1、	Anticipation: You can’t outrun the future if you don’t see it coming. 
	Face the inevitable. Leaders often miss the future not because it is unknowable, but because it is disconcerting. Some people see the handwriting on the wall, but senior management has its emotional equity invested in the past. To guard against such nostalgia, ensure that the top team doesn’t dominate the strategy discussion. Create an on-line forum where those who are alert to emerging challenges can raise the alarm and suggest potential responses. Conversations about where we go next should be dominated by individuals who invest their emotional equity in the future and who don’t need to defend decisions made 10 or 20 years ago. 
	Learn from the fringe. The future starts on the fringe, so pay attention to nascent technologies, unconventional competitors, and unserved customer groups. Explore emerging trends in technology, lifestyles, regulation, and venture capital. Get out into the field. Talk to inventors, academics, journalists, social campaigners. It’s hard to see the future sitting behind a desk. Spend time future hunting. The future will sneak up on you unless you look for it. 
	Rehearse alternate futures. Beyond spotting trends, you must think through their implications--and develop contingency plans appropriate to each potential storyline. The more time you devote to rehearsing alternate futures, the faster you can react when one particular future begins to unfold: “Hey, we’ve seen this movie and we know what comes next, so let’s get moving.” 
2、	Strategic Variety: To give up the bird in the hand, you have to see a flock in the bush.
	Build a portfolio of new strategic options. Without exciting new options, leaders inevitably opt for more of the same. Renewal depends on generating and testing many new strategic options. 
	Build a magnet for great ideas. Cast the innovation net widely. The battle for renewal is, in part, a battle to capture more than your fair share of the world’s great ideas. You can’t be adaptable if you’re not open to learning from unexpected places.
	Minimize the cost of experimentation. You can’t explore many new options if it costs millions of dollars to test each one. So, master the art of rapid prototyping. Maximize the ratio of learning over investment to find the sweet spot of demand for a new product, or perfect a nascent business rapidly and inexpensively. Experiment cheaply by developing storyboards, simulations, role playing scenarios, and mock-ups that enable customers to interact with early-stage ideas. Learn early, learn cheap, learn fast. 
3、	Resilience-Friendly Values: Build adaptability into your company’s DNA. 
	Embrace a grand challenge. People are usually pushed to change by circumstances or crises, but they’ll rush to embrace change when seduced by an opportunity to do something exciting, or virtuous. So, give people an enticing challenge that draws them forward, or let them define their Own. In the absence of purpose, only pain can disrupt the status quo. 
	Embed new management principles. Most organizations are designed to be disciplined and efficient, not adaptable. Leaders must complement efficiency with adaptability, learning from things that demonstrate adaptability to uncover the principles for building adaptable firms. 
	Honor web-inspired values. At the heart of the Web lies social values: community, transparency, freedom, meritocracy, openness, and collaboration. Leaders must integrate these values and reject corporate values of control, discipline, accountability, reliability, and predictability. 
Gary Hamel is #1 rated consultant and author of What Matters Now (Wiley/JB).