In a nutshell Challenger companies are disruptive – they snatch significant market share from competitors by taking risks, using uncertainty and practising a type of leadership that goes against the grain. They're innovative, energetic and productive. This book shows wannabe Challengers how to start and reminds real-life Challengers why they're revolutionary.
What's right? It's a stimulating and concise read for business leaders who want to build a culture that challenges the status quo. It's written for someone short of time and each chapter can be read in isolation. There's a "practice ground" to put what you've learnt into action, and the "Getting stuck in" and "What good looks like" bullet points are useful.
What's wrong? It's strong on larger companies but has fewer examples of SME Challengers. There's no colour, so it's a bit textbook-like.
Verdict Insightful and pragmatic. As Brian Harrison, former chairman of Dentsu Young & Rubicam, Japan, says: "It lays out everything it took me a lifetime in business to gradually recognise for myself."
