The Rise of the Hustle Worker

The era spoon-feeding is over (for now). The ensuing 3 years is the time for the hustler or the corporate that can hustle.

The economy was dishing out our supper pre-2020, but now with a negative demand outlook due to compounded fiscal losses across lower and middle-income classes, we can’t any longer arrive home to expect dinner to be served and spoon-fed to us.

Competition for every customer buck will be higher than it’s ever been, ultimately the impact on new value creation will be a net positive (there’s a massive wave of small businesses launching everywhere). The output required to get to that dollar will be higher than’s ever been before and the survivors of this period will be those that make the titanic shift mindsets towards “working for supper” rather than waiting to be fed.

Are hustlers born or made? The answer is always a bit of both, I place more weight on experience and the making of. Those that shift to a “Work for Supper” mindset will achieve the most important thing in the retail industry, survival.

When I say “work for supper” I don’t mean for an individual’s own survival, we’re all somewhat experts at this, especially those across the supply chain. I am referring to an organisational collective “working for supper” is a mindset that many corporates lack.

When an organisation and its culture can only afford to look to the near future because oxygen levels are consistently low it develops a powerful sense of collective urgency. It’s why some start-ups succeed and disrupt at scale. They have A Move, Make Mistakes and Make Magic pattern. 

Supply Chains are loaded with individuals who’ve had to bring home the bacon and its time for organisations to act on these resources not just here in global sourcing but on the retail side of the business. 

This change doesn’t always need to come top-down… nor bottom-up. It needs to come from the middle outward with Top Down support. The chewy inside is where the bottleneck more often than not occurs. It’s where the day to day running of teams almost always supersedes change initiatives implemented top-down. 

For a long time corporates have looked to emulate start-ups, the problem with mirroring is the lack of originality. This originality defines a new business’ mission and purpose, its a driving force and we cannot copy and paste to get to a “corporate hustle”.  Change from the middle is powerful because it’s halfway from the bottom and halfway from the top.