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The Challenge Culture: Why the Most Successful Organizations Run on Pushback
The executive chairman and former CEO of Dunkin' Donuts and Baskin Robbins reflects on the unique, results-oriented discipline he's developed over decades of leadership, which provides a blueprint for any organization to achieve prosperity.
We live in an era in which successful organizations can fail in a flash. But they can cope with change and thrive by creating a culture that supports positive questioning everything without disrespecting anyone.
Nigel Travis has forty years of experience as a leader in large and successful organizations, as well as those facing existential crisis-such as Blockbuster as it dawdled in the face of the Netflix challenge. In his ten years as CEO and chairman of Dunkin' Brands, Travis fine-tuned his ideas about the challenge culture and perfected the practices required to build it. He argues that the best way for organizations to succeed in today's environment is to embrace challenge and encourage pushback. Everyone-from the new recruit to the senior leader-must be given the freedom to speak up and question the status quo, must learn how to talk in a civil way about difficult issues, and should be encouraged to debate strategies and tactics-although always in the spirit of shared purpose. How else will new ideas emerge? How else can organizations steadily improve?
Through colorful storytelling, with many examples from his own career-including his leadership in turning around the fear-ridden culture of the London-based Leyton Orient Football Club, of which he is part owner-Travis shows how to establish a culture that welcomes challenge, achieves exceptional results, and ensures a prosperous future.
We live in an era in which successful organizations can fail in a flash. But they can cope with change and thrive by creating a culture that supports positive questioning everything without disrespecting anyone.
Nigel Travis has forty years of experience as a leader in large and successful organizations, as well as those facing existential crisis-such as Blockbuster as it dawdled in the face of the Netflix challenge. In his ten years as CEO and chairman of Dunkin' Brands, Travis fine-tuned his ideas about the challenge culture and perfected the practices required to build it. He argues that the best way for organizations to succeed in today's environment is to embrace challenge and encourage pushback. Everyone-from the new recruit to the senior leader-must be given the freedom to speak up and question the status quo, must learn how to talk in a civil way about difficult issues, and should be encouraged to debate strategies and tactics-although always in the spirit of shared purpose. How else will new ideas emerge? How else can organizations steadily improve?
Through colorful storytelling, with many examples from his own career-including his leadership in turning around the fear-ridden culture of the London-based Leyton Orient Football Club, of which he is part owner-Travis shows how to establish a culture that welcomes challenge, achieves exceptional results, and ensures a prosperous future.
288 pages, Hardcover
Published September 18, 2018
62 people are currently reading
562 people want to read
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Displaying 1 - 30 of 44 reviews
February 20, 2020
As others have mentioned, this sort of falls between a business book and a memoir of a successful CEO. For me, it unfortunately falls flat and comes short of both of these.
As a memoir, it lacks vulnerability, honesty, and personal insights. Sure, I have learned more about Nigel's path to success in terms of activities and resume, but I have not learned anything about the personal hardships, or the struggles and sacrifices he made along the way. It just seems like he casually climbed the corporate ladder until he was one day invited to be CEO.
It is slightly more successful as a business book, but here too, it fails to reach the mark. The lessons are too few and far between, and most of the examples that are brought up are just not that compelling or interesting. It feels like it could've easily been an blogpost or article on HBR or the like.
I would say move on, and read either a real memoir or a real business book.
As a memoir, it lacks vulnerability, honesty, and personal insights. Sure, I have learned more about Nigel's path to success in terms of activities and resume, but I have not learned anything about the personal hardships, or the struggles and sacrifices he made along the way. It just seems like he casually climbed the corporate ladder until he was one day invited to be CEO.
It is slightly more successful as a business book, but here too, it fails to reach the mark. The lessons are too few and far between, and most of the examples that are brought up are just not that compelling or interesting. It feels like it could've easily been an blogpost or article on HBR or the like.
I would say move on, and read either a real memoir or a real business book.
June 12, 2018
I would consider this as part business book, part career memoir, which I think works well. Nigel Travis, the CEO of Dunkin’ Brands, has a big personality and a great sense of humor, both of which shine through as he relates his points through a variety circumstances. As someone who runs on Dunkin’ daily (large original, black, please), I found the company details of particular interest.
Thank you for the ARC, NetGalley!
Thank you for the ARC, NetGalley!
January 23, 2019
I think I like the author's personality more than I like his book.
