Rethinking growth as a mindset, not just a goal

In the late 1970s, Bhutan’s King Jigme Singye Wangchuck rather boldly declared that Gross National Happiness, measured across more than 30 factors, is more important than Gross Domestic Product. It was a radical idea that challenged the conventional wisdom that economic growth should be the primary metric that defines progress or success.

This unique approach has provoked debate worldwide about what truly constitutes a prosperous and fulfilling society. I’d argue this thinking — holistic, strategic and long-term — has also influenced the business world in recent years, first influencing the rise of CSR practices, and later the B Corp movement.

Yet run a Google search or scan the business press for the word “growth”,  and the results still relate overwhelmingly to profit, scale, acquisition or market share.

But should we consider growth in more expansive terms? What if it encompassed not just business performance, but also organizational culture, employee fulfilment, and the cultivation of skills and knowledge?

As the CEO of a global business, I personally don’t just view growth as a revenue target or a line on a spreadsheet. But that isn’t to say I’m looking at it in an intangible way, I work in data so I’m interested in measurable outcomes. I see growth as a mindset that can transform company culture and inspire both employees and leadership.

Indeed, when growth is embraced holistically as a shared ethos it can drive innovation, fuel career development, and create a sense of energy across the business. In short, get it right and profit tends to follow naturally.

However, to ground a philosophy, there is another, more practical perspective on growth rooted in psychologist Carol Dweck’s pioneering research on the ‘growth mindset’.

Dweck’s theory suggests people possess two fundamental beliefs about their abilities: a fixed mindset, where abilities are seen as innate and unchangeable, and a growth mindset, where abilities are viewed as malleable and can be developed through dedication, hard work, and effective strategies. While individuals may gravitate towards a dominant mindset, it’s important to note they also hold other beliefs about their abilities that can be more malleable.

By cultivating this ethos within organisations, we can empower employees to embrace challenges, learn from setbacks, and persist in the face of obstacles. This not only fosters continuous improvement and innovation, but also creates a more fulfilling and rewarding work environment. People feel empowered to reach their full potential — and this builds cultures which allow for growth, modernization and transformation.

Furthermore, leaders who align personal growth with organizational goals tend to energize their teams with a shared sense of purpose as employees recognize their own development is integral to the wider business’ success.

Nurturing a growth mindset 

While expanding a company’s bottom line will always remain essential, a truly growth-oriented organization fosters a culture where learning is also continuous, where innovation perpetually thrives, and resilience is built to last. Under this model, employees are encouraged to embrace challenges, experiment, and learn from both successes and failures.

There are many strategies an organization can adopt to achieve this, and it will depend on the nature and size of the business. But broadly speaking, mentorship programmes and internal training initiatives provide good opportunities for skills development; flexible work arrangements tend to allow individuals to pursue both personal and professional growth.

Innovation can be fostered through initiatives like hackathons and intrapreneurship — much like Google’s 20% policy which gave us Gmail and Google Maps — empowering employees to bring new ideas to life within the organization. The list is long and varied, but the bottom line is that a business should nurture a growth mindset culture that embraces experimentation to explore what works best.

Furthermore, setbacks — inevitable in any journey worth taking — are always reframed as opportunities for growth. By creating a psychologically safe culture, organizations empower employees to take thoughtful risks that drive growth and innovation. Constructive, growth-oriented feedback further strengthens this culture, as does recognising and celebrating successes alongside lessons learned from failures.

In my experience of working with large enterprises on multi-year transformation projects, those that embody this holistic approach to growth set themselves apart, or at the very least make the process shorter and smoother.

Growth, when viewed not as a singular goal but as a series of interconnected and broader goals, underpinned by a growth mindset, has the potential to redefine the way we think about success. Just as the King of Bhutan’s decision to view his kingdom through a different lens ultimately led to greater happiness, and much more besides, others too should consider a similar, broader shift in perspective. When growth becomes an ethos, it unlocks not only business potential but human potential — a powerful combination that can truly transform an organization’s future.

Written by Gautam Lohia.
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