The US economy is facing a unique paradox. On one hand, the aging population is driving growth, with older generations contributing significantly to the labor market and consumer spending. On the other hand, this trend is unsustainable in the long term, as the country's demographics continue to shift.
According to the Federal Reserve Bank of Richmond, 97% of net private-sector job creation in 2025 was in healthcare and social assistance. This is largely driven by the growing demand for caregiving services, as the population ages. Additionally, people aged 55 and over own 73% of the nation's entire wealth, and 31% of US wealth is owned by people aged 70 or older, according to Fed data.
However, this reliance on the aging population is not a long-term solution. As the population continues to age, the labor pool will shrink, leading to slower growth and increased social care costs. This is a concern that policymakers and business leaders are starting to address.
One potential solution is the "3% solution," a bipartisan proposal that aims to reduce the national debt by lowering the deficit to 3% of GDP. This proposal has gained support from both sides of the aisle, including influential think tanks and business leaders like Ray Dalio and Scott Bessent.
While this proposal is still in its early stages, it highlights the importance of long-term thinking in governance and business. As Double Good founder, the founder of a $300 million bootstrapped company that's been growing for 28 years straight, notes, "Sustained growth is a measurement of impact." This is a lesson that can be applied to both business and governance, where leaders must prioritize long-term thinking over short-term gains.
In fact, research has shown that companies that prioritize long-term thinking are more likely to experience sustained growth and success. This is because they are able to build strong relationships with their customers, employees, and stakeholders, and make decisions that benefit the company in the long run.
However, this is not always easy. As the founder of Double Good notes, "When I started my company, growth simply meant keeping the lights on and trying everything we could to find the right market for our product." But as the company grew, the focus shifted from short-term gains to long-term impact.
This shift in focus is critical for businesses and governments alike. As Daniel Coyle, author of "Flourish: The Art of Building Meaning, Joy, and Fulfillment," notes, "Flourishing isn't about being smarter—it's about taking simple actions that foster the ecosystem of your life." This means prioritizing long-term thinking, building strong relationships, and making decisions that benefit the greater good.
In today's fast-paced business environment, it's easy to get caught up in short-term thinking. But as the US economy continues to evolve, it's clear that long-term thinking is critical for success. As CEOs, policymakers, and business leaders, it's our responsibility to prioritize long-term thinking and make decisions that benefit the greater good.
In fact, research has shown that CEOs who prioritize long-term thinking are more likely to experience sustained growth and success. This is because they are able to build strong relationships with their customers, employees, and stakeholders, and make decisions that benefit the company in the long run.
However, this is not always easy. As the founder of Double Good notes, "When I started my company, growth simply meant keeping the lights on and trying everything we could to find the right market for our product." But as the company grew, the focus shifted from short-term gains to long-term impact.
This shift in focus is critical for businesses and governments alike. As Daniel Coyle, author of "Flourish: The Art of Building Meaning, Joy, and Fulfillment," notes, "Flourishing isn't about being smarter—it's about taking simple actions that foster the ecosystem of your life." This means prioritizing long-term thinking, building strong relationships, and making decisions that benefit the greater good.
In today's fast-paced business environment, it's easy to get caught up in short-term thinking. But as the US economy continues to evolve, it's clear that long-term thinking is critical for success. As CEOs, policymakers, and business leaders, it's our responsibility to prioritize long-term thinking and make decisions that benefit the greater good.
Ultimately, the US economy's reliance on the aging population is a wake-up call for businesses and governments alike. It's a reminder that long-term thinking is critical for success, and that prioritizing impact over short-term gains is essential for building a sustainable future.
The US economy is facing a unique paradox. On one hand, the aging population is driving growth, with older generations contributing significantly to the labor market and consumer spending. On the other hand, this trend is unsustainable in the long term, as the country's demographics continue to shift.
According to the Federal Reserve Bank of Richmond, 97% of net private-sector job creation in 2025 was in healthcare and social assistance. This is largely driven by the growing demand for caregiving services, as the population ages. Additionally, people aged 55 and over own 73% of the nation's entire wealth, and 31% of US wealth is owned by people aged 70 or older, according to Fed data.
However, this reliance on the aging population is not a long-term solution. As the population continues to age, the labor pool will shrink, leading to slower growth and increased social care costs. This is a concern that policymakers and business leaders are starting to address.
One potential solution is the "3% solution," a bipartisan proposal that aims to reduce the national debt by lowering the deficit to 3% of GDP. This proposal has gained support from both sides of the aisle, including influential think tanks and business leaders like Ray Dalio and Scott Bessent.
While this proposal is still in its early stages, it highlights the importance of long-term thinking in governance and business. As Double Good founder, the founder of a $300 million bootstrapped company that's been growing for 28 years straight, notes, "Sustained growth is a measurement of impact." This is a lesson that can be applied to both business and governance, where leaders must prioritize long-term thinking over short-term gains.
In fact, research has shown that companies that prioritize long-term thinking are more likely to experience sustained growth and success. This is because they are able to build strong relationships with their customers, employees, and stakeholders, and make decisions that benefit the company in the long run.
However, this is not always easy. As the founder of Double Good notes, "When I started my company, growth simply meant keeping the lights on and trying everything we could to find the right market for our product." But as the company grew, the focus shifted from short-term gains to long-term impact.
This shift in focus is critical for businesses and governments alike. As Daniel Coyle, author of "Flourish: The Art of Building Meaning, Joy, and Fulfillment," notes, "Flourishing isn't about being smarter—it's about taking simple actions that foster the ecosystem of your life." This means prioritizing long-term thinking, building strong relationships, and making decisions that benefit the greater good.
In today's fast-paced business environment, it's easy to get caught up in short-term thinking. But as the US economy continues to evolve, it's clear that long-term thinking is critical for success. As CEOs, policymakers, and business leaders, it's our responsibility to prioritize long-term thinking and make decisions that benefit the greater good.
In fact, research has shown that CEOs who prioritize long-term thinking are more likely to experience sustained growth and success. This is because they are able to build strong relationships with their customers, employees, and stakeholders, and make decisions that benefit the company in the long run.
However, this is not always easy. As the founder of Double Good notes, "When I started my company, growth simply meant keeping the lights on and trying everything we could to find the right market for our product." But as the company grew, the focus shifted from short-term gains to long-term impact.
This shift in focus is critical for businesses and governments alike. As Daniel Coyle, author of "Flourish: The Art of Building Meaning, Joy, and Fulfillment," notes, "Flourishing isn't about being smarter—it's about taking simple actions that foster the ecosystem of your life." This means prioritizing long-term thinking, building strong relationships, and making decisions that benefit the greater good.
In today's fast-paced business environment, it's easy to get caught up in short-term thinking. But as the US economy continues to evolve, it's clear that long-term thinking is critical for success. As CEOs, policymakers, and business leaders, it's our responsibility to prioritize long-term thinking and make decisions that benefit the greater good.
Ultimately, the US economy's reliance on the aging population is a wake-up call for businesses and governments alike. It's a reminder that long-term thinking is critical for success, and that prioritizing impact over short-term gains is essential for building a sustainable future.