It is tempting for business leaders and founders to focus on the short term. Yet some of the most successful companies of our time owe their success to a radically different approach: they think in decades. The long term then becomes a competitive advantage, a way of building solid foundations that withstand economic storms, passing trends and frenetic market cycles.
The tyranny of the short term
Quarterly reports, monthly sales forecasts and immediate performance indicators create constant pressure on managers. This obsession with the short term has a cost. Decisions are often driven by the need to show quick results rather than by the vision of a sustainable future. Companies can then sacrifice innovation, internal culture and even their reputation to achieve immediate goals.
However, leaders who successfully break free from this tyranny take a radically different perspective. They invest in projects that do not produce immediate results, focus on training and team development and build brands capable of spanning generations. It’s this ability to think beyond the quarter that constitutes a true strategic advantage.
Thinking in decades: the example of the great visionaries
Take the example of Jeff Bezos and Amazon. Since his inception, Bezos has consistently focused on the long term. Early massive investments in logistics infrastructure and technology were not immediately profitable, but they helped Amazon become the global giant we know today. Initial shareholders sometimes criticized these choices, but the long-term vision outweighed the short-term gains.
Another illustration: LVMH. The luxury empire built by Bernard Arnault is based on patience and high standards over several decades. Each brand acquired or developed has been designed to last, with particular attention paid to quality, craftsmanship and the sustainability of the reputation. In luxury as in technology, lasting success requires thinking in decades, not quarters.
The invisible benefits of long-term
Thinking long-term isn’t just about future profits. This transforms the way a business operates on a daily basis. Investing in corporate culture, for example, has effects that cannot be measured immediately, but which become decisive in the long term. A motivated, well-trained team aligned with clear values is more resilient in the face of crises and more innovative in the face of opportunities.
The long term also allows us to better understand market cycles. Fleeting trends may be appealing in the short term, but companies that resist the temptation of quick wins and invest in solid fundamentals have a clearer view of where their industry is headed. They anticipate, instead of reacting, and build sustainable growth.
Build a long-term strategy
Adopting the long term does not mean ignoring immediate results, but rather contextualizing them in a global vision. It starts by setting goals that extend beyond quarterly financial horizons. This may involve developing a technology, establishing a brand in an emerging market, or strengthening relationships with customers and partners over several years.
Then, it is important to communicate this vision within the company. Teams need to understand that some decisions, even if they seem less profitable in the short term, contribute to a larger goal. This clarity strengthens commitment and helps align individual efforts with the long-term strategy.
Patience as a driver of innovation
Innovation is one of the areas where the long term reveals its importance. Ambitious projects often require years of research and experimentation before producing tangible results. Startups looking to quickly attract investors may be tempted to scale back their ambitions or pivot too early. Those who take a long-term view are more likely to turn disruptive ideas into lasting success.
This is also true for R&D in large companies. Google, for example, has been investing for years in projects that are not immediately profitable, but can disrupt entire industries. These investments often only bear fruit years later, but they provide the company with a solid strategic position.
Cultivate resilience
Thinking in decades not only protects against market fluctuations, it also builds organizational resilience. Companies that plan for the long term are better prepared for economic crises, technological changes and regulatory developments. They have already put in place systems, skills and a culture that allow them to adapt their model rather than react urgently.
This resilience is based on a simple but powerful principle: the patient accumulation of skills, relationships and knowledge creates an invisible but lasting advantage. These elements, invisible over a quarter, become decisive over several years.
The role of the leader: sowing for the future
To succeed in this approach, the role of the manager is central. Thinking in decades requires discipline, courage and sometimes isolation from external pressures. It’s about sowing seeds today whose fruits will only be reaped in several years. This may concern the development of an innovative product, the continuous improvement of processes, or the construction of a strong culture.
