WEBVTT - How Businesses Turn 'Rogue Waves' to Their Advantage

0:00:00.160 --> 0:00:04.160
<v Speaker 1>This is Bloomberg Business Week with Carol Messer and Bloomberg

0:00:04.240 --> 0:00:08.200
<v Speaker 1>Quick Takes Tim Stinovic on Bloomberg Radio. Well, over the

0:00:08.240 --> 0:00:11.119
<v Speaker 1>last seventeen months is we've endured the pandemic. We've seen

0:00:11.160 --> 0:00:16.120
<v Speaker 1>some businesses absolutely thrive, while others not so much. Our

0:00:16.160 --> 0:00:19.160
<v Speaker 1>next guest argues that those that have thrived were in

0:00:19.200 --> 0:00:22.639
<v Speaker 1>fact prepared for an unexpected event like a pandemic, or

0:00:22.680 --> 0:00:26.400
<v Speaker 1>maybe it wasn't even a pandemic that they were prepared for,

0:00:26.600 --> 0:00:29.440
<v Speaker 1>but something else unexpected and they were able to pivot

0:00:29.640 --> 0:00:32.199
<v Speaker 1>and take advantage of the change. Joining us now is

0:00:32.280 --> 0:00:35.680
<v Speaker 1>Jonathan Brill, former global futurist at Hewlett Packard. He's also

0:00:35.720 --> 0:00:38.720
<v Speaker 1>the author of Rogue Waves future Proof Your Business to

0:00:38.760 --> 0:00:42.199
<v Speaker 1>Survive and Profit from Radical Change. He joins us on

0:00:42.240 --> 0:00:45.400
<v Speaker 1>the phone from Boston. Jonathan, the book is out today. Congratulations.

0:00:45.840 --> 0:00:49.080
<v Speaker 1>I really appreciate you joining us on Bloomberg Business Week Radio.

0:00:49.120 --> 0:00:53.200
<v Speaker 1>First of all, what is a rogue wave? Kim? Thanks

0:00:53.240 --> 0:00:56.920
<v Speaker 1>for having me. So you've probably heard of black swan event.

0:00:56.960 --> 0:01:00.320
<v Speaker 1>These are completely unpredictable things that come out of aware

0:01:00.400 --> 0:01:03.560
<v Speaker 1>and often CEOs used this as an excuse, But the

0:01:03.640 --> 0:01:08.480
<v Speaker 1>reality is that most radical disruptions are more knowable than

0:01:08.520 --> 0:01:12.360
<v Speaker 1>you might imagine. What I call roade waves. They're unmanageable,

0:01:12.440 --> 0:01:15.160
<v Speaker 1>hundred foot waves of change. They are caused by the

0:01:15.160 --> 0:01:19.360
<v Speaker 1>collision of individually manageable constructions. I mean, when you think

0:01:19.360 --> 0:01:23.120
<v Speaker 1>about something like COVID, the fall of couple the floods

0:01:23.160 --> 0:01:27.200
<v Speaker 1>in Germany or China over the last couple of months,

0:01:28.880 --> 0:01:33.800
<v Speaker 1>they're important, but what really amplified them was waves of social, economic,

0:01:33.840 --> 0:01:39.160
<v Speaker 1>and technological change. And that's actually what the disruption is. Right.

0:01:39.200 --> 0:01:42.280
<v Speaker 1>We opened up after after the last round of COVID,

0:01:42.360 --> 0:01:45.520
<v Speaker 1>We just turned the advertising and we're now seeing a

0:01:45.560 --> 0:01:47.840
<v Speaker 1>bit of a resurgence as a result of that. It's

0:01:47.880 --> 0:01:50.960
<v Speaker 1>all of the things around the pandemic that are causing

0:01:51.000 --> 0:01:54.520
<v Speaker 1>the impact, not just the pandemic itself. And the same

0:01:54.600 --> 0:01:58.200
<v Speaker 1>is true of opportunities. Over the last couple of years,

0:01:58.560 --> 0:02:01.640
<v Speaker 1>we've seen this explosion of m R and A vaccines,

0:02:01.680 --> 0:02:05.720
<v Speaker 1>for instance. The fall of cobble is going to create opportunities,

0:02:05.720 --> 0:02:08.000
<v Speaker 1>maybe not for the United States, but for China, for

0:02:09.320 --> 0:02:13.519
<v Speaker 1>which is searching for rarer resources which are common in Afghanistan.

