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STRATEGY
Growth
So, what’s the problem with growth?
Growth is intrinsic to all living things. From the base cellular level of plants, animals and individuals, all the way through to the organisations and communities to which we are connected. As living beings, we are hardwired toward growth.
Growth, like change, is inevitable and multidirectional. Also, like change, growth can be positive or negative and intentional or unintentional.
Growth without wisdom neglects the bigger picture. Without the presence of wisdom, our understanding of the intergenerational impacts of our actions on people, the planet and long-term profitability is severely limited.
Therefore, how we grow matters.
At CoPlantation, we provide clients with the reach, agility and flexibility needed to achieve growth. We work cooperatively to develop and implement tools and framework for growth while prioritising wisdom, the highest expression of knowledge.
Here are six common situations where growth without wisdom leads to negative outcomes.
1. Lack of customer centricity
Relevance and differentiation are the lead indicators of growth, market share and profitability.
However, when we are not clear about how we solve meaningful problems for our customers (i.e. relevance) in a way that sets us apart from our competitors (i.e. differentiation), we will compete on price by default.
Sustained growth therefore requires value creation across the value chain.
People don’t want to buy a quarter-inch drill. They want a quarter-inch hole!”
— Theodore Levitt
2. A loss of interconnectedness
In an increasingly complex world, we compartmentalise, linearise and simplify to manage complexity. We also outsource complexity to others in order to free ourselves to focus only on the parts which concern us.
However, in doing so, we lose sight of how everything is connected and interdependent. Therefore, we end up with situations like the common “out of sight, out of mind” approach to waste. An intentional systems approach is therefore required to sustain positive growth.
Man did not weave the web of life, he is merely a strand in it. Whatever he does to the web, he does to himself.”
— Chief Seattle
3. Culture overload
Our ability to grow and affect positive change is limited by our level of effectiveness in navigating culture. Hence, the level of skill in which we engage, build trust, collaborate and make decisions will have a direct impact on growth.
By understanding and mapping shared truths and building a hierarchy of needs, we’re able to navigate the myriad of cultures and subcultures that exists within our value chain.
Culture eats strategy for breakfast.”
— Peter Drukker
4. A lack of care and balance
We have a tendency to assume growth equals more - more money, more customers, more profits, more products, more consumption.
However, in a world of diminishing resources, increasing tensions, and a growing population, we all have a duty of care to grow responsibly. Sustained growth must move the entire system forward whilst maintaining balance.
Action expresses priorities.”
— Ghandi
5. A lack of responsiveness
In our highly competitive and global economy, we are constantly striving to be the best by investing heavily to extract the maximum utility out of finite resources. Our primary sector mentality is a great example of this.
Notwithstanding, in an increasingly complex and disruptive world, it is not the strongest that survives, nor the most intelligent, but the most responsive to change. Sustained growth requires an agile and flexible growth mindset.
A revolution starts with a clear vision of a world different than the one we live in today.”
— Simon Sinek
6. A lack of awareness
When we have success with a particular approach, product or service, we have a tendency to overstretch its utility to maximise the return on the initial investment.
Although a common behaviour within the primary sector and new, functional ingredients, there is risk associated with this approach – the risk of diluting and confusing the initial value proposition to maximise profitability.
Essentially, when we look to solve problems that don’t exist nor have the social licence to solve, we are at risk of turning a ‘cash cow’ into a ‘dog’. We believe knowing how and when to innovate is critical in maximising value and growth.
Do fewer things better.”
— Darmesh Shah