the check-in has had a powerful impact. Twite's team start and end meetings with check-ins, finding it opens thinking and identifies issues that might otherwise go unspoken. As Kieran Griffin observes, ‘the check-in has brought problems out into the open faster and with more honesty and greater willingness to solve them. Its effect has been

‘I had to unlearn almost everything I'd learnt as a finance business partner to support the growth process. The strict accounting and reconciliation mindset aims to deliver stability and certainty. Now, I had to expand my repertoire to risk and speculative ventures, and it was uncomfortable’. What made the difference were frank conversations with

‘My whole engineering career has been about attempting to perfect products, processes, and systems. This creates a culture that obsesses over the certainty of inputs. But in situations where you don't know what input will get you a desired outcome, you have to get comfortable with a 70% is good enough approach. It took time to really trust that it

‘For all the excitement and expectation of experimentation’, Hu says, ‘the hardest part of creating pull through assumption busting is that you still must face up to ugly truths. Despite our best efforts we will fail; sometimes customer don't like us; we're too slow or unresponsive and that's hard.

The deeply held assumption by IMI's engineers that a new product had to be 100% ready before it could be tested with customers just got busted.

For an industry that is steeped in quality, precision, and minimising risk, what was about to happen was an anathema.

Another major milestone came when Twite set the company's purpose to be Breakthrough Engineering for a Better World. ‘It unlocked a huge amount of emotional energy and a determination to find bigger problems, for example, asking, how could IMI become a leader supporting the decarbonising of the world? We stopped thinking “where was our

mature industrial companies often have an incredibly narrow and pre-determined view of the customer. ‘Everyone fools themselves that their new product meets a need. What's really happening is we selectively hunt for information to validate our beliefs and it just keeps us defending the status quo.

In building connections outside the organisation, the open mindset evolves the value exchanges with suppliers, collaborators, and partners to shift thinking from scarcity to abundance.