0:02:14.120 --> 0:02:17.920
<v Speaker 1>And the flooding in Asia, and the miscalculation of the

0:02:18.000 --> 0:02:20.960
<v Speaker 1>likelihood of these hundred year thousand year floods is going

0:02:21.000 --> 0:02:25.360
<v Speaker 1>to create great rebuilding opportunities for some construction companies. And

0:02:25.400 --> 0:02:28.959
<v Speaker 1>so for the lesson here is that a lot of times,

0:02:29.040 --> 0:02:32.320
<v Speaker 1>when you have volatility, when you have disruption, it's a

0:02:32.440 --> 0:02:35.360
<v Speaker 1>threat for some people, but it's an opportunity for the

0:02:35.400 --> 0:02:39.680
<v Speaker 1>ones that are prepared. So the question isn't how do

0:02:39.760 --> 0:02:44.680
<v Speaker 1>I respond to how do I understand and predict every

0:02:44.720 --> 0:02:48.040
<v Speaker 1>road wave? It's how do I respond when these things

0:02:48.120 --> 0:02:50.840
<v Speaker 1>hit my business? When they when they hit my finances,

0:02:51.000 --> 0:02:54.280
<v Speaker 1>my operations, they change my external environment, or maybe they

0:02:54.320 --> 0:02:58.000
<v Speaker 1>impact my strategy. But a lot of times, Jonathan Company,

0:02:58.040 --> 0:03:01.880
<v Speaker 1>as a leader, if you don't know what at rogue

0:03:01.919 --> 0:03:03.960
<v Speaker 1>wave will be, there's only so much you can do

0:03:04.120 --> 0:03:06.440
<v Speaker 1>to prepare for it. Right. Let's take COVID for example.

0:03:06.560 --> 0:03:09.160
<v Speaker 1>Let's say you're Jeff Bezos who was running Amazon until

0:03:09.240 --> 0:03:12.000
<v Speaker 1>last month. He didn't know that he had to get

0:03:12.040 --> 0:03:14.960
<v Speaker 1>so much ppe to provide to frontline workers, or know

0:03:15.080 --> 0:03:18.400
<v Speaker 1>that there would be a very rapid expansion and growth

0:03:18.440 --> 0:03:22.000
<v Speaker 1>of of Amazon Grocery Deliver your Whole Foods grocery delivery

0:03:22.000 --> 0:03:28.320
<v Speaker 1>for example. Um Or did he write well what he knew,

0:03:29.400 --> 0:03:33.799
<v Speaker 1>I've spent some time with leaders at Amazon. What they

0:03:33.880 --> 0:03:37.720
<v Speaker 1>knew was they had a really good systems model of

0:03:37.760 --> 0:03:41.119
<v Speaker 1>their organization and they knew exactly how hard they could

0:03:41.160 --> 0:03:45.440
<v Speaker 1>push or pull the levers. And so the issue wasn't

0:03:45.520 --> 0:03:48.440
<v Speaker 1>that they were ready for a pandemic. They didn't pull

0:03:48.440 --> 0:03:52.200
<v Speaker 1>out their COVID playbook. They were really ready for everything.

