Another Way: Building Companies That Last…and Last…and Last
Dave Whorton with Bo Burlington
Harvard Business Review Press (May 2025)

A brilliant analysis of “underappreciated and undersupported” values-driven companies

In a book written with the invaluable assistance of Bo Burlingham (author of a business classic, Small Giants: Companies That Choose to Be Great Instead of Big), Dave Whorton offers an alternative to a “get-big-fast model that evolved into a growth-at-all-costs model adopted by angels and venture capitalists.” Another, better way is demonstrated by values-driven, enduring companies.

Whorton characterizes them as “evergreens.” Here are their “Nine Rules of Innovation”:

1. Get risks up front and out early.
2. Drive creativity through constraint.
3. Try lots of low-cost experiments.
4. Take learning journeys.
5. Look to suppliers for ideas.
6. Protect new ideas.
7. Take advantage of your longer investment time horizon.
8. Pursue mark-creating innovations
9. Kaizen

The Evergreens’ leadership is guided and informed by seven core principles:

1. Purpose
2. Perseverance
3. People First
4. Private
5. Profit
6. Paced Growth
7. Pragmatic Innovation

See Appendix A (184-185) for a brief but substantial discussion of each principle.

Owners of companies such as Continental Floral Greens, A.B.C Jones Commercial Services, Edward Jones, Meijer Inc., O.C. Taner, Wegmans’ Food Markets, and White Castle have no end date. According to Dave Whorton , “They never plan to exit, and so they are comfortable making decisions based on what they think is best for their companies in ten, twenty, or even a hundred years. In that sense, they are unique in the business world. Moreover, there are at least three other ways in which the long view gives them benefits.” They have three long-view advantages: The compounding effect, win-win partnerships, and fulfillment.

According to Jim Milgard, the founder and CEO of Continental Floral Greens, “The guys in venture-backed or private equity-owned companies have no idea what I’m talking about” when talking about the Evergreen spirit. “They’ll never experience it.”

In this context, I am again reminded of an African proverb: “If you want to go fast, go alone. If you want to go far, go together.”

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I commend Dave Whorton and Bo Burlington on their brilliant, substantial contributions to thought leadership throughout the global marketplace. I highly recommend this material to all C-level executives and those who aspire to become one as well as to middle managers and to those who are now preparing for a business career or have only recently embarked upon one.

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Here are two suggestions while you are reading Another Way: First, highlight key passages. Also,  perhaps in a notebook kept near-at-hand (e.g. Apica Premium C.D. Notebook A5), record your comments, questions, and action steps (preferably with deadlines). Pay special attention to sets of bullet points that either cite key components of the given insight or suggest defining characteristics of the given subject.  Observations that conclude each chapter are well worthy of your consideration.

These two simple tactics — highlighting and documenting — will expedite frequent reviews of key material later.