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The Challenger Spirit

Challenger organisations are those companies which are disrupting their market and taking serious market share from their more established competitors. Such companies typically have an ambition beyond the conventional resources available to them. They are innovative and radical, and most enjoy significant and sustained periods of growth. This book analyses the practices and disciplines that underpin the successful challenger organisation. In particular, it looks at the leadership skills and the organisational culture required for companies to become challengers in their marketplace. Written by one of the few consultants who specialises in and works with such companies, this book will challenge conventional business thinking to the core.
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Table of Contents

FOREWORD ACKNOWLEDGEMENTS PREFACE 1.0 CHALLENGER SPIRIT 1.1 The Challenger Conversation Beyond Brands 1.2 How Challenger Organisations Were Initially Defined 1.3 Research Approach 1.4 Expanding The Definition Of Challenger 1.5 Developing A New Conversation 2.0 WITNESSING THE ESTABLISHMENT 2.1 An Addiction to Stability and Safety 2.2 The 4 As. Establishment Blindfolds 2.3 The Death Spiral 2.4 Towards Safe Uncertainty 2.5 The Practice Ground What Good Looks Like Getting Stuck In 3.0 PURPOSEFUL INSTABILITY 3.1 The Disturbance Matrix 3.2 Destabilising Establishment Competitors 3.3 Eating Your Young 3.4 Happy People Fighting 3.5 The Encouraging No 3.6 Symbols Of Re-evaluation 3.7 Going Through It Not Around It 3.8 The Power of Intention 3.9 The Practice Ground What Good Looks Like Getting Stuck In 4.0 HOPE AND AMBITION 4.1 A Place You Want To Be Part Of 4.2 Ambition Is Not A Dirty Word 4.3 Ambition is Uncovered Not Manufactured 4.4 Customers Falling In Love 4.5 Internal Experience Drives External Experience 4.6 A Cause Is For Life Not Just For Christmas 4.7 The Practice Ground What Good Looks Like Getting Stuck In 5.0 CHALLENGER AS LEARNER 5.1 Momentum Over Mass 5.2 Working With Our Ignorance 5.3 The Outer Reaches of your Learning Zone 5.4 Your Leadership Conditions 5.5 Less Judging More Jumping 5.6 Use Breakdowns for Breakthroughs 5.7 Learning Together 5.8 The Worse We Look The Better We Do 5.9 The Practice Ground What Good Looks Like Getting Stuck In 6.0 DANCE, PROD AND SHUFFLE 6.1 Paradox And Performance 6.2 More Comedy Store Less Shakespeare 6.3 Prodding The Bear 6.4 Leading Through The Noise 6.5 The Practice Ground What Good Looks Like Getting Stuck In 7.0 BEING THE FACE ON THE DARTBOARD 7.1 Creating, Using and Containing Anxiety 7.2 The Resilience of the Challenger 7.3 Self Sabotage 7.4 Valley Of Lost Hope 7.5 Resilience Not Endurance 7.6 Strong Back Soft Front 7.7 The Compassionate Challenger 7.8 Not Numbing Out Not Rescuing 7.9 The Practice Ground What Good Looks Like Getting Stuck In 8.0 GROWING OLD DISGRACEFULLY 8.1 Success And Acquisition 8.2 Avoiding Fat, Dumb and Happy 8.3 Keeping Lean And Hungry 8.4 Becoming The Establishment 8.5 The Inner Work of Growing Old Disgracefully 8.6 The Practice Ground What Good Looks Like Getting Stuck In 9.0 KEEPING YOURSELF HONEST 9.1 The Near Enemy of Witnessing The Establishment 9.2 The Near Enemy of Purposeful Instability 9.3 The Near Enemy of Hope and Ambition 9.4 The Near Enemy of Challenger As Learner 9.5 The Near Enemy of Dance, Prod and Shuffle 9.6 The Near Enemy of Being The Face On The Dartboard 9.7 Don't Despair! 10.0 TAKE HEART - AN EYE ON THE FUTURE REFERENCES

About the Author

Khurshed Dehnugara is the founder and managing director of Relume, a management consultancy that specialises in leadership development and cultural transformation. Claire Breeze is a consultant at Relume.


A stimulating and concise read for business leaders who want to build a culture that challenges the status quo. --Director magazine A wealth of advice on leading through the noise and successfully challenging the status quo. --European CEO magazine Uncomfortable and inspiring are the words Mark Martin, HRD at Royal Bank of Scotland Insurance, uses to describe this book and it is no wonder... Although the challenges are stark, the style of writing is warm and often funny. --HR Magazine

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