The book just didn't have enough meat to it. Too many stories that didn't illustrate points that were significant enough. I mean, some of the stories were good, but...
That said, I really, really appreciated his views on diversity and inclusion. Those are awesome to see in a businessperson who's so accomplished.
Overall, as someone frequently in contention with the status quo, I really wanted more from this book. Still very much worth reading for perspective and entertainment.
The book just didn't have enough meat to it. Too many stories that didn't illustrate points that were significant enough. I mean, some of the stories were good, but...
That said, I really, really appreciated his views on diversity and inclusion. Those are awesome to see in a businessperson who's so accomplished.
Overall, as someone frequently in contention with the status quo, I really wanted more from this book. Still very much worth reading for perspective and entertainment.
December 7, 2020
This is a great book for anyone who is in leadership or hopes to be in a leadership position. It is easy to read and sensibly structured. Nigel does a great job of mixing in interesting anecdotes with his advice.
September 10, 2019
I have to be honest about a few things here. First, I don’t read “business books” often, although I am generally interested in how successful businesses run. Second, I saw this book on one of the display shelves at the library and added it to my list without knowing much more than what’s on the cover.
That was also before I quit my job and decided to run a Digital Marketing business as a solopreneur.
But it turned out to be JUST the book I needed to read, and at just the right time. Timing is everything, right?
As I’ve mentioned before, I’ve struggled in 9-5 jobs. There’s many reasons why, but I know one of them is that I’ve experienced workplaces that SAY they want feedback, but said feedback usually leaves a gray cloud over my head.
This book spoke directly about that, and about how common it is for employees to feel this way. I wrote down so many quotes, so excuse me while I nerd out here…
IN A CHALLENGE CULTURE, PEOPLE ARE EXPECTED TO QUESTION THE STATUS QUO, PUSH BACK ON LONG-HELD ASSUMPTIONS, AND EXAMINE AND DISCUSS NEW IDEAS AND PROPOSALS, ALWAYS LOOKING FOR MORE AND BETTER INFORMATION, REFINEMENTS, AND MORE EXCEPTIONAL INITIATIVES. TO DO ALL THIS, PEOPLE MUST BE ENCOURAGED TO CHALLENGE ONE ANOTHER IN EVERY DIRECTION WITHIN THE ORGANIZATION: UP, DOWN, OR SIDEWAYS. THEY MUST NOT BE AFRAID TO SPEAK UP, TO QUESTION THEIR BOSSES, THEIR PEERS, AND THEIR BOARD – DESPITE THE PERCEIVED DIFFICULTY OF DOING SO – AND THEY SHOULD BE CONFIDENT THEY WON’T FACE UNFAIR REPERCUSSIONS IF AND WHEN THEY DO.
TO MANY PEOPLE, THE VIRTUE OF THIS KIND OF CHALLENGE MAY SEEM OBVIOUS. DOESN’T EVERY COMPANY VALUE QUESTIONING AND ENCOURAGE DIALOGUE? THE ANSWER IS THAT MOST PROFESS TO WANT AN OPEN ATMOSPHERE AND SAY THAT QUESTIONING IS ENCOURAGED, BUT THE REALITY IS QUITE DIFFERENT.
WHEN PEOPLE BELIEVE THEIR POSITIONS ARE ON THE LINE, THEY ARE LESS-LIKELY TO VOICE AN OPINION, QUESTION AN IDEA, OR PUSH BACK ON A PLAN. AS A RESULT, DIVERGENT VIEWPOINTS ARE DISCOURAGED, DUBIOUS ACTIONS CONTINUE, DECISIONS GET MADE UNILATERALLY, THE LOUDEST VOICES PREVAIL, INITIATIVES THAT SHOULDN’T BE PURSUED GO FORWARD. THERE ARE CLEAR WINNERS AND ABJECT LOSERS. EVENTUALLY, GOOD PEOPLE GET FRUSTRATED, DISCOURAGED, AND STIFLED. MANY LEAVE.
…Honestly, I wrote down at least six more, but I don’t want it to look like I’m giving the entire book away. This was such a fresh take on an old issue, I couldn’t help but love it.
I don’t know how quickly my business, The Bitter Lemon, will grow, but if this past month has shown me anything, it’s that I’m on the right path. I have a feeling that I’ll be developing a team sooner than I ever expected, and when that happens – and even now – I want to foster an environment that embraces the Challenge Culture so I can be the best I can be. Otherwise, I’ll just be over here stuck in my ways forever!
