The 5 Biggest Business Trends Everyone Needs To Prepare For By 2023

The 5 Biggest Business Trends Everyone Needs To Prepare For By 2023

Over the past few years, businesses have encountered enormous difficulties and endured tremendous change; this trend won’t abate in 2023. The trends that Forbes Contributor Bernard Marrin expresses, in his opinion, will have the most daily effects on how we work and do business in 2023.



More rapid digital transformation

There is currently very little justification for working in business and being unaware of the effects AI and the other technologies outlined above will have on your company and industry. In 2023, there will be fewer impediments than ever to obtaining better production processes, more efficient supply chains, more successful sales and marketing, better customer service, and products and services that are more in line with client needs. Numerous technologies, like blockchain and artificial intelligence, are now offered as “as-a-service” through the cloud. New user interfaces and applications provide organisations access to them through no-code environments.

Security of the supply chain and inflation

This entails lowering susceptibility to commodities’ variable market pricing and incorporating safety features into supply chains to address shortages and escalating logistical costs. Companies must map out their supply networks and determine any exposure to supply and inflation concerns.

Increasing openness, reporting, and accountability should come first, followed by measuring the effect of any firm on society and the environment. Every organisation needs a plan with specific objectives and timelines to minimise adverse effects, and reliable action plans must support the plan.

A thorough customer encounter

Both contribute, in varying degrees, to how we select, acquire, and enjoy the products and services we spend our money on. In the past, technology’s function in this area has been to simplify procedures and make life easier for customers. Consider purchasing assistance tools like recommendation engines or online contact centres for after-sale assistance. This will take place in the metaverse, a catch-all word used by futurists to describe the “next level” of the internet. We interact with companies and other users using immersive technologies, like 3D surroundings and VR.


Businesses increasingly need to consider team member experience in addition to customer experience as competition for the most brilliant and qualified personnel heats up.

The talent competition

Additionally, the speeded-up digital transformation results in increased workplace automation, supporting virtually every employment in the world. The skills and expertise that businesses will need in the future will be significantly affected by the fact that humans will increasingly collaborate on tasks with intelligent technologies and intelligent robots. This will require retraining and upgrading a sizable number of employees in our companies and hiring new personnel with the necessary abilities for the future. To compete in the future, businesses must, on the one hand, address the enormous skills gap in fields like data science, artificial intelligence, and other technology-related fields.

On the flip side, as technology augments human jobs, employers must retrain employees in the abilities necessary to work with intelligent machines and to develop their unique human qualities that cannot yet be mechanised. It will incorporate abilities like creativity, critical thinking, interpersonal communication, leadership, and “humane” traits like compassion and care in 2023.

One of America’s most knowledgeable commercial real estate investors, John Goff, claims he “wasn’t smart enough” to have predicted the Great Recession in 2007. At the time, he served as chairman of the board of Crescent Real Estate, one of the largest REITs in the country, with a portfolio of 54 office buildings based in Fort Worth. Every asset we had was receiving offers, remembers Goff. He was unharmed and watched in awe as the portfolio his team had created lost value.


By the end of 2009, Morgan Stanley had written off its investment equity and had transferred Crescent to Barclays, who had lent the venture $3.5 billion in loans. Barclays partnered with Goff to manage the portfolio and try to recoup its investment because it believed no one knew the properties better than he did. Barclays even returned the Crescent name to Goff when they formally concluded their joint venture last year. John Goff, a multimillionaire, in his Dallas McKinney and Olive tower.

After dodging a bullet by selling his business ten years ago, Goff is now in charge of it again. He has a focused portfolio of upscale properties that, in his opinion, he likes well enough to stick onto through any downturn in the economy. The tax cuts are significant, and our GDP growth since the end of the Obama administration has lagged. He says rising interest rates are included mainly in real estate prices. The United States predictable annual population growth of 2 million people is also true. Goff predicts rising demand for luxury residences as the wealthy get wealthier.

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Consider the 530,000 square foot, 20-story glass trapezoid McKinney & Olive, a new office building for Goff in Dallas’ Uptown neighbourhood, created by renowned architect Cesar Pelli. Goff declares, “I believe it’s a sexy building.” Goff brought his wife Cami to the top quarries in Carrera, Italy, to choose the marble for the grand lobby. The majority of the $225 million needed to construct McKinney & Olive came from J. Goff, who entered the field on the ground floor.

Goff, a CPA who had studied accounting at the University of Texas, first worked for real estate clients at KPMG in Houston and subsequently in Fort Worth. When billionaire investor Richard Rainwater recruited Goff in 1987 to organise his dispersed possessions, that was Goff’s big break. By the end of the 1980s, Rainwater had established himself on his own, opening a deal shop-style office in Fort Worth where the phones never stopped ringing. A group of young entrepreneurs, including Ken Hersh, the head of energy infrastructure at TPG, and Sears CEO Eddie Lampert, later rose to become successful businessmen in their own right and worked for Rainwater.

In the Texas Rangers baseball franchise, Bush was Rainwater’s partner. According to his son Todd Rainwater, “Dad didn’t invest with anyone he didn’t think was the Michael Jordan of his arena.” Inc. Rainwater Early on, Goff brought Roger Staubach, the legendary quarterback of the Dallas Cowboys, to meet with Rainwater. Staubach needed some liquidity for his newly established commercial real estate company.

For 20% of the equity, they paid him $1 million in cash. In 1994, Rainwater and Goff closed their first significant real estate transaction for the Crescent, a 1.3 million square foot Philip Johnson-designed neo-classical complex that oil heiress Caroline Rose Hunt had invested $500 million in constructing in a desolate area of Dallas. The Crescent, completed in 1986, was at risk of defaulting on a $250 million debt.


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