Introduction
An executive at Intel wakes up every morning with a cold dread over his body. He has spent the majority of his career working toward better laptop engineering, but he can’t shake the feeling that laptops themselves will become obsolete in the next few years. Everything he is planning for the future feels wrong.
An employee at Apple senses that things have suddenly headed off course. The executive can feel a kind of disengagement. The energy telegraphs not curiosity and excitement but, rather, defensiveness. It seems like her team is turning inward, not out toward the world.
At TimeWarner Cable, an executive hears the latest numbers on declining cable subscriptions and zero-TV households. His colleagues claim it is a statistical ...
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