What’s your story going to look like 3 years from now?

“Well, how do you do?” (Br’er Rabbit)

“Mighty fine! Sun’s up, feet are moving, and I couldn’t be better unless somebody brought biscuits!”

That opening is a little nod to Song of the South. It will probably be recognized mostly by the older crowd—which, coincidentally, may include some of the people who have forgotten that new discoveries can be exciting and energizing instead of simply becoming one more thing to worry about.

What the hell happened to the spark that once lit the fire of innovation?

What happened to the team sitting around a table, talking enthusiastically about all the cool ways new tools, new ideas and new discoveries could make the business better?

Now it seems that control has become the number one concern.

Leaders want control. Designers want control. Everyone involved in the process wants to protect the way they already do things.

“Don’t touch the way I run my business. I built my way of doing things, I know it like the back of my hand, and I would appreciate it if everybody would just leave me be.”

And there it is—the kiss of death.

It happens when a person or a business stops growing. And I don’t mean revenue growth. I mean learning, questioning, experimenting and becoming something better.

Think about it: Are you merely window-shopping change, or are you actually embracing it?

I’ll bet there is still plenty of fuel in your tank—if you can stop letting that stupid ego paint fear into every unknown picture.

Ego leans over your shoulder and whispers:

“Just push a little harder on the old model. Keep doing the things you already know. You’ll be just fine.”

Really?

I would rather go for it and fail than slowly fade away while proudly defending a business model the world has already passed.

Okay, enough said.

This story is not about making another incremental improvement while comfortably cruising in the slow lane. It is about recognizing that the traffic pattern has changed—and that you may need to change lanes sooner rather than later.

And now, we have reached story time.

So grab your pillows, just like you did in the lower grades when the teacher announced it was time for a story. Remember how excited you were to sit down, listen and discover where the next adventure might take you?

Try to find that feeling again.

Here we go.

The Half-Point Solution to old problems

Sabrina Cole, owner of Cole Kitchen & Bath, was having lunch with Grant Sterling, a senior executive from one of her largest cabinet manufacturers.

“I’m concerned,” Sabrina said. “Business is changing quickly. AI is coming into everything. Customers expect more. My costs are rising, my margins are shrinking, and larger competitors have technology and resources I could never afford by myself.”

Grant nodded thoughtfully.

“Is there anything you can do to help us compete?” she asked.

“Absolutely,” he said. “We might be able to increase your co-op allowance by half a point.”

Sabrina waited.

Grant smiled as though he had just placed indoor plumbing on the table.

“Half a point?”

“Possibly. I’d have to get it approved.”

“I’m talking about artificial intelligence changing how businesses operate.”

“Right. And I’m offering additional brochure money.”

Sabrina tried again.

“Our designers are overwhelmed. We need better customer communication, fewer order errors, improved productivity and help understanding which technologies are real.”

Grant leaned forward. “We may also be able to shave two days off your lead time.”

“Consistently?”

“Well, no. But occasionally—and under the right circumstances—we could be surprisingly close.”  😊

“What about helping us win larger accounts?”

“If you’re quoting a builder doing more than 200 homes annually, send us the opportunity. We’ll examine special pricing.”

“Grant, we don’t have any builders doing 200 homes.”

“Then there’s considerable room for growth.”

Sabrina took a drink of water.

“What about our rep? Could he help us improve the business?”

“Of course. Trevor is excellent.”

“He is. He knows your product extremely well.”

“Exactly.”

“But can he help with leadership, technology, KPI performance, customer experience or AI?”

Grant paused.

“He can explain every hinge option without consulting the catalog.”

“I know. Last month he spent forty-five minutes explaining a hinge that closes very slowly.”

“Soft-close technology is more complicated than people realize.”

Sabrina wasn’t criticizing Trevor. He delivered samples, trained new designers, answered product questions, helped with service problems and occasionally appeared carrying doughnuts. He was valuable.

But the marketplace was changing faster than Trevor’s job description.

“Do you train your reps to help dealers with anything beyond your products?” she asked.

“We train them to help dealers sell our products.”

“And if the dealer itself doesn’t survive?”

Grant looked uncomfortable. Nobody at the factory had a slide for that.

“We’re doing quite a bit with AI,” he offered.

“That sounds promising.”

“We’re using it for quality control, production scheduling and internal efficiency.”

“How does that help my business?”

“It should make us a stronger manufacturer.”

“That wasn’t my question.”

And there it was.

The manufacturer was learning how to improve the manufacturer. The dealer was left to determine how to improve the dealer. The fabricator improves the fabricator. The installer improves the installer.

Everyone was working hard.

Everyone was innovating.

And nearly everyone was doing it inside a separate silo.

Sabrina looked across the restaurant.

“I don’t need another promotion, Grant. I need manufacturers, dealers, fabricators and installers working together to understand what’s coming. We need to test technology, share ideas, learn from mistakes and build better ways of serving the customer.”

Grant considered this.

“So…you’re asking for more than half a point?”

“Considerably more.”

The old value equation had been built around products, pricing, lead times and service. Those things still mattered—but they were no longer enough.

The new value equation would include knowledge, technology, education, collaboration and innovation across the entire supply chain.

No dealer could build all of that alone.

No manufacturer could develop it from inside its own walls.

The future would belong to businesses willing to put some of their cards on the table and learn together.

Grant nodded slowly.

“What do you call something like that?”

Sabrina smiled.

“GroveWorks.”

I am looking for additional manufacturers/suppliers to join the community. If you are interested in learning more about a new way of doing business, set up a time for us to chat. (Dealers always welcome!)

Let’s find another gear together! thad