Why is Email the Hardest Thing You Must Do Each Day?

What makes email the number one hated activity in corporate life? It may have little to do with the nuisance it has become, and everything to do with incomplete decisions we need to make daily.

Studies have shown that email consumes some 20% of each employee’s day. At the same time, 33% would rather clean a toilet than go through all their email. Why the aversion to a technology that’s supposed to help? Why do so many wish it would just go away?

It all comes down to friction.

Email delivers frictionless communication at scale. Today, there’s no need to use a typewriter, secretary, printer, phone or conference room to send a simple message to upwards of millions of people. As such, electronic messaging will never go away, even if it’s being slightly reshaped by apps like WhatsApp and Slack.

Its permanence and ubiquity mean that we must forever tolerate universal irritants like spam and irrelevant CC’s, but these aren’t the main reasons for all the hate. Instead, the problem we face is that of decision overwhelm.

To explain, let’s set aside messages from the non-essential newsletters, updates and birthday reminders you receive. By contrast, critical emails are ones you can’t delete with impunity: they require