0:03:52.520 --> 0:03:56.360
<v Speaker 1>Most companies really look internally at the things they can control,

0:03:56.440 --> 0:04:00.760
<v Speaker 1>whether it's their finances or their offer rations. But the

0:04:00.800 --> 0:04:04.120
<v Speaker 1>reality is most of the things that cause sustained impact

0:04:04.160 --> 0:04:07.960
<v Speaker 1>on business value are external and strategic. So the question

0:04:08.080 --> 0:04:12.240
<v Speaker 1>is how would you respond when any of the major

0:04:12.720 --> 0:04:17.479
<v Speaker 1>UH risk levels are are hit or when they're hit

0:04:17.560 --> 0:04:20.560
<v Speaker 1>in different combinations. And one of the things that the

0:04:20.680 --> 0:04:24.479
<v Speaker 1>Amazon is particularly good at and that I'm an advocate of,

0:04:25.200 --> 0:04:30.400
<v Speaker 1>is gaming out what are those possibilities, pressure testing your organization,

0:04:31.320 --> 0:04:35.520
<v Speaker 1>asking what would happen to something unimaginable hit us. Because

0:04:35.560 --> 0:04:37.920
<v Speaker 1>at the end of the day, Amazon had a really

0:04:37.960 --> 0:04:40.400
<v Speaker 1>good here, and it was because they weren't ready. It

0:04:40.520 --> 0:04:43.000
<v Speaker 1>wasn't because they were ready for COVID. It was because

0:04:43.000 --> 0:04:45.880
<v Speaker 1>they were ready for anything. Yeah, And that's the key

0:04:45.920 --> 0:04:49.279
<v Speaker 1>here is being ready for the unexpected, and certainly I

0:04:49.320 --> 0:04:52.680
<v Speaker 1>do wonder to what extent companies, after learning from the

0:04:52.720 --> 0:04:55.200
<v Speaker 1>last seventeen months, are going to have strategies in place

0:04:55.279 --> 0:04:57.320
<v Speaker 1>that will help them prepare for whatever that next black

0:04:57.360 --> 0:05:00.520
<v Speaker 1>swan or rogue wave or unexpected event will be. Hey,

0:05:00.560 --> 0:05:02.920
<v Speaker 1>Jonathan Brill, stick with us, because we're gonna come back

0:05:02.960 --> 0:05:05.279
<v Speaker 1>to you in just a few minutes. We're gonna do

0:05:05.400 --> 0:05:09.640
<v Speaker 1>some news. Jonathan Brill is former global futurist at Hewlett Packard,

0:05:09.720 --> 0:05:13.400
<v Speaker 1>also the author of Rogue Waves future Proof Your Business

0:05:13.480 --> 0:05:17.520
<v Speaker 1>to Survive and Profit from Radical Change. The book is

0:05:17.560 --> 0:05:20.960
<v Speaker 1>out now. It came out today. Jonathan Brill joining us

0:05:21.000 --> 0:05:23.159
<v Speaker 1>live from Boston. We're gonna have much more with him

0:05:23.200 --> 0:05:26.480
<v Speaker 1>in just a few minutes. I want to get right

0:05:26.520 --> 0:05:30.000
<v Speaker 1>back to Jonathan Brill, former global futurist at Hewlett Packard,

0:05:30.000 --> 0:05:32.680
<v Speaker 1>also the author of Rogue Waves future Proof Your Business

0:05:32.760 --> 0:05:35.719
<v Speaker 1>to Survive and Profit From Radical Change. He joins us

0:05:35.760 --> 0:05:39.320
<v Speaker 1>on the phone from Boston. Rogue Waves is out today,

0:05:39.560 --> 0:05:43.240
<v Speaker 1>and Jonathan joins us once again. Now, Jonathan, I want

0:05:43.240 --> 0:05:46.080
<v Speaker 1>to talk about this the framework that you developed in

0:05:46.120 --> 0:05:49.599
<v Speaker 1>this book, the Resilient Growth Strategy UM you call it

0:05:49.680 --> 0:05:54.080
<v Speaker 1>the A. B. C's of Resilient Growth. Take us through it. Yeah,

0:05:54.160 --> 0:05:57.720
<v Speaker 1>So when we think about companies that are consistently profitable