That was also before I quit my job and decided to run a Digital Marketing business as a solopreneur.
But it turned out to be JUST the book I needed to read, and at just the right time. Timing is everything, right?
As I’ve mentioned before, I’ve struggled in 9-5 jobs. There’s many reasons why, but I know one of them is that I’ve experienced workplaces that SAY they want feedback, but said feedback usually leaves a gray cloud over my head.
This book spoke directly about that, and about how common it is for employees to feel this way. I wrote down so many quotes, so excuse me while I nerd out here…
IN A CHALLENGE CULTURE, PEOPLE ARE EXPECTED TO QUESTION THE STATUS QUO, PUSH BACK ON LONG-HELD ASSUMPTIONS, AND EXAMINE AND DISCUSS NEW IDEAS AND PROPOSALS, ALWAYS LOOKING FOR MORE AND BETTER INFORMATION, REFINEMENTS, AND MORE EXCEPTIONAL INITIATIVES. TO DO ALL THIS, PEOPLE MUST BE ENCOURAGED TO CHALLENGE ONE ANOTHER IN EVERY DIRECTION WITHIN THE ORGANIZATION: UP, DOWN, OR SIDEWAYS. THEY MUST NOT BE AFRAID TO SPEAK UP, TO QUESTION THEIR BOSSES, THEIR PEERS, AND THEIR BOARD – DESPITE THE PERCEIVED DIFFICULTY OF DOING SO – AND THEY SHOULD BE CONFIDENT THEY WON’T FACE UNFAIR REPERCUSSIONS IF AND WHEN THEY DO.
TO MANY PEOPLE, THE VIRTUE OF THIS KIND OF CHALLENGE MAY SEEM OBVIOUS. DOESN’T EVERY COMPANY VALUE QUESTIONING AND ENCOURAGE DIALOGUE? THE ANSWER IS THAT MOST PROFESS TO WANT AN OPEN ATMOSPHERE AND SAY THAT QUESTIONING IS ENCOURAGED, BUT THE REALITY IS QUITE DIFFERENT.
WHEN PEOPLE BELIEVE THEIR POSITIONS ARE ON THE LINE, THEY ARE LESS-LIKELY TO VOICE AN OPINION, QUESTION AN IDEA, OR PUSH BACK ON A PLAN. AS A RESULT, DIVERGENT VIEWPOINTS ARE DISCOURAGED, DUBIOUS ACTIONS CONTINUE, DECISIONS GET MADE UNILATERALLY, THE LOUDEST VOICES PREVAIL, INITIATIVES THAT SHOULDN’T BE PURSUED GO FORWARD. THERE ARE CLEAR WINNERS AND ABJECT LOSERS. EVENTUALLY, GOOD PEOPLE GET FRUSTRATED, DISCOURAGED, AND STIFLED. MANY LEAVE.
…Honestly, I wrote down at least six more, but I don’t want it to look like I’m giving the entire book away. This was such a fresh take on an old issue, I couldn’t help but love it.
I don’t know how quickly my business, The Bitter Lemon, will grow, but if this past month has shown me anything, it’s that I’m on the right path. I have a feeling that I’ll be developing a team sooner than I ever expected, and when that happens – and even now – I want to foster an environment that embraces the Challenge Culture so I can be the best I can be. Otherwise, I’ll just be over here stuck in my ways forever!
January 1, 2022
Whew. I finally finished this one. It was my commuter read in the before times, and I recently found it tucked into my book bag, where I last touched it on March 12, 2020.
If I could give a rating to just the concept, I would give it 4.5. The ideas presented were wonderful. The writing, however…it was like someone took a case study, threw it into a blender with personal storytelling and out came this mish mash of sort of good stories that supported a great idea, but were detracted from by facts and figures and industry explainers.
It’s a worthy read, just not necessarily as smooth as a regular cup of Dunkin’
If I could give a rating to just the concept, I would give it 4.5. The ideas presented were wonderful. The writing, however…it was like someone took a case study, threw it into a blender with personal storytelling and out came this mish mash of sort of good stories that supported a great idea, but were detracted from by facts and figures and industry explainers.
