The Anticipatory Organization by Daniel Burrus
Author:Daniel Burrus
Language: eng
Format: epub
ISBN: 9781626344471
Publisher: Greenleaf Book Group Press
Published: 2017-03-18T16:00:00+00:00
Your Past Success Didn’t Depend on Being Anticipatory—Your Future Success Does
The heading of the final section of this chapter summarizes the essential value of being an Opportunity Manager. Simply put, in the past, you could succeed without being anticipatory. The future offers no such option—being anticipatory is essential. The exponential speed and arc of change that we will continue to experience will ensure the necessity of that competency.
That’s why the crux of this chapter has been the importance of looking for and acting on the sorts of opportunities that technological transformation afford us all. In the past, being a “reactor” was sufficient—you encountered certain issues, developments, and other events, and you reacted to them as best you could. Learning to be agile by reacting faster is better, but no longer good enough. It’s far better (and necessary) to be an Opportunity Manager—someone who not only identifies opportunity but leverages it, directs it, and moves it in whatever direction offers the greatest rewards. The Opportunity Manager can direct change from the inside out, which we can control, rather than change from the outside in. This forces us to react.
As I’ve mentioned previously, becoming an Opportunity Manager doesn’t spell the end of all uncertainty. It doesn’t mean there won’t be any future crises that need to be handled. What it does allow you is sufficient predictability to make a real difference in your future and the future of those around you. Developing the skills to become an Opportunity Manager also allows you to elevate your view of the future. That directly impacts how you act in the present, which in turn will directly shape your future. That’s the topic we’ll tackle in the next chapter.
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