The opportunities for future growth are everywhere. Seeing the future has nothing to do with speculating about what might happen. Rather, you must understand the revolutionary potential of what is already happening.

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In an increasingly non-linear economy, incremental change is not enough � you have to build a capacity for strategy innovation, one that increases your ability to recognize new opportunities.

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One way ofbuilding private foresight out of public data is looking where others aren't...if you want to see the future, go to an industry confab and get the list of what was talked about. Then ask, 'What did people never talk about?' That's where you're going to find opportunity.

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Developing a sound and healthy organization requires understanding the environment as much as understanding the organization.

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In most organizations, change comes in only two flavors: trivial and traumatic. Review the history of the average organization and you'll discover long periods of incremental fiddling punctuated by occasional bouts of frantic, crisis-driven change.

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Challenging the status quo has to be the starting point for anything that goes under the label of strategy.

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Although strategic planning is billed as a way of becoming more future oriented, most managers... will admit that their strategic plans reveal more about today's problems than tomorrow's opportunities.

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My argument is that companies are often blind, and that it is a genetic problem, making blinders a bigger challenge than mere inefficiency. Blindness can even affect an entire industry because most companies in an industry are blind in the same way.

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An enterprise that is constantly exploring new horizons is likely to have a competitive advantage in attracting and retaining talent.

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