accelerating a shift in perception. The daring scope of its ambition is to challenge the very mentality of the linear economy. The global model which has prevailed since the industrial revolution has given birth to radical innovation and access to products from all over the world.  But at a huge cost.  The  take/make/waste model has pushed our planet to the outer limits of what it can sustainably cope with.  By identifying that 80% of environmental impacts are determined at the design level, the Ellen Macarthur Foundation invites us to shift the focus away from our preoccupation with what we do with our waste, to how we might avoid it in the first place by designing products which will not breach the limits of what our planet can sustainably cope with.  The circular economy – simple but radical.   

Likewise, the business model of Unilever gives us an example of an organisation trying to marry its business practice with its values. And succeeding. Since its bid to take over Unilever, Kraft Heinz has tried to cut its way to growth with disastrous results. Unilever on the other hand, has invested in the long term and it's paying off. "The most important thing we did," ex Unliever CEO Paul Polman says, “was to create a long-term business model, the Unilever Sustainable Living Plan.” And in retrospect it proved a good thing that Polman avoided the clutches of Kraft Heinz, as Unilever's shares are now up 6%. 

Better business means different things to different people.  The CFO is looking to reduce risk, the CMO is seeking growth and how to nurture the brand.  The CEO needs to find and deliver growth, manage the cost and keep all stakeholders engaged.  At first glance these goals might seem incompatible, but with that critical outside eye to guide and challenge, objectives can be harmonised.

Our job is to work closely with clients to identify what and where you could be doing better.  To reflect that back to you honestly and plan accordingly.  Often you already know what you could be doing better but can’t quite get there with your existing resources and methods. The collaborative approach is key here, because there is no generic formula, just a set of guiding principles.  Only by pooling our talents, experience and entrepreneurial savvy, can we create the perfect fit for your business.  Because when people come together, really come together, when you are not afraid to say what you think and be respected for that view, the whole is always greater than the sum of its parts. 

The WhiteCap equation marries ambition and clarity to honesty and accountability. The result is an abundance of energy and experience to help your aspirations fly. The WhiteCap Equation acts as a scaffolding around you and your business, providing the necessary structure to benchmark, evaluate and meet your objectives. We work to identify the pinch points and focus on team development, conflict resolution, growth strategies, shareholder alignment and education and training to uncover the potential in each. We don’t just want your business to survive, we want it to thrive.  

Everyone needs to be listened to and all businesses need to be understood. Both need to be challenged and held accountable for doing what they say.  WhiteCap’s approach works for the pragmatists and the dreamers, big or small, local or international.  But always with people, teams and businesses who have an ambition to be better. 

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The Purpose of Purpose