Scott D. Anthony

I think people now understand this.

And I suspect we're going to actually see a change in the long term trends.

We're over periods of time, big churn in the Fortune 500, the S&P 500 and so on.

But I think more and more organizations are getting it.

Of course, lots of exciting startups that are driving big change.

But more and more big organizations recognize that standing still is moving backwards.

And they have to change.

They have to evolve if they're going to thrive in a world of never-ending disruption.

It's an exciting time.

It's a scary time at the same time.

I think absolutely.

I think one of the cases that I researched for my book, Epic Disruptions, helped to make this really clear to me.

So I have a chapter about steel mini mills.

If you study disruptive change at all, Clay Christensen loved the steel mini mill story.

There were integrated mills that created big, expensive plants that created the best steel in the world.

And then there was a classic disruptive technology, steel mini mills that used electric arc furnace that did pretty good steel at really low prices and they drove big change in the space.

So the question is, why did the market leader, Bethlehem Steel was one of them.

It's the one I look into deeply in the book.

Why did it struggle to go and adopt mini mill technology?

It could go and buy an electric arc furnace.