15

GROWTH 6.0: PEER INTO MY CRYSTAL BALL

Growth is never by mere chance; it is the result of forces working together.

James Cash Penney

At this point you’re likely wondering, so where do we “grow” from here? Throughout this book, I’ve mentioned that unstoppable organizations are always thinking forward. Considering the ground we’ve covered, I believe it’s important to share some predictions with you regarding the future to assist you in doing the same.

For this final chapter, let’s revisit a few of the key points already discussed, making some predictions about further shifts or changes that are likely to influence your organization in the coming years.

The Top 10 Predictions for Unstoppable Organizations

Here are my top 10 predictions that will influence the marketplace, its customers, and employees in the coming decade, in no particular order:

1. The value customers place in one-to-one personalized interactions will continue to grow, allowing organizations that provide exceptional and personalized experiences the ability to capture significant market share over their competitors.
2. Employees will aggressively seek out new employment with organizations that allow them the chance to grow personally and professionally in an environment that is fun, challenging, and rewarding.
3. E-mail as the predominant communication tool amongst organizations will disappear as new social tools such as Facebook Workplace provide a more dynamic means of communication through multiple media in real-time.
4. The hierarchy of management, made popular in the Industrial Age, will disappear, replaced by cross-functional teams that are empowered to collaborate in an environment in which they self-manage.
5. The CEOs and executives who are successful will be those who collaborate and work side-by-side with their employees, building a future together rather than in isolation.
6. Technology that is the most in demand for organizations will be that which is most effective at building repositories of information based on employee discussions and dialogue, replacing written procedures and policies with knowledge repositories.
7. What organizations stand for will become the defining point at which they appeal to customers and employees alike. “Walking the talk” will determine the longevity and success an organization achieves.
8. The number of family-owned businesses will increase as the “monetary returns first” reputation of private equity firms falls out of favor with customers and employees, who prefer a more “family friendly” atmosphere.
9. Organizations that support their employees in becoming versed in multiple roles and skill sets, providing diversity in both experience and knowledge, will become the employers of choice and will, in turn, provide more value for their customers.
10. Compensation will continue to be a less important variable when it comes to attracting and retaining employees. Instead, those organizations that provide ample free time to employees for personal priorities will be a more appealing choice as newer generations seek a more balanced and fulfilling life.

Final Thoughts

Throughout this book I’ve shared various exercises that you can complete at any time regardless of the size, maturity level, market, or sector your organization is within. There are a few points I want to emphasize as you begin this journey on your own. Consider these guidelines to empowering your organization:

1. There is nothing more important to your future growth than your employees. The culture you build, the environment you create, and the extent to which you allow employees to manage their work in support of achieving and delivering on customer value is of the most importance.
2. Customer needs and desires are changing; by interacting more frequently with customers and soliciting their feedback (and then acting promptly on that feedback), you can stay ahead of your competition.
3. Attracting and retaining the best employees for your organization and its customers relies on creating an environment in which they prefer to work. This will mean throwing accepted norms out of the window and, instead, challenging your organization to shift toward satisfying employee preferences.
4. The growth of any organization is not based on being good at selling or marketing, but rather being good at building a collaborative team that rapidly responds to customer needs and desires. The more you can help employees embrace how their role adds value to customers, and so empower employees with autonomy in supporting customers, the faster your organization will grow.
5. It is less important how you begin your empowerment journey and more so that you just begin. Start anywhere, but start now. Simple steps are the best way to begin your journey, and will allow you the freedom and ability to make adjustments as you progress.

For a downloadable version of your own empowerment plan, make sure to visit www.unstoppableorganization.com.

I wrote this book for a simple reason. Too many organizations today are failing to grow because they are focused on doing the wrong things. This is not to say they aren’t trying or that the people that lead or work for most organizations don’t have the best of intentions. What it takes to grow an organization in today’s market place is very different than what it was only 10 or 20 years ago. Don’t fall prey to bad advice.

It is my hope that by sharing more than a dozen stories and examples of what organizations are doing to grow, you will be able to take the fastest route possible to growth and, in turn, build an unstoppable organization.