If we imagine the economy as a high-speed train, the role of the State is not to act as the locomotive pulling the entire system forward. Rather, it is the architect of the railway tracks and signaling system—the institutions and strategic directions that guide development. Well-designed tracks ensure that the train remains on course, but they do not generate speed. Speed emerges only when there is sufficient driving force within the system itself. Within this framework, organizations and businesses serve as the locomotive, transforming strategic direction into real economic momentum. Individual workers, meanwhile, are not passive passengers. They are integral components of the operating system, generating the value and energy that ultimately determine the train’s speed. This is where the central challenge of achieving double-digit growth lies. The issue is not a lack of strategic direction. Rather, organizations and businesses need a positive culture and effective mechanisms capable of translating strategic goals into behavioral motivation. At the organizational level, growth objectives are often translated into key performance indicators (KPIs), operating procedures, and performance evaluation systems. However, when these objectives are disconnected from employees’ personal values and developmental aspirations, they can easily become sources of pressure rather than drivers of breakthrough […]
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