Abstract
Strategic planning has traditionally relied on forecasts of market conditions and customer needs. But in today's uncertain business environment, it is difficult for companies to look far into the future. Instead, they have to spot trends early and respond more quickly than competitors to opportunities and threats.
Leading businesses are well on their way. Toyota will soon be able to design and develop a new car within 12 months. Zara, the clothing company, can detect a fashion trend and respond with new designs in about two weeks. Harrah's knows instantaneously how much money each slot machine at its casinos is making. Johnson Controls can receive an order for car seats from Ford, make the seats and deliver them within four hours. In a volatile world, it is not the strongest or the biggest companies that win. Rather it is the most adaptable companies, equipped with the best technology, that thrive.
Leading businesses are well on their way. Toyota will soon be able to design and develop a new car within 12 months. Zara, the clothing company, can detect a fashion trend and respond with new designs in about two weeks. Harrah's knows instantaneously how much money each slot machine at its casinos is making. Johnson Controls can receive an order for car seats from Ford, make the seats and deliver them within four hours. In a volatile world, it is not the strongest or the biggest companies that win. Rather it is the most adaptable companies, equipped with the best technology, that thrive.
| Original language | English (US) |
|---|---|
| Journal | Financial Times |
| State | Published - 2005 |