Control over change would seem to consist in moving not with it but ahead of it. Anticipation gives the power to deflect and control force.
I'm looking forward to losing the long locks at some point. But it's been fun, and I do enjoy it.
By the late '90s, those who were paying attention perceived the Internet as a 20-foot tidal wave coming, and we are all in kayaks.
Humans are not as unsophisticated as mulch wrigglers, they can see the writing on the wall. Is it any surprise, that among the ones who look outward, the real debate is not over whether to run, but over how far and how fast?
One [has] to sense the trend of history and precede it.
I expect some new phases of life this summer, and shall try to get the honey from each moment.
The future is like the moon. You never expect to go there, or think about what it might be like.
I think change is happening in ways we can't anticipate yet because the whole generation of viewers who are viewing films - film may not be the appropriate word in years to come. I'm excited about the possibility of new types of storytelling; that to me is less daunting. I'm excited by how we'll evolve with those formats thematically, tonally and in narrative.
I haven't been to too many cons since Star Wars, and I don't think it's really going to change until it comes out.
Victory smiles upon those who anticipate the change in the character of war, not upon those who wait to adapt themselves after the changes occur.
Each system is trying to anticipate change in the environment.
Both my own process and that of the publishing industry are just too slow to do anything other than play catch-up when it comes to anticipating change.
I suppose I'm qualified to some degree to speak about the nature of contemporary media, as that's where I currently work. People, I think have been beyond trained - coded to not anticipate change; to think that change is implausible. Almost weaned off. It had to be a revolution bred out of us.
History can predict nothing except that great changes in human relationships will never come about in the form in which they have been anticipated.
So it's the kind of business where you can't wait to get up in the morning and read the papers, or listen to what's on the news, and you know, how the world's going to change.
People do this a lot. They don't seem to realise that the future is just like now, but in a little while, so they say they're going to do things in anticipation of some kind of seismic shift in their worldview that never actually materializes. But everything's not going to be made of leather, the world won't stink of sherbet. Tomorrow is not some mythical kingdom where you'll grow butterfly wings and be able to talk to animals -- you'll basically feel pretty much the same way you do at the moment.
The real challenge in crafting strategy lies in detecting subtle discontinuities that may undermine a business in the future. And for that there is no technique, no program, just a sharp mind in touch with the situation.
I try to get a vision of the future, and then I try to figure out where the discontinuities are.
When I returned home that day, I saw my life as if I already knew the happy ending of a story. I looked around the house and thought, soon I will no longer have to see these walls and all the unhappiness they keep inside.
Lots of companies don’t succeed over time. What do they fundamentally do wrong? They usually miss the future. I try to focus on that: What is the future really going to be? And how do we create it? And how do we power our organization to really focus on that and really drive it at a high rate?