It’s a worthy read, just not necessarily as smooth as a regular cup of Dunkin’
March 7, 2019
The Challenge Culture: [..] successful orgs run on Pushback
Nigel Travis's book is a primer on corp civil discourse. I am a major believer in the law of two feet; that people with a desire to have impact will step forward. Unfortunately, these same people are often myopic in their vision, looking to achieve one goal only and have learned that the squeeky wheel gets the grease.
Having worked with a number of companies over the years who have applied a blow torch to open conversation regarding policy, team feedback is always about lack of visibility toward results. The closed door/black box following of process, leaves anyone who was impacted by policy (all of us) left wondering who was actually listening and if anything would change.
I have also worked at an org that had a fearless leader who tried hard to apply an open policy of communication, but did so inconsistently and controlled conflict with a heavy fist. This heavy fist was also present whenever people came to the table with less passion than he had. Instead of creating openness, it raised a backdrop of tension and anxiety.
I was super impressed with the language used in The Challenge Culture. It lays out a structure to pave success and openness while juxtaposing against the poor (but required) examples of those who have failed before.
Key take aways were strongly focused on the rules of civil discourse and ensuring that all conversation is driven by the issues and a shared purpose. It is too easy for someone to drill down instead on personal gripes or agendas that are not politically sound for the entire org.
From the text The purpose of [challenging/] questioning must always be understood as a shared search for the truth. The practice of civil discourse should always have the rules explicit, written down, and visible to all.
Challenge ideas not people model and enforce the rules when there is an infraction.
[...]
It is when a disagreement is developing that tensions will run high, but that disagreement need not devolve to hand to hand combat. If the participants know how to question purposefully, carry on a civil discourse, and share a great goal (the good of the enterprise).
Nigel Travis's book is a primer on corp civil discourse. I am a major believer in the law of two feet; that people with a desire to have impact will step forward. Unfortunately, these same people are often myopic in their vision, looking to achieve one goal only and have learned that the squeeky wheel gets the grease.
Having worked with a number of companies over the years who have applied a blow torch to open conversation regarding policy, team feedback is always about lack of visibility toward results. The closed door/black box following of process, leaves anyone who was impacted by policy (all of us) left wondering who was actually listening and if anything would change.
I have also worked at an org that had a fearless leader who tried hard to apply an open policy of communication, but did so inconsistently and controlled conflict with a heavy fist. This heavy fist was also present whenever people came to the table with less passion than he had. Instead of creating openness, it raised a backdrop of tension and anxiety.
I was super impressed with the language used in The Challenge Culture. It lays out a structure to pave success and openness while juxtaposing against the poor (but required) examples of those who have failed before.
Key take aways were strongly focused on the rules of civil discourse and ensuring that all conversation is driven by the issues and a shared purpose. It is too easy for someone to drill down instead on personal gripes or agendas that are not politically sound for the entire org.
From the text The purpose of [challenging/] questioning must always be understood as a shared search for the truth. The practice of civil discourse should always have the rules explicit, written down, and visible to all.
Challenge ideas not people model and enforce the rules when there is an infraction.
[...]
It is when a disagreement is developing that tensions will run high, but that disagreement need not devolve to hand to hand combat. If the participants know how to question purposefully, carry on a civil discourse, and share a great goal (the good of the enterprise).
December 21, 2018
Well written and easy to understand, The Challenge Culture provides invaluable guidance for businesses of all sizes and types. Nigel Travis efficiently defines what a challenge culture is, how it works, and what it isn't. The material contained in the book provides enough information to develop your own challenge culture.
Whether you want to create, innovate, or remain relevant; The Challenge Culture is a must read. Any of these actions taken today without using a challenge culture will result in disappointment. Embracing a challenge culture will empower your workforce while helping you avoid embarassing failures.
As I read the book, I was reminded of General Stanley McChrystal's practice, described in Team of Teams, of having the most junior soldier or civilian in the room be the first to ask questions or provide feedback during briefs or meetings. Open dialogue, disagreement, and discussion are critical to success.
Nigel Travis does a great job of driving that point home!
Whether you want to create, innovate, or remain relevant; The Challenge Culture is a must read. Any of these actions taken today without using a challenge culture will result in disappointment. Embracing a challenge culture will empower your workforce while helping you avoid embarassing failures.
As I read the book, I was reminded of General Stanley McChrystal's practice, described in Team of Teams, of having the most junior soldier or civilian in the room be the first to ask questions or provide feedback during briefs or meetings. Open dialogue, disagreement, and discussion are critical to success.
Nigel Travis does a great job of driving that point home!
