We’ve all heard the saying: “If you want to go fast, go alone. If you want to go far, go together.” But what if the best way to go far isn’t the straightest path? That’s the idea behind “obliquity,” a concept introduced by British economist John Kay.
Kay’s research uncovered an unexpected truth: the most successful businesses aren’t built by those chasing profits, but by people who are passionate about their work. While this idea isn’t new—Kay wrote about it in 2004 and later in a 2011 book—it feels even more relevant today, as many companies prioritize short-term profits over long-term growth.
In today’s fast-paced world, businesses are often told they need to balance two things: making money and delivering customer value. It’s easy to think that focusing only on customer needs is unrealistic. After all, without profits, there would be no organization to serve customers, right? But what if this common belief is exactly what’s holding companies back?
Kay’s research tells us that some of the most successful companies aren’t driven by profits. Instead, they focus on delivering excellent value to customers. In the process, financial success naturally follows.
This idea recently gained attention when Rory Sutherland, Vice Chairman of Ogilvy UK, pointed out that many business leaders get so caught up in hitting financial targets that they miss the bigger picture. In fact, chasing profits too aggressively might actually reduce profitability. It sounds strange, but think about it: are the happiest people those who chase happiness? Are the wealthiest people obsessed with material things? Warren Buffett, for example, is known for his simple lifestyle despite his immense wealth.
The concept of obliquity doesn’t just apply to business—it shows up in many other areas. Take the Panama Canal, for example. Instead of going straight across the land from east to west, the canal takes a more roundabout route traveling west to east, which turned out to be more effective. City planners have found that making cities walkable isn’t just about adding sidewalks—it’s about adding benches too. And in Yellowstone, introducing carnivores actually improved biodiversity.
These examples reveal an important lesson: the best solutions aren’t always the most obvious. In business, this might mean:
- Looking outside your industry for new ideas
- Questioning long-standing practices
- Embracing unconventional approaches
- Focusing on solving customer problems rather than chasing quarterly profits
The takeaway is clear: businesses that put customer value first often end up achieving financial success as well. By focusing on excellence and customer needs, companies can build lasting success. Sometimes, the best path to success isn’t the most direct one.