Harnessing the power of two

We come now to the last chapter. Here we ask you—as a reader—whether the ideas we have presented make sense to you, and whether you would like to play a role in seeing them implemented in your company. If so, then we feel some obligation to help in whatever ways we can. Our experience indicates that the key requirement is to create enough belief in your organization to generate the necessary momentum for change. Changing people’s lives is not easy. Development of collaborative relations necessitates changing closely held traditions and culture—the ways things are done—and, more important, the underlying reasons for doing so. We have seen many companies that can say the words “win–win,” but meaning them is quite a different matter.