Recent sudden policy changes related to tariffs and immigration are helping to exacerbate the widespread economic uncertainty that US businesses are currently weathering. With talks of a recession on the horizon and increased market volatility, many of today’s business leaders at organizations of all sizes have opted for a “wait and see” approach in their tactical operations and overall strategy. These business leaders are curtailing spending on everything from hiring and marketing to R&D and CAPEX to hold onto more cash for whatever may be coming next. The result is a survival-minded collective pause nationwide while they try to assess the lay of the land and wait out today’s unpredictability.

And while this cautiousness is understandable, it’s also counterproductive for long-term growth because a tactical pause of this kind can be a revenue strategy-killer. So, to answer our own question, no – your revenue plan cannot withstand a short-term pause!

Almost five years ago the first case of COVID-19 was confirmed in the US, ushering in a period of chaos and confusion. Between a pandemic, racial tensions, a broken supply chain, an irreversible shift in how people work and buy, political tensions, an unprecedented presidential election, and now the talk of sweeping domestic and foreign policy changes under a new administration, it’s been a busy five years!

As a business owner, whether you wanted to be along for the ride or not, you are! You simply can’t get away from the news. But even if you could ignore it all, it’s not in your best interest to try because you need to know what’s going on now and what may be coming next to understand how it may affect your business and your customers.

Today’s business owners understand that they can’t be responsive to marketplace changes if they stick their heads in the sand, which means that they need to find balance. They need to figure out how to stay attuned to what’s going on without letting the frenzy and hype take over. The goal right now is to avoid getting distracted, but that’s often easier said than done!

Let’s look at how today’s distractions are affecting businesses and the markets they operate in as well as discuss what business owners can do to stay focused and drive success.

Every day I talk to B2B business leaders whose content strategy is based on guesswork. They primarily create content based on what they think might be helpful for prospects and existing customers and then they just hope that it performs well. They often don’t have a set process for creating content, and they aren’t entirely sure what kinds of results to expect from it or how to even measure its success.

When that strategy fails, they ask questions like, “How do I know what kind of content to create?” and “Who should my content be targeting?” So, today I’m answering those questions and more as I discuss how to create great B2B content that achieves business goals! This B2B content playbook is meant to serve as a general guide for organizations that want to create the kind of content that generates leads, closes deals, and keeps customers happy.

The last annual prediction article we wrote was at the end of 2019. We offered up a multitude of well thought-out ideas on what might be coming next in the world of B2B revenue generation for 2020. …And we all know what happened next! Everything we thought we knew changed and everyone’s speculations about what was to come got turned on their head. (Although, strangely enough, our predictions did mention the possible use of masks in the future, albeit for very different reasons.) After that experience, we were a little hesitant as a team to offer up our industry predictions for the coming year once more. But 2025 is the year when we’ve decided to get back at it and give you our annual predictions again!

Traditional content and website-level SEO tactics like page speed, keyword optimization, and link building will no longer succeed alone.

There are few places in today’s business landscape where failure is celebrated, except perhaps Silicon Valley, where the “fail fast and fail often” motto has come to dominate corporate thinking over the last decade. Coined by author John Maxwell, the original quote is actually, “Fail early, fail often, but always fail forward.” Of course, this is an important distinction because simply failing for the purpose of failing is clearly a foolish strategy for businesses to adopt.

And yet, there’s something to be said for the idea of letting go of the negative perceptions around failure to develop failure tolerance as an organization because, as we all know, failure is inevitable!

The key driver of all strategic decision-making is value… or at least it should be!

Too often organizations will make decisions based solely on what they can get out of something (an event, a training opportunity, networking, a new market, etc.) rather than what they can bring to it. Decision-makers should ask, “What kind of value can I bring?” first and then let the return payout follow from there.

Executive Summary: Business leaders can shape their own futures by taking a proactive approach to their strategic growth planning. For organizations to stay focused on their overall goal they must embrace a fundamental mindset shift as well as be people-focused and well aligned around the plan to get there. Along the way they will also need to carefully measure the results of their efforts, strive to ask good questions, and resist the temptation to hasten the process through oversimplification.

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A European study published in the Harvard Business Review on the future of work compiled extensive research from news articles and experts to make predictions around what progress and growth may look like over the next 50 years. As part of the research, the Belgian authors of the study sought input from tech entrepreneurs, economists, and authors/journalists. They discovered that these experts theorizing about what’s to come next fell into three buckets – optimists, skeptics, and pessimists. It’s no surprise that each of these groups had vastly different perspectives on what the future may hold, and yet amid their contrasting perspectives, the key takeaway from the article was this:

"The future will be whatever we make it. In our view, the scenarios pushed by optimists, skeptics, and pessimists are all theoretically possible. Questions like ‘will AI destroy a lot of jobs’ are thus misguided — whether AI destroys a lot of jobs or not will depend on the decisions made by people in the coming years. The question is thus not, ‘What will the future of work be like?’ but rather, ‘What do we want the future to be like?’"

It became clear that regardless of what people think may happen in the future, there is a strong element of personal agency that will shape the future far more than our speculations alone ever could. Our thoughts may not be self-fulfilling prophecies, but our actions do create outcomes. And the same principle is true on a smaller scale as well!

At the individual organization level, companies poised with a strategic plan will be able to shape their own future. So, the question your organization should be asking isn’t "What will the future hold for us?" but "What do we want the future to hold for us?"