My fundamental belief is that if a company wants to see the future, 80 percent of what it is going to have to learn will be from outside its own industry.

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This extraordinary arrogance that change must start at the top is a way of guaranteeing that change will not happen in most companies.

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

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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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