More and more firms are looking to megatrends to try to ascertain an unfolding future and plan strategy for the long term. The idea seems to be to take a megatrend, find a subtrend within it, and then distill the subtrend into new product or business opportunities. Yet in my discussions with executives, most report limited success trying to turn analyses of megatrends into concrete and actionable activities. Why is that? Is there a better way to act for the future than contemplating megatrends?
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Volume 63, Issue 3, May-June 2020
Innovation for Innovators