Wrap Up, Takeaways, Final Thoughts © 2013 University of Notre Dame. All rights reserved. This PowerPoint presentation may not be duplicated, distributed or excerpted without the University’s advance written consent.

Where it all began… “ A good hockey player plays where the puck is. A great hockey player plays where the puck is going to be. ” Wayne Gretzky © 2013 University of Notre Dame. All rights reserved.

 Envision your profession 10 years out 1.What current career paths have been disrupted by Creative Destruction? 2.What new career options have been created by these same disruptions? 3.Backcast the journey to your ideal job ▪ Have you gone back to college? ▪ Have you worked in China or India? ▪ Are you Fortune 100 or Entrepreneurial? © 2013 University of Notre Dame. All rights reserved.

1.Markets, Industries, Technologies and Business Models follow S-Curve shaped life cycles, with declining returns as sectors mature. Innovation (being Different) provides a means to break this pattern by creating new S-Curves. Time © 2013 University of Notre Dame. All rights reserved.

2.Businesses tend to cling to their current S-Curves as they strive to be BETTER. Being DIFFERENT requires jumping to a new curve which involves risk. © 2013 University of Notre Dame. All rights reserved.

3.Disruptive Change is coming on several fronts:  Sustainability  Demography  Emerging Middle Class  Global Challenges Change creates opportunity and is usually preceded by weak signals that are often overlooked or misinterpreted. Scanning can help us spot weak signals and Get There Early. © 2013 University of Notre Dame. All rights reserved.

4. Evidence is critical for addressing risk in decision making Especially for decisions involving a jump to a new S-Curve Because gathering and analyzing evidence is time consuming and expensive, business often neglects evidence Working with imperfect evidence is sometimes required © 2013 University of Notre Dame. All rights reserved.

4. Cognitive Constraints can distort our perception of change Trapping us in close Cognitive Proximity to the status quo Defer Judgment Invert Figure-Ground Look Through “Alien Eyes” Use your Peripheral Vision © 2013 University of Notre Dame. All rights reserved.

5.Resiliency requires anticipation of multiple scenarios Foresight tools can help add structure to this process and enable decision makers to: Embrace uncertainty Envision implications of change Make Foresight ACTIONABLE Get There Early… And Win Anyway © 2013 University of Notre Dame. All rights reserved.

Strive to be Different. (There is no shortage of tactical thinkers) Develop a Scanning Core Competency - Scan Relentlessly (even when your boss thinks you are being unproductive) Master the use of Imperfect Evidence Imagine (and Suggest) Non-obvious Implications (seek collisions of hunches) Be a Champion of Creative Destruction (create your own obsolescence) © 2013 University of Notre Dame. All rights reserved.

Discovery “consists of seeing what everyone else has seen and thinking what no one has thought.” Albert von Szent-Gyorgyi (1893 – 1986) Nobel Prize in Physiology (Medicine) © 2013 University of Notre Dame. All rights reserved.