May 31, 2020
Despite the low rating I really enjoyed this book. The book provided a virtual MBA of sorts. The lessons of this Chief Executive who served at Blockbuster, Burger King and then Dunkin were insightful.
What I love the most was the Coffee Chats the CEO held with middle and lower ranks in Corp. I also liked the 3 layers of Area Councils held to facilitate over-communication between Corporate and the Franchises.
I'm also surprised at how little reference was made to Starbucks as a strong competitor. The insights on how Corporate related to and worked with Franchisees was analogous to my company's relationship with it's various Market Heathplans. That is really how innovation works: the food service industry can offer lots of insights for the healthcare insurance industry.
What I loved most of all was that I could play the audiobook at 1.5X due to the narrator's British accent. 😉
What I love the most was the Coffee Chats the CEO held with middle and lower ranks in Corp. I also liked the 3 layers of Area Councils held to facilitate over-communication between Corporate and the Franchises.
I'm also surprised at how little reference was made to Starbucks as a strong competitor. The insights on how Corporate related to and worked with Franchisees was analogous to my company's relationship with it's various Market Heathplans. That is really how innovation works: the food service industry can offer lots of insights for the healthcare insurance industry.
What I loved most of all was that I could play the audiobook at 1.5X due to the narrator's British accent. 😉
November 25, 2018
Nigel has a diverse background -- having started in the UK and then coming to the US. Along the way, he has certainly learned a lot of valuable lessons, which he recounts in his book.
I think it was critical that he started in HR. It was where he was able to really focus on culture.
But when it comes to leadership, the best test is when things go south. So his experience at Blockbuster was instructive. It's interesting that the company understood what was going on -- but thought that the in-store experience would be durable. Of course, it wasn't. Actually, Nigel has since put together regular "define your demise" exercises, where he does deep dives on the risks to the business. It's something every organization should do.
I think it was critical that he started in HR. It was where he was able to really focus on culture.
But when it comes to leadership, the best test is when things go south. So his experience at Blockbuster was instructive. It's interesting that the company understood what was going on -- but thought that the in-store experience would be durable. Of course, it wasn't. Actually, Nigel has since put together regular "define your demise" exercises, where he does deep dives on the risks to the business. It's something every organization should do.
May 28, 2023
Good read especially the first half
I was advised to read this book because it talked about Blockbuster’s failure to adapt in the face of Netflix. It did not - it actually showed how good Blockbuster’s strategy was, but the owners kept on breaking that strategy through corporate reshuffles and milking the cash flow.
The meat of the book is Nigel talking as an HR person who became CEO. It’s really interesting how he describes the different persons and personalities be comes across. The second half is less interesting as meanders into personal advice like taking exercise and eating well as a CEO. But it’s still interesting as he speaks candidly and explains his mistakes. It’s a fun read
I was advised to read this book because it talked about Blockbuster’s failure to adapt in the face of Netflix. It did not - it actually showed how good Blockbuster’s strategy was, but the owners kept on breaking that strategy through corporate reshuffles and milking the cash flow.
The meat of the book is Nigel talking as an HR person who became CEO. It’s really interesting how he describes the different persons and personalities be comes across. The second half is less interesting as meanders into personal advice like taking exercise and eating well as a CEO. But it’s still interesting as he speaks candidly and explains his mistakes. It’s a fun read
October 21, 2019
The Author has unique background, coming from HR and probably knows firsthand the importance of culture creation. The first few chapters are interesting coming from the previous position at Blockbuster, which we know has failed to keep up with market trends. And also his own venture in acquiring a football club.
While this book does not really go into details too much, I can see lots of case studies that can be developed from the Author’s experience, and also some role playing boards communication.
The last few chapters are not as interesting and I ended up taking a few months just to finish the book. It’s not a long book though.
While this book does not really go into details too much, I can see lots of case studies that can be developed from the Author’s experience, and also some role playing boards communication.
The last few chapters are not as interesting and I ended up taking a few months just to finish the book. It’s not a long book though.
June 29, 2020
Travis provides a compelling argument with personal anecdotes for why and how confrontation can be good, healthy, and productive for any organization. Avoiding hard conversations can and will inevitably destroy any group of people trying to accomplish something. But if you know how to provide a safe place for disagreement, and engage it courageously and winsomely, you can accomplish more than you ever imagined. The goal is not necessarily to get everyone to agree with any decision that is made, but for everyone to at least understand why it was made and for what purpose. That is wise advice for any leader.
