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 You contend in this book that there are always warning signs of impending business disaster. Always? You also say that surprise business events can be stopped. How?
What does "predicting the present" mean? How is it done?
How does what you are saying relate to Gartner's Real Time Enterprise?
What are the difficulties in deploying Real Time Opportunity Detection?
Who within an organization is this book intended for?
What is the most important take-away for readers of your book?You contend in this book that there are always warning signs of impending business disaster. Always? Yes, always. We tested this position by first investigating non-business surprises outside of business. In nature, we looked at hurricanes, tornadoes, volcanoes, floods and tsunamis. For "man-made" surprises, we looked at both space shuttle disasters, nuclear power plant incidents, plane crashes and so on. Findings: each event arrives with prior warning signs. We then turned the primary focus of our study upon so-called business "surprises." In all the bankruptcies, positive corporate earnings results, negative corporate earnings results, "sudden" lost market share, and other business surprises. Every single one arrived with prior warnings. You also say that surprise business events can be stopped. How? Long before anyone even tries to apply the power of information technology to end business surprises, they must first change the way they think about business mishaps and opportunities. We must end the "common wisdom" type thinking that causes most people to believe that business surprises are just a reality over which we have no control. Instead, we must recognize that if precursor events occur prior to a surprise (and they always do) and can be detected in time (they can), then the surprise can be avoided. What does "predicting the present" mean? How is it done? Everyday people spend a great deal of time and effort collecting information in the hope of predicting the future. Unfortunately, this pursuit takes place at the expense of collecting the empirical and measurable events taking place at this precise moment that could lead one to opportunity, or if ignored, to disaster. By capturing events that could lead to opportunity of mishap, the instant those events occur, predicting the present can allow you to begin controlling the future. How does what you are saying relate to Gartner's Real Time Enterprise? The concepts presented in the book form the foundation of Gartner's vision of a real-time enterprise. Thus, Gartner's new and updated definition of a real-time enterprise is:
What are the difficulties in deploying Real Time Opportunity Detection? Clearly, the most difficult step is to determine those events that warrant real time monitoring in the first place. The guide is simple: look for material events, namely those events that would change your judgment of course of action. How do you determine which events to monitor? Use our Identification and Justification models. Who within an organization is this book intended for? Truly, the concepts expressed and the advice given in the book pertain to employees, supervisors, managers, executives and even members of boards. What is the most important take-away for readers of your book? Our Real-Time Enterprises research caused us to reach the following conclusions:
Press Coverage of Ken McGee and Heads Up  The Economist: Real-Time Reality
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