Those involved in the U.K.’s entrepreneurial ecosystem will undoubtedly know of Michael Hayman MBE and Nick Giles. Their names are synonymous with "entrepreneurship," and their work in the campaigning organization Seven Hills, which they founded in 2010. The Entrepreneurs Network recently hosted the duo at the offices of Mishcon de Reya, where they spoke about their first book, Mission: How the Best in Business Break Through.
In it, they make the strong claim that the nature of entrepreneurship is changing, with today’s most successful entrepreneurs motivated by a mission to improve the world through business.
The book splits companies into three categories: carers, sharers and darers. Carer companies are led by entrepreneurs who want to change people’s lives for the better, by embracing consumers and using the honest dialogue that many other businesses fear.
Sharer companies are led by entrepreneurs who want to bring people together, taking advantage of the unparalleled networks that the internet has created, and changing the way we consume goods and services.
Darer companies are led by entrepreneurs who refuse to take no for an answer and who thrive on attempting the impossible at every turn, harnessing the growing power of technology to achieve the unthinkable.
The book is a whistle-stop tour of some the world’s most interesting entrepreneurial companies, including Joe Gebbia’s Airbnb, John Mackey’s Whole Foods and Sarah Wood’s Unruly.
Of course, this isn’t an entirely new phenomena. Just consider Matthew Boulton, the 18th century pioneer in manufacturing who created an innovative insurance scheme for his workers; or the 20th century Andrew Carnegie, who offered to buy the Philippines from Spain for $20,000,000 in a bid to allow them independence; or Henry Ford and Kodak’s George Eastman, who were driven by a desire to make the automobile and photography affordable to the masses.
Nonetheless, there is clearly an increasing number of entrepreneurs claiming their businesses for more than profit. And while such a notion could be greeted with scepticism, I agree with Michael and Nick that this is more than clever marketing. The authors have an interesting theory behind this growing sense of mission: that this growing attitude towards business has come about on the back of the social upheaval of the 1960s.
The book offers a new perspective with which entrepreneurs can view their own missions. For example, it identifies seven campaigning traits worth assessing and working on: drive, self-improvement, communication, disruption, persuasion, connection and optimism.
It also recommends entrepreneurs distil their story to connect with investors and customers: “It must be simple, remarkable and connect with people on an emotional level. It should also consider the customer, the competition, the campaign, and show the founder’s commitment to the cause,” the authors write.
We are forever hearing about how politicians can learn from entrepreneurs. Mission turns this on its head, suggesting that politicians have something to teach entrepreneurs. Whether Nelson at Trafalgar or Churchill on El Alamein, there are plenty of greats to inspire. Michael and Nick turn to cross-bench peer Lord Bilimoria – who has combined running his business Cobra Beer with sitting in the House of Lords – to get his top tips, which include picturing your success, deploying the brand and packaging it right.
Mission is an breezy read that could be devoured quickly. However, beneath the entertaining anecdotes are insights garnered from some of the world’s most successful entrepreneurs. I suggest entrepreneurs read it with a pen and paper to make notes – it will ensure you’re on the right mission.
