All the pieces in this book—two interviews, one at the beginning and one at the end, and the twenty-five chapters in between, have one common theme, despite their apparent diversity. They all deal with changes that have already irreversibly happened. They therefore deal with changes on which executives can—indeed must—take action. None of the pieces in this book attempt to predict the future. All deal with what executives can do—have to do—to make the future.

It is not so very difficult to predict the future. It is only pointless. Many futurologists have high batting averages—the way they measure themselves and are commonly measured. They do a good job of foretelling some things. But what are always far more important are fundamental ...

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