0:05:57.880 --> 0:06:03.159
<v Speaker 1>through radical changes, like COVID, what we see is that

0:06:03.200 --> 0:06:06.520
<v Speaker 1>they have consistent characteristics way called the ABC's of resilient

0:06:06.520 --> 0:06:09.760
<v Speaker 1>growth awareness. If your people don't know why they need

0:06:09.800 --> 0:06:13.560
<v Speaker 1>to change, obviously they're not getting do that. So you

0:06:13.600 --> 0:06:16.760
<v Speaker 1>need to focus on improving awareness of the operating environment

0:06:16.760 --> 0:06:19.640
<v Speaker 1>through the organization. You need to focus on behavior. It

0:06:19.640 --> 0:06:22.760
<v Speaker 1>doesn't really matter if your people know that as tsunami

0:06:22.800 --> 0:06:25.240
<v Speaker 1>is coming, if they don't have the skills to respond.

0:06:25.320 --> 0:06:28.080
<v Speaker 1>And so the question really is do your managers at

0:06:28.120 --> 0:06:30.919
<v Speaker 1>all levels have the ability to make sense of increased

0:06:30.960 --> 0:06:34.719
<v Speaker 1>resilience to and exploit radical change? And then to see

0:06:35.080 --> 0:06:38.960
<v Speaker 1>in the A b C's is about creating a culture.

0:06:39.800 --> 0:06:43.920
<v Speaker 1>Do you have the processes and incentives to encourage employees

0:06:43.960 --> 0:06:46.440
<v Speaker 1>to make decisions that balance both in your term performance

0:06:46.800 --> 0:06:49.640
<v Speaker 1>and long term growth that they if they don't. If

0:06:49.680 --> 0:06:53.119
<v Speaker 1>you don't, obviously they won't. And so when you wrap

0:06:53.160 --> 0:06:57.760
<v Speaker 1>that up, you get a recipe for a more resilient organization.

0:06:57.920 --> 0:07:01.680
<v Speaker 1>We were talking earlier about a company like Amazon, and uh,

0:07:01.800 --> 0:07:04.080
<v Speaker 1>you know this is true for them, but it's also

0:07:04.120 --> 0:07:08.440
<v Speaker 1>true for a farmer that they work with in Ohio. Well,

0:07:08.440 --> 0:07:10.640
<v Speaker 1>that's what I wanted to talk about, because not everybody

0:07:10.760 --> 0:07:14.120
<v Speaker 1>is in charge of making decisions at a company like Amazon,

0:07:14.240 --> 0:07:16.240
<v Speaker 1>or in charge of a team even and has to

0:07:16.280 --> 0:07:19.040
<v Speaker 1>repair a team for a rogue wave. What are some

0:07:19.120 --> 0:07:21.920
<v Speaker 1>lessons that that people can take away from this? Who

0:07:21.960 --> 0:07:25.560
<v Speaker 1>are managers, who are employees who are looking to become managers?

0:07:25.600 --> 0:07:31.119
<v Speaker 1>What are their takeaways? Yeah? Absolutely, I think that first

0:07:31.120 --> 0:07:33.040
<v Speaker 1>of all, you're you're right, not everybody can be in

0:07:33.120 --> 0:07:37.480
<v Speaker 1>charge of everything, but you can have provide clarity, clarity

0:07:37.520 --> 0:07:40.560
<v Speaker 1>around what it called risk bands. So this is a

0:07:40.640 --> 0:07:44.560
<v Speaker 1>simple thing. When you ask somebody to do something, tell

0:07:44.600 --> 0:07:46.760
<v Speaker 1>them how much risk you want them to take, but

0:07:46.880 --> 0:07:49.840
<v Speaker 1>also tell them how little that you'll accept. If you

0:07:49.840 --> 0:07:52.480
<v Speaker 1>don't give that a bump at the bottom, you know,

0:07:52.640 --> 0:07:56.160
<v Speaker 1>inevitably people will take the least risky path forward as

