The responses indicate that in most organisations there is not much reflection about the implications of inflection points. This is a bad thing. The deepest thinkers throughout history have understood that the defining characteristic of the human condition is change. The pre-Socratic philosopher Heraclitus counseled those who longed for a routine, predictable and never-changing world that they could not "step in the same river twice." Aristotle was a bit more straightforward, telling us, "Nothing is absolute. Nothing is permanent."
Another of the ancients, the Stoic Epictetus, provided relevant-for-today guidance when he advised his fellow Romans not to try to control what you can't control: "Seek to be in control only of what you are able." But here's the thing: Great leaders are able to imagine and hence control what is on the other side of the inflection point.
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