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Revenue. Profit. Market share. Important metrics that miss the biggest driver of future success.
Here’s why: It’s one thing to drive financial performance for a couple quarters… or even a couple years. But in today’s fast-changing and very challenging world, businesses must plan and act in ways to ensure long-term, SUSTAINABLE success.
That means redefining what success means… and it means taking care of the people, communities, and ecologies on which your success depends.
Organizations that do this measure impact alongside income, consider community benefits alongside competitive advantage, and build organizations that create value for society as well as shareholders.
Along the way, they build stronger relationships, attract better talent, and create more resilient business models. And they position themselves to be the market leaders now and in the future.
Check out Ron’s full conversation on the Championship Woman podcast here: https://www.youtube.com/watch?v=iRVvTbKLbUI
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Below is an Autogenerated Transcript
And so a company, especially in this era, we’re doing this interview in 2025, where all over the world, we’re at that moment in history where people realize, wait a minute, we’ve got technology that can take us to the moon, but have we really figured out how to take care of the ecology of where we live? We’ve got the ability to communicate with each other on our little devices and see everything all over the world, but have we yet generated this shared sense of concern, compassion, contribution to the well-being of one another?
I think the companies and the cities and the families and communities that are going to thrive are the ones that recognize there’s a much larger context, not just emerging today, it is here. You ask the young people, “Where do you want to work?” They don’t want to work somewhere where it’s just about making more money. They want to work somewhere and feel like their life is contributing to the well-being now and into the future. Women get that. Men have been raised in a more competitive narrative. Who’s on top? Who’s got more? Now is the time for us to learn how to work together.
So then if you’re a CEO or you report to a CEO, or you’re a government leader, or you’re an industry president, you should be taking responsibility for bringing this narrative up to a higher shared level in the context of history so that the culture you’re building addresses this issue of us flourishing together, not just increasing our top line, increasing our bottom line, increasing our market share, increasing our shareholder value. I’m not saying those are wrong metrics, but on their own without the larger context of well-being in which we actually live, then they can end up literally taking us off the tracks.