0:07:56.200 --> 0:07:59.360
<v Speaker 1>opposed to perhaps the best path forward, or that the

0:07:59.480 --> 0:08:03.160
<v Speaker 1>one that you and accept. What about when it comes

0:08:03.200 --> 0:08:07.120
<v Speaker 1>to people who are looking just for their own leadership

0:08:07.200 --> 0:08:12.480
<v Speaker 1>lessons here and how to lead through turbulent times? That's

0:08:12.480 --> 0:08:15.480
<v Speaker 1>a great question. So one of the things we talked

0:08:15.520 --> 0:08:17.640
<v Speaker 1>about in the book, and there are hundreds of ideas

0:08:17.720 --> 0:08:22.720
<v Speaker 1>like this is a communication method for leading under uncertainty

0:08:22.760 --> 0:08:25.520
<v Speaker 1>when you're not the boss, how do you talk to

0:08:25.520 --> 0:08:28.120
<v Speaker 1>people in a way that you'll be hurt? First you you,

0:08:28.880 --> 0:08:31.320
<v Speaker 1>it's what I call the lead method, And first you say,

0:08:31.360 --> 0:08:34.160
<v Speaker 1>here's the logic of what I'm suggesting. The second is

0:08:34.200 --> 0:08:37.760
<v Speaker 1>about empathy, saying, hey, you know, I understand you may

0:08:37.800 --> 0:08:40.000
<v Speaker 1>have a different perspective, you might have different goals. I

0:08:40.080 --> 0:08:42.400
<v Speaker 1>understand where you're coming from. Let me just double check

0:08:42.480 --> 0:08:45.920
<v Speaker 1>on that. The third is authority, Right, even if I'm

0:08:45.920 --> 0:08:48.560
<v Speaker 1>not the boss, why do I have some experience in

0:08:48.600 --> 0:08:51.280
<v Speaker 1>this situation? And why might I be the person to

0:08:51.360 --> 0:08:55.360
<v Speaker 1>listen to? The fourth, the d M lead is about

0:08:55.400 --> 0:08:57.719
<v Speaker 1>the deadline. Right, how long do we have to make

0:08:57.760 --> 0:08:59.840
<v Speaker 1>a decision. We can decide who's going to do what

0:09:00.160 --> 0:09:02.840
<v Speaker 1>for however long, but at the end of the day,

0:09:02.880 --> 0:09:05.720
<v Speaker 1>by Tuesday, we actually need to close out on this

0:09:05.840 --> 0:09:08.480
<v Speaker 1>because if not, there will be an issue moving forward.

0:09:08.920 --> 0:09:14.199
<v Speaker 1>So if you just take those four pieces of information, logic, empathy, authority,

0:09:14.559 --> 0:09:18.480
<v Speaker 1>and deadline, you inoculate against most of the things, most

0:09:18.520 --> 0:09:22.600
<v Speaker 1>of the political issues this more senior managers might use

0:09:22.640 --> 0:09:25.480
<v Speaker 1>against you or that might cause you to not be

0:09:25.559 --> 0:09:28.560
<v Speaker 1>heard some more junior employee when you're looking at when

0:09:28.559 --> 0:09:31.520
<v Speaker 1>you see kind of that iceberg on the horizon. Well,

0:09:31.840 --> 0:09:33.840
<v Speaker 1>speaking of the iceberg on the horizon, I think a

0:09:33.880 --> 0:09:37.280
<v Speaker 1>lot of people are thinking about, Okay, well, the pandemic. Yes,

0:09:37.480 --> 0:09:39.440
<v Speaker 1>that is something that we need to be prepared for,

0:09:39.520 --> 0:09:43.800
<v Speaker 1>the next pandemic perhaps or the continued evolution of this

0:09:43.960 --> 0:09:47.680
<v Speaker 1>current pandemic. Um, how do we get what are the

0:09:47.720 --> 0:09:50.120
<v Speaker 1>other types of shocks that companies need to be prepared for?

