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This book offers a thoroughly researched and accessibly written account of the John Lewis Partnership. It describes what the JLP is- how it works- and what other businesses can learn from it. The US/UK model of the firm- with its emphasis on shareholder value and its openness to the market in the buying and selling of businesses- is prone to a number of problematic consequences for employees- suppliers- and sometimes share-holders. The JLP represents a contrast to this model - one that has implications beyond the small niche of mutually-owned firms. The JLP has lessons for organizations that are unlikely to move towards the Partnerships distinctive shared ownership. This book identifies these lessons. The key questions addressed include: how does the JLP work in practice? What is the link between co-ownership- the JLP employment model- and the performance of the businesses? What is the role of management in the success of John Lewis and Waitrose? Are mutuality- co-ownership and business performance at odds? What is the significance of democracy within the JLP? And probably most significantly: what are the implications- for policy-makers and for economic agents of the JLP?This book is based on detailed knowledge of the JLP and its constituent business gathered by the authors over a fifteen year period. Their conclusion: that the JLP is more complex- even more impressive- and more interesting than its admirers realise....