Becoming an Anticipatory Leader™: The Missing Competency

We are all good at reacting and responding — a knee-jerk reaction, so to speak. Even organizations large and small have learned how to be lean and agile while executing a strategy at a high level. But despite these skills, General Motors still declared bankruptcy, Blockbuster closed its last store, and the record industry succumbed to Spotify, all despite their leaders and workers being responsive and agile and executing well. To thrive in this new age of hyper-technological disruption and change, it is imperative to learn a new competency: Becoming Anticipatory.

That may sound impossible, but it’s not. It is actually quite simple when you know where and how to look, and when you and your employees master this skill, you’ll be able to create what I call an Anticipatory Organization™.

A Proven Methodology

Based on three decades of research and applying the principles I’ve developed to organizations worldwide, I have a proven methodology for separating what I call Hard Trends from Soft Trends. Over the years, I’ve written about this extensively in several best-selling books, including my latest New York Times bestseller, The Anticipatory Organization, and hundreds of articles and blogs.