By ensuring that the DNA of ‘winning’ is subject to collective rather than individual ownership, What It Takes To Win ensures that organizations aren’t reliant on unicorn figures without whom nothing of substance can be achieved.
We owe it to ourselves and our organizations to ensure that diverse, even dissonant information is constantly being taken into account and used to challenge received wisdom wherever necessary.
Once your organization has implemented the What It Takes To Win (WITTW) model, how should it be assessed? Naturally, winning is a good indicator but that can be transient.
If intelligence isn’t the main reason why people are good at forecasting and decision making, how do ‘superforecasters’ set themselves apart from the rest? The answer – or at least part of it – is their ability to be ‘dragonfly-eyed’ in their thinking.
These are the principles that can ensure that your organization is fully prepared to maximize the impact of the What It Takes To Win model.
The deeper we dig into the cultural practices of teams that have achieved sustained success, the more apparent it becomes that they all prioritize the simple act of making people feel valued.
What It Takes To Win for team sports is a process aimed at blending evidence and experience, expertise and creativity, and accepting the role of data where it can illuminate the key WITTW factors and standards.
In this paper, we explore the What It Takes To Win model to show how it can be applied to help teams identify the performance-related elements required for a defined level of success to be achieved.
The modern athlete is more socially aware and empowered than any generation that has gone before, and they want leaders who understand their views, share their concerns, and are supportive of the action they take.
FC Barcelona’s plight serves as a useful case study in the importance of agility in negotiating change and avoiding the need for drastic and sudden upheaval.