This is an account of how, in 1994, the chief executive of a British firm, Dutton Engineering, broke out of the traditional mould to create a dynamic, profitable and model company that won the prestigious Wedgewood Trophy for Business Excellence. The book presents the reader with a clear business vision and describes how this was turned into reality. It should help managers and staff of companies and organizations of all sizes from all sectors. Among the areas examined are: why companies must change; the Dutton way; how to overcome the barriers to change; what is the true cost of poor quality; the role of trust; what is true empowerment; how to build flexible, effective and innovative teams; how to develop staff confidence and commitment; new forms of organization; what to do about dinosaurs; how to work closely with suppliers to cut costs; and how to develop a company-wide Kaizen culture. Change is inevitable and, where no change exists, it is best to resolve to get on with it. This book provides a proven path to follow.