The coronavirus pandemic has reminded business
leaders of some unsettling truths: that all assumptions
and practices must be continually reexamined and
that existential threats can come at any time, from any
direction. This crisis will eventually pass. But its
rami􀃘cations will ripple through the economy for years,
and inevitably it will be followed by another global crisis
— or an unforeseen revolution in the marketplace. How
can companies strategize once they have recognized
the limitations of long-term planning in an
unpredictable world? By mercilessly examining their
own weaknesses and vulnerabilities, and by gaming
out their own destruction before someone — or
something — does it for them.

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