0:09:50.240 --> 0:09:55.360
<v Speaker 1>What are those what are those unknowns? That's a great question,

0:09:55.520 --> 0:09:58.240
<v Speaker 1>and I think one of the in the book, we

0:09:58.320 --> 0:10:02.560
<v Speaker 1>talk about ten major disruptions that are happening over the

0:10:02.600 --> 0:10:05.400
<v Speaker 1>next decade. When it was at HP, we spent several

0:10:05.440 --> 0:10:09.640
<v Speaker 1>million dollars researching the range of possible issues. Every year.

0:10:09.880 --> 0:10:12.679
<v Speaker 1>Was one of those pandemic from down One of them

0:10:12.720 --> 0:10:14.839
<v Speaker 1>was was actually a pandemic. It's some of the sec

0:10:15.040 --> 0:10:19.440
<v Speaker 1>risk violins. So we've announced uh some some businesses that

0:10:19.480 --> 0:10:21.600
<v Speaker 1>are coming out of that research in our micro fluid

0:10:21.600 --> 0:10:24.560
<v Speaker 1>ex business UH and and we've been really looking at

0:10:24.600 --> 0:10:28.400
<v Speaker 1>work from home technologies and how we could uh shift

0:10:28.800 --> 0:10:33.400
<v Speaker 1>the nature of the business. Uh. Not necessarily for COVID,

0:10:33.600 --> 0:10:37.280
<v Speaker 1>but as if something like this happens relatively quickly. The

0:10:37.320 --> 0:10:38.960
<v Speaker 1>result of that is if you take a look at

0:10:39.040 --> 0:10:43.840
<v Speaker 1>Xerox over the last year, and their EPs versus hps

0:10:44.200 --> 0:10:47.240
<v Speaker 1>H piece has been relatively stable versus Zerox is being

0:10:47.679 --> 0:10:51.080
<v Speaker 1>down I think last year something like six nine by gap.

0:10:51.920 --> 0:10:54.000
<v Speaker 1>So the result is, you know, if you take a

0:10:54.000 --> 0:10:56.480
<v Speaker 1>look at those two companies that should be pure companies

0:10:56.840 --> 0:11:00.720
<v Speaker 1>have radically different results because one of them took a

0:11:00.760 --> 0:11:04.760
<v Speaker 1>resilient growth strategy, thought really hard about road waves, and

0:11:04.800 --> 0:11:07.599
<v Speaker 1>one of them, I believe at least optimized for the

0:11:07.640 --> 0:11:11.120
<v Speaker 1>near term. What was the moment over the last eighteen

0:11:11.160 --> 0:11:12.720
<v Speaker 1>months when you realize you needed to write a book

0:11:12.720 --> 0:11:18.480
<v Speaker 1>about this. Ah, that's a great question. I'm passionate about

0:11:19.320 --> 0:11:24.200
<v Speaker 1>what's possible. Uh, kind of breakthrough questions. And I had

0:11:24.240 --> 0:11:28.200
<v Speaker 1>a moment, uh, you know last year. Uh, I guess

0:11:29.120 --> 0:11:32.200
<v Speaker 1>eighteen months ago about this time where I realized I

0:11:32.280 --> 0:11:34.840
<v Speaker 1>knew these things, they had had unique knowledge, and we

0:11:34.920 --> 0:11:37.680
<v Speaker 1>had to we had to get ahead of the future

0:11:37.679 --> 0:11:41.000
<v Speaker 1>as a society, as as companies and leaders. Do you

0:11:41.040 --> 0:11:43.880
<v Speaker 1>think that the way we think about collaboration changes the

0:11:43.920 --> 0:11:47.280
<v Speaker 1>way that that managers are are planning for these events?

