There is no attempt to be precise on product plans, or budgets. Knowing the broad contours of the future is not as difficult as people normally assume. For example, we know with great uncertainty, the demographic composition of every country. We can recognise the trends - the desire for mobility, access to information, the spread of the web and increasing dependence of all countries on global trade. The problem is not information about the future but insights about how these trends will transform industries and what new opportunities will emerge.
Tactical changes are difficult if there is no over arching point of view.
The need constantly to adjust resource configuration as competitive conditions change is becoming recognised. A critical part of being strategic is the ability quickly to adjust and adapt within a given strategic direction. The most dramatic change in the process of strategy making is the breakdown in the traditional strategy hierarchy - top managers develop strategy and middle managers implement it. By its very nature discontinuous change in the competitive environment is creating a whole new dynamic. People who are close to the new technologies, competitors, and customers appear as managers in the middle.