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Often, there is a script or a standard around daily business operations. And sometimes this is useful – a structure and routine can be helpful. But when things go offtrack, when challenges emerge with no obvious answer, business leaders must also be agile and make quick adjustments. However, this is where most fail. Many stick to the existing agenda and the problems snowball. No one does this in daily life, so why do it at work?

This month, we learn from some who have been consistent and sustainable in growth but have made important changes when needed.

Meerlust, the world-famous Stellenbosch vineyard, has been producing quality wine for decades. As demand grew, the pressure was on to up production, but instead, the vineyard decided to retain complete and total control over quality, using only grapes from its own carefully selected and meticulously managed sites.

In the Drakensberg, Cathedral Peak hotel has long been unique in its position and many have asked for city conveniences. Operations Manager, Byron van der Riet – a third-generation family leader – resists, insisting on complementing nature and giving an authentic experience of the mountains. This refreshing choice has been welcomed by guests who continue to book, allowing the hotel to hit its occupancy targets.

At leading infrastructure firm, Afrostructures, there is regularly demand to stretch growth into other regions or even other countries, and MD Richard Long is ambitious. But the company will only expand where it makes sense and where the projects are solid. No kneejerk reactions, and no opening up somewhere new on a whim.

It’s the same thing at Team Clothing. The KZN-based manufacturer has drawn interest from around the world, but MD Gordon Johnstone has carefully selected Zambia as one of the only markets with real traction.

In Cape Town, there is a lot of cost and time pressure to make coastal protection improvements, and many suggestion make sense. But the City must build for the long-term and so careful thought is put into what will provide short- and long-term benefits. Mistakes and misjudgements are simply not an option for work of this importance.

Frequently, the easy decisions – those that seem to lead to quick solutions – are not the best or most sustainable ones to make. Those able to think for the now and for the future are those that get over hurdles in a more meaningful way.

Tell us how your company is doing things differently to be sustainable and reliable. We’re always online at LinkedIn.