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There is a comfortable idea that many organizations still maintain: growth is a natural consequence of what they already do well. But the data shows exactly the opposite. According to PwC, we are entering a decade of “value in motion”, where around 7.1 billion dollars in revenue will be redistributed as new business models replace current ones. This means one simple thing: growth will not happen within the current model. It will happen outside of it.

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Growth implies reinvention

For decades, growing meant scaling, having more customers, more markets, more efficiency. Today, growing means something different, namely repositioning the business to where the value is migrating. And this movement is being driven by two structural forces:

1. Artificial Intelligence and advanced technologies: with the potential to increase the global economy by around 15% by 2035;

2. Climate change: which could reduce global growth by around 7% if not managed strategically. In other words, the same context that creates opportunities also creates risk, which leads companies to have to decide which side they want to be on. The evidence is clear: those who innovate grow, those who do not innovate stagnate.

The State of Innovation 2025 report reinforces this reality with concrete data: innovative companies grow on average 7% in sales, non-innovative companies practically do not grow (0.4%). Furthermore, the so-called frontier firms (those leading innovation) show even higher growth and greater investment intention, which makes us wonder if this situation is a coincidence or a strategy?

Value is moving

In its study, PwC leaves no room for doubt, we are witnessing a reconfiguration of industries and businesses, where traditional boundaries are disappearing, sectors are merging, and value is migrating to new “growth zones”. Companies that previously competed only in their sector now compete in broader ecosystems, with a major focus on mobility, energy, health, technology, sustainability. 

In this context, the question is no longer “How can I grow in my market?” and has become “Where is the new market that I must compete in?”. Of course, not all companies manage to make the leap, making some mistakes, for example: Optimizing instead of reinventing, where improving what exists is no longer enough, and companies that focus only on efficiency can become faster… but be heading in the wrong direction; Treating innovation as a project, and not as a strategy. Innovation must be more than a laboratory, it is a central strategic decision, many of the organizations that grow integrate innovation into their business model, culture and leadership; Underestimating the speed of change. Transformation is not linear, companies that react late face a critical problem: when they decide to change, the market has already changed again.

The role of leadership: creating growth where it does not yet exist

Reinventing the business requires a new type of leadership, not centered on control, but on vision, not only looking at the present, but at what is emerging and happening. Leaders who are gaining an advantage base their actions on four fundamental vectors:

• they identify early where value is migrating;

• they invest before it is comfortable;

• they accept that part of the current business will have to disappear;

• they create cultures that encourage experimentation.

They are leaders who understand that it is not possible to grow keeping everything the same, and who know that one of the biggest mistakes is to romanticize innovation, it is not spontaneous creativity, it is above all discipline, strategy and vision, it is the ability to transform ideas into value. The next decade will not be defined by the most efficient companies, but rather by those that know how to reinvent themselves, it is in the space between what the company is today and what it has the courage to become.

Article by Sérgio Almeida, in partnership with Vida Económica.