High Employee Involvement – Unlocking Your Competitive Edge

From playing field to podium, there are no medals for just showing up. Discover how high employee involvement can transform your business from merely participating in the market to dominating it, leveraging every team member's potential to execute strategy effectively and drive unparalleled growth.

With over thirty years’ experience in enhancing business performance, at Ninety Days we have witnessed a profound but common trend: businesses are more inclined to participate rather than truly compete in their markets. The pressing question is – how do we craft an organisation that is able to compete in the marketplaces it serves?

Let’s go deeper.

The Strategy Conundrum

Employee Involvement

The challenge with traditional strategic planning is its failure to be effectively communicated and therefore executed efficiently across an entire organisation – and so, in our experience there is a strong argument for the inclusion of all employees in the strategy-making process.

Strategies often fail because they are not embraced or understood across the entire organisation. By involving employees at every level, businesses can ensure that strategies are executed with a deeper understanding, belief, and commitment.

The Ownership Mentality

Imagine you have to choose between two identical companies to invest in: Company A, where employees think, feel and act as just that, employees; and Company B, where every individual thinks, feel and acts like they’re the owner. The choice seems obvious, doesn’t it? Company B, with its owner-minded workforce, is not just a more attractive investment but also produces better place to work.

Companies with highly engaged employees are 21% more profitable than those with low engagement levels Gallup

Studies show that businesses run with an “ownership mentality” grow faster, are more profitable, and boast higher levels of staff engagement.

The Game of Business

Business, in essence, is akin to a serious game. It has rules, a scoring system, a playing field, competitors, and a clear objective—to WIN! Yet, many employees operate without understanding the rules or how their actions influence the score, i.e., the company’s financial results.

Here’s a challenge for you: ask your colleagues if they understand how your business makes money. The likely gap in knowledge is where the opportunity lies.

Let’s explain this through a tennis analogy, a narrative that is particularly illustrative.

Picture this: you’re on a tennis court, racquet in hand. Some of you play regularly, others are somewhat familiar with the game, and a few more may not know much beyond the Pimm’s or strawberries and cream seen during Wimbledon. Initially, we’re just hitting the ball back and forth but soon, the inherent human drive to compete kicks in, and we agree to play a game.

To start the game, we first need to understand the rules—the relevance of the lines, the net, and the sequence of play. It mirrors how a business must understand the market’s boundaries and regulations.

Next, we devise a scoring system, akin to setting financial targets and performance metrics. Then, we define what ‘winning’ means—what does it take to win a set, the match, to achieve our financial targets, customer and market objectives, operational objectives and employee commitments?

And finally, we agree on the reward for winning—perhaps a simple bet like a round of drinks. It’s not too different from the incentives and rewards businesses offer for achieving success.

Once these elements are in place, we’re truly playing the game. Whether our tennis match follows the official rules to the letter or not is beside the point—we’ve created a structure that gives our actions context and our play purpose. That’s what businesses need: a system designed to encourage every player to engage fully in the game.

To transform your workforce from participants to competitors, they must become literate in the language of business. Just as a tennis player must know the significance of the lines on the court, employees must understand the financial boundaries within which they operate. By educating every member of your team on the financial statements—the scoreboard of business—they become empowered to make decisions that serve the greater strategy of the organisation.

High Employee Involvement: The Game Changer

High employee involvement is not merely about sharing information but implementing a business “operating system” that empowers employees to leverage this knowledge effectively. It’s about enabling every employee to understand and contribute to the company’s success. 

To sum up, imagine the competitive edge you could gain if every employee arrived at work with an owner’s drive and strategic insight.

That is the potential of high employee involvement—a potential that Ninety-Days is passionate about helping organisations realise.

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Dr. Raj Patel MBE

Practice Lead

Background Info

Dr Raj Patel was the Interim Medical Director of Primary Care for NHS England and NHS Improvement. He was previously Medical Director of NHS England for Lancashire and Greater Manchester as well as Director of Commissioning for Lancashire. He currently sits on the General Medical Council and the Doctors and Dentists Remuneration Body.

A Fellow of the Royal College of General Practitioners, Raj was a GP in Greater Manchester for thirty years and has held senior clinical leadership positions in the NHS, locally, regionally and nationally since 1997 as well as a GP advisor role at the Department of Health.

Raj has worked extensively with broadcast and print media in the past. He is a graduate of Manchester University Medical School and sat on the General Assembly of the university. Raj was awarded an MBE in The Queen’s Birthday honours list 2019 for services to healthcare.