0:11:47.280 --> 0:11:50.920
<v Speaker 1>And I asked because everybody is talking about to what

0:11:51.080 --> 0:11:53.240
<v Speaker 1>extent we're going to be returning to work in the

0:11:53.320 --> 0:11:56.440
<v Speaker 1>quote unquote new normal physically, and I just wonder how

0:11:56.480 --> 0:12:00.360
<v Speaker 1>that that change is planning for these types of whether

0:12:00.440 --> 0:12:02.319
<v Speaker 1>or not you have a distributed workforce around the country

0:12:02.400 --> 0:12:06.960
<v Speaker 1>versus everybody in one building in a city. So I

0:12:07.040 --> 0:12:09.600
<v Speaker 1>think what you're asking and let's just let's just take

0:12:09.600 --> 0:12:13.800
<v Speaker 1>a slightly different metaphor. Is the difference between like in

0:12:13.840 --> 0:12:16.840
<v Speaker 1>the military, the infantry and the special forces. You know,

0:12:16.920 --> 0:12:20.680
<v Speaker 1>you manage them differently. You tend to give orders a

0:12:20.679 --> 0:12:23.800
<v Speaker 1>little bit differently. And what we're moving from is that

0:12:23.920 --> 0:12:28.600
<v Speaker 1>lockstep where where the infantry always has communication from the top,

0:12:29.040 --> 0:12:31.440
<v Speaker 1>to a world in which we need to be coordinated

0:12:31.559 --> 0:12:36.200
<v Speaker 1>both uh, you know, we need to be both coordinated

0:12:36.360 --> 0:12:39.840
<v Speaker 1>and autonomous. And that looks a lot more like special forces.

0:12:40.120 --> 0:12:43.960
<v Speaker 1>I used to have special Forces operator who was my

0:12:44.000 --> 0:12:46.959
<v Speaker 1>head of strategy, and he gave me some really good

0:12:47.000 --> 0:12:50.520
<v Speaker 1>advice once, mainly because I was terrible at giving orders

0:12:50.800 --> 0:12:52.839
<v Speaker 1>and you know, that's what the army is good at.

0:12:53.520 --> 0:12:57.559
<v Speaker 1>And he said, Okay, here's the deal. You keep coming, uh,

0:12:57.679 --> 0:13:00.040
<v Speaker 1>you keep coming to me, giving me half information and

0:13:00.160 --> 0:13:03.760
<v Speaker 1>running for three weeks right right, Like, what I want

0:13:03.840 --> 0:13:06.280
<v Speaker 1>you to do is really simple. Tell me what's the context,

0:13:06.320 --> 0:13:11.000
<v Speaker 1>what situation? What do we not know? Uh? And then uh,

0:13:11.080 --> 0:13:13.400
<v Speaker 1>you know what what do I need to do if

0:13:13.559 --> 0:13:16.439
<v Speaker 1>you don't come back? The context is always so important.

0:13:16.480 --> 0:13:18.880
<v Speaker 1>Jonathan Bill, former global futurist at Hewlett Packard, also the

0:13:18.920 --> 0:13:20.719
<v Speaker 1>author of road Waves Future Proof of Your Business To

0:13:20.720 --> 0:13:23.320
<v Speaker 1>Survive and Profit from Radical Change. The book is out today.

0:13:23.400 --> 0:13:25.439
<v Speaker 1>That's going to do it for Bloomberg Business Week. Join

0:13:25.520 --> 0:13:28.680
<v Speaker 1>us tomorrow, same time, same place, don't miss Sound On

0:13:28.720 --> 0:13:30.720
<v Speaker 1>with Joe Matthew today at five pm Wall Street Time

0:13:30.760 --> 0:13:32.960
<v Speaker 1>on Bloomberg Radio. Up next, Joe is going to speak

0:13:33.000 --> 0:13:36.520
<v Speaker 1>to Massachusetts Representative Seth Molton, a veteran of the Afghanistan war,

0:13:36.600 --> 0:13:39.360
<v Speaker 1>on the Taliban takeover. That Sound on today at five

0:13:39.440 --> 0:13:40.520
<v Speaker 1>on Bloomberg Radio