Growing a business by increasing revenue growth, or by increasing productivity, nearly always involves a cultural change, and that's often the hardest part to define, and do.
Here's a great example of an Oxford based business that's done it, and is now helping others to do the same - Unipart.
Speaking at Utility Week Live, their CEO John Neill said "It's my belief that culture change isn't rocket science, it's actually harder than rocket science."
And he'd know. Unipart learnt how to improve productivity the hard way. Having been at the heart of the British motor industry for decades, their business had to change or die when their customer base and route to market disappeared dramatically.
They're a great business to study, especially how they overcame adversity by pushing through their obstacles and finding the positives on the other side.
By having to improve everything they did just to survive, they learned important lessons that they now share with a great collection of the UK's best businesses including Jaguar Land Rover, Sainsbury's, Sky and Vodafone. At the heart of it is a defined way to drive cultural change that you can measure.
How do you define and measure cultural change? In the context of employee or personal productivity, it's defined by the results of improved behaviours, that allow you to do more in less time or with less resources.
How do you change behaviour? That's driven by the way we think. If we improve our knowledge by learning a better way to do something, that's represented by our behaviour when we put those thoughts into action. So learning is an important part of it, but that's not all.
Our thoughts are determined largely through our beliefs - which are influenced heavily by how we feel.
If your business can embrace the emotional factors that influence the way we feel, think and behave - then you can change your culture.
The article below is well worth a read to understand how to turn failure into success by starting with engaging with people on an emotional level, to help them improve productivity, and drive your business growth.
"From where we started, transformation wasn't an option, it was a necessity. We needed to move from an organisation in decline to one that could succeed and control its own destiny," Neill said. "People often ask me for the three or four things that they should do to solve their cultural, performance or productivity challenges. "In reality the scale of change and leadership required is far more demanding and pervasive than most organisations can conceive. It has taken more than 30 years of deliberate practice to change the way in which we see, do and think."