Prof. Hilary Garrett CBE

Practice Lead

Background Info

Hilary, CBE, PhD (Hon), MSc, BSc, RGN, RHV, PGCE is an experienced public sector senior leader, recently retired from Deputy Chief Nursing Officer for England post at NHS England. Hilary continues to hold a post as a Non-Executive Director for the NHS Cheshire and Merseyside Integrated Care Board.

Hilary is a registered Nurse and Health Visitor with over 40 years’ experience of working in clinical, public health and leadership roles in the NHS. She held several Director posts across both commissioning and provider environments in addition to holding a Deputy Chief Executive post for both.

She led many local and national programmes of work focusing on improving quality, safety and the working lives of people in the health and care systems.

Hilary is also an accredited senior Executive Coach and Mentor and is passionate about supporting people to realise and achieve their potential. 

John Atkinson


Background Info

John Atkinson serves as a consultant at Ninety Days, specialising in driving transformative change within organisations.

With a strategic approach aligned with Ninety Days’ mission, John collaborates with boards and executive teams to create actionable processes for immediate implementation, ensuring measurable outcomes.

With 30 years of experience, John brings a wealth of expertise to Ninety Days. He has designed engagement processes for the UN Food Systems Summit and supported the World Health Organisation during the Covid-19 pandemic. Notably, John oversaw the ‘Total Place’ program for the UK Government, demonstrating his ability to lead large-scale initiatives.

His pragmatic, hands-on approach, honed through work with global leaders in various sectors, adds significant value to Ninety Days’ interventions.

Mike Gill


Background Info

Mike brings over thirty years of extensive NHS experience, including executive roles as Deputy Chief Executive and Director of Finance.

He has a proven track record in healthcare governance, having led transformation initiatives and improved governance arrangements at various levels within NHS organisations.

Mike’s expertise includes strategic financial planning, quality governance, and risk management. He has supported boards in delivering their strategic objectives and ensuring effective operational autonomy.

As a regular contributor to national board development programs, Mike provides invaluable insights and guidance to healthcare executives and non-executive directors.

Liz Leinhardt


Background Info

Liz, RGN, PGCert Ed, BSc Hons MSc, is a highly qualified healthcare professional with extensive executive and operational experience in top-performing Foundation Acute Trusts, Primary Care, and Commissioning. Her exceptional track record includes consistently delivering performance standards and driving transformational change.

She collaborates with clinical and managerial teams to facilitate service transformation and sustainable change within organisations.

With 30 years of nursing experience and two decades in senior management, Liz possesses a wealth of knowledge in developing and delivering high-quality services.

Philip Curzon

Managing Partner

Background Info

With over forty years in senior leadership roles in both the public and private sector, Philip uses his experience to ensure that our clients execute the measurable change they have agreed upon.

Philip, along with our team of associates, remain with the client throughout the 90 Day Cycle to ensure that there is no loss of focus and that we adapt to the unexpected.

In his most recent role Philip was CEO of an educational technology company which transitioned from a bricks and mortar publishing house to a global online content provider.

He is also an alumni of Harvard Business School, INSEAD and the Army Staff College. 

Impactful Leadership

We focus on producing measurable improvements in key leadership behaviours that directly impact organisational performance.

By benchmarking leaders against global standards and providing personalised coaching, we empower them to inspire, challenge, and guide their teams effectively.

Through our unique 90-day Accelerated Performance CycleTM, leaders not only develop new habits but also lead projects that deliver tangible economic benefits to the organisation, ensuring a clear return on investment in leadership development.

Organisational Transformation

Our approach transcends mere change management, aiming for profound organisational transformation.

By meticulously assessing your organisation’s culture and leadership perceptions, we identify areas of alignment and discrepancies through our unique “heat map.”

This serves as a strategic guide, enabling targeted interventions and inclusive dialogues with senior leadership teams, fostering a culture of continuous improvement and adaptability that endures beyond our intervention.

High Performance Culture

We instil a high-performance culture within your organisation. By engaging employees in strategic thinking, planning, and execution processes, we empower them to understand their individual contributions to organisational success.

This shift in focus from day-to-day operations to strategic alignment cultivates an environment where excellence becomes the norm, driving productivity, innovation, and competitive advantage.

Arend Welmers

Managing Partner

Background Info

Arend works with our clients to design and deliver a process that drives the rapid, measurable improvements that you require. With over thirty years of experience in performance coaching, Arend has dedicated his career to helping organisations accelerate their performance and achieve tangible results.

A challenging, inspiring and highly regarded coach, facilitator and speaker, Arend has a reputation for designing and implementing interventions that challenge conventional practices and quickly generate value for client organisations.

Recent assignments have seen him designing and leading major leadership development and business change strategies in Lisbon, Paris, Berlin, New York and London.