Grow Like Trees Adapt Like Grass

Hearing conversations where ‘environment’ and ‘sustainability’ are used as buzzwords that sell like hotcakes, I often wonder if the environment itself could act as a guiding force for long-term business decisions, rather than being treated as a mere checkbox. Two simple forms of plant life — trees and grass — reveal enduring lessons on growth, resilience and organisational design.

At the outset, it is essential to distinguish between the underlying analogy used in this article and the context in which it is being applied. While ‘sowing the seeds’ or ‘planting a sapling’ is often used poetically to describe retrospectively the inception of an organisation, the way it grows can have a cascading effect on itself and its surroundings. This presents a fundamental question: should an organisation grow organically, or adopt a quick-growth strategy that might be counterproductive in the long run?

Controlled Disruption and Roots

So, even when an organisation chooses to grow organically, can it do so without challenging the status quo — even its own? Take Apple Inc, for instance. Its risk-taking ability in introducing the iPhone, even though it cannibalised its own products, is a prime example. This controlled disruption is an effective way to grow organically while also reshaping the market, striking a balance between stability and innovation.

At its core lies the culture (or the soil), which has an implicit but significant impact on how well the organisation will support itself, even as its product, market and approach continue to evolve. Strong roots are a prerequisite for a strong tree. They hold the soil together and shape the way a tree grows. Just like that, the core fundamentals of an organisation influence its long-term growth and success. For instance, the classic fall of Enron is a testament to an organisation failing its fundamentals — and we all know, if the soil is weak, the tree will not stand the storm.

Trunk and Branches

A tree with many branches but no trunk, or a tree with just a trunk — is it even a tree? Every tree has its own unique structure — a coconut tree is not the same as a mango tree. But most surely have both of these elements, and this is how an organisation ought to be. It must find the suitable structure for itself, but needs to maintain a healthy balance between concentration of power and decentralisation.

Likewise, a skilled arborist knows how to prune a tree, cutting unnecessary branches and ensuring the ‘crop’ remains healthy overall. A tree that grows haphazardly becomes too large for its own good, eventually weakening its roots and succumbing to its fate. Similarly, an organisation can only thrive when it maintains strong central leadership and an equally efficient and effective branch structure. Without this balance, there would be no fruit.

Grass & Grassroots

‘The Oak and the Reed’, one of Aesop’s fables, is often used to describe the importance of humility and flexibility. In other words, when a hurricane strikes, even the mighty tree may fall, but the grass survives. This lesson is critical for businesses, especially given the dynamic and evolving nature of markets.

While chief executives run businesses that shape industries and influence how people think, it is important to ‘touch the grass’ and keep ears to the ground to constantly consolidate and innovate product lines. As a result, we see how legacy brands maintain their relevance and often attribute it to a ‘start-up mindset’. What difference do we see between Nokia and Apple Inc, or Yahoo and Google? That answers the question easily.

A Mindset that Matters

Observing the world around us reveals several simple yet powerful lessons in the most unexpected places. For future professionals like me, the key takeaway is clear: inspiration can come from anywhere, provided we are willing to pause and observe. Approaching every opportunity with curiosity and an open mind not only broadens our perspective but also sharpens our ability to adapt in a fast-changing world. Perhaps it is this mindset that separates leaders from the rest.