October 9, 2020
A fantastic book on how to run a successful organization. What makes this book so good is that it provides many different viewpoints on what makes an organization run successfully. It does revolve around it's core theory about pushback very well still. Travis gives some great examples of how his theory evolved and is very clear and open in letting us know that his theory is under constant evolution. His insights are very eye opening and his examples of when it all went wrong and needed to be adjusted are very informational.
This is a great book to read about organizational change and I highly recommend it.
This is a great book to read about organizational change and I highly recommend it.
June 2, 2019
This book is essentially a memoir focusing on Nigel's time at Block Buster, Papa John's and Dunkin' Donuts. Overall it was fun to go behind the scenes of franchising in the fast service industry, but there wasn't much depth to it. While he does repeatedly explain why you must build a challenge culture, he never provides actionable advice for actually doing it.
Towards the end of the book he starts signaling how "woke" he is, which while not too distracting, was extremely thin on substance.
Towards the end of the book he starts signaling how "woke" he is, which while not too distracting, was extremely thin on substance.
December 3, 2019
With only two month later I don't have the connection to the point of the book, the challenge culture. I think that trying to make the point around the DD company is not enough, culture has been shaping societies for thousand years and yes, culture exists in companies, but the nature of each one is what makes the difference.
April 12, 2020
Memoir from the former CEO of Dunkin Brands. He pulls from his wealth of personal and work experience at Dunkin and other firms (Blockbuster - remember them?) to articulate his theories as to why some companies can adapt to change and leverage their people to move forward and others founder. An enjoyable read, particularly for any people managers.
September 26, 2024
I was looking forward to reading this book, because anyone who came from Blockbuster has lessons which were learned and his success at Dunkin' Donuts means he learned them. That being said, it's mostly a book of anecdotes about his life, and a conclusion which wiped away everything he wrote in the previous chapters with racist and sexist drivel.
January 4, 2019
A nice memoir of a successful corporate CEO -- Blockbuster, Papa John's, Dunkin. He endorses and illustrates the idea of pushback, questioning, challenging, accountability, open and civil dialogue, for corporate succeess.
did-not-finish
December 2, 2019DNF @ 8%
I'm only through the introduction and first chapter, but so far it's just a lot of personal anecdotes and broad generalizations and trivia; Donald Trump has been name-dropped on two separate occasions; there's a more extensive history of Dunkin Donuts than I could muster interest in.
I'm only through the introduction and first chapter, but so far it's just a lot of personal anecdotes and broad generalizations and trivia; Donald Trump has been name-dropped on two separate occasions; there's a more extensive history of Dunkin Donuts than I could muster interest in.
January 16, 2020
Healthy challenge culture leads to better understanding of the truth and leads to better ideas more innovation and a healthier overall company where people are free to speak their minds in a constructive way and push everyone further forward.
July 3, 2021
Slow. Repetitive. While reading this book all i could think of was - did Nigel really 1 idea streched out in whole book? Because each chapter is the same. There are few pages which are really interesting but in overall - not great.
September 13, 2022
This was an engaging book to read, however it was less about how to create a challenge culture.
It often felt like an autobiography and a way too long historical overview of trivial companies / clubs.
It often felt like an autobiography and a way too long historical overview of trivial companies / clubs.
January 17, 2023
As a current Dunkin Donuts franchise that also served on the BAC I learned new and insightful things about Nigel. Learned much and insightful book.
However Nigel omitted many details of his time as CEO in the book.
Many franchisees found Nigel distant not as open as he writes.
However Nigel omitted many details of his time as CEO in the book.
Many franchisees found Nigel distant not as open as he writes.
July 26, 2024
i don’t usually read books like this but one of my coworkers let me borrow their copy and i really enjoyed it! kinda repetitive at times but the general idea is nice, idk maybe i’ll start reading more things like this :)
November 10, 2018
Very insightful.
November 25, 2018
A little dry and long considering its message, but interesting background on Dunkin and Baskin Robbin.
January 7, 2019
Real-time live examples make this an interesting read
June 16, 2019
Amazing book. It makes you think very deeply where you are and where you want to be.
February 9, 2020
CEO of Dunkin donuts shows how the most successful organizations run on pushback. Learned a lot really enjoyed book
Displaying 1 - 30 of 44 reviews