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The more uncertain the world seems to be, the more it is important for companies to become future-ready. In times of crisis, this type of readiness doubles as a source of resilience. 

Effective leaders and future-ready companies win by embracing paradox. This article focuses on some examples of those who could and couldn’t.

Executives from large companies are always surprised when small start-ups go public. That’s certainly the sentiment for sustainable shoemaker Allbirds.

Ron Westrum describes three types of organization. Depending on how many yesses you had, your company probably lies somewhere between the two extremes.

Seeing what’s next is hard, even when you’re visionary. In strategy planning, managers often look to the past for situations of worst-case scenarios—that is, the most extreme record of past events.

No one can predict innovation despite the eager pundits. They are ones who profess on talk shows without consequences.