What’s the book about?
Enduringly successful companies don’t rely on a genius CEO. They build collective intelligence, systematically empowering everyone to use their brains and apply them to the things that matter most.
The iPhone wasn’t the brainchild of Steve Jobs, Warren Buffet didn’t want to bet on Apple, and Amazon Prime wasn’t Jeff Bezos’ idea. Each of these breakthroughs was sparked by an employee who’d been given the tools, skills and confidence to ask the right questions.
Every company has a vast reservoir of brainpower and it’s your role as a leader to tap into it. In the book we’ll show you how.Read a sample (PDF)
What does the book cover?
Part IIa: Communication
What’s the problem with business communication? And how do you convert great thinking to action?
Part IIb: Communication
What communication conventions hold businesses back and what new rules do you replace them with?
Collective intelligence: what is it?
Collective intelligence is when an organisation’s smarts are greater than the sum of its intellectual parts. It powers the most enduringly successful businesses, helping them to grow big and stay nimble. Here you can learn why it works and how to build it.Learn about collective intelligence
About the book’s authors
Jen and Pippa are co-CEOs of Board Intelligence, a mission-led technology firm that works with more than 3,000 organizations globally, from Fortune 500s to government departments, helping them to unleash their collective intelligence.
After starting their careers in strategy consulting (Jen) and financial services (Pippa), they met in a coffee shop in London in 2009 and started Board Intelligence a few months later. Today, they are regular speakers at conferences and events and award-winning entrepreneurs, having been named EY London Entrepreneur of the Year and The Times Young Business Woman of the Year.Read our story
The three capabilities every business needs to move faster
Businesses like Lego and Amazon seem to break free of the shackles of scale and stay nimble. Why are they able to respond quickly to market changes and innovate at pace while their competitors languish in bureaucracy?
Could Socrates have saved Kodak?
Do you think the folks who ran Kodak in the 1970s were stupid? They certainly made one of the best-publicised mistakes in business history when they failed to capitalise on the digital camera that one of their researchers had invented.
What can a 1,400-year-old carpenter teach you about agility?
The average modern company succumbs after 21 years. By contrast, Kongō Gumi outlasted Genghis Khan, the bubonic plague, the industrial revolution, and two world wars, to reach the digital era. So, what set them apart?
Communication: the hard truth about this soft skill
As Bill Gates described it, communication is the nervous system of organisations, and the basis for their collective intelligence. So, the question is: if communication is so important, why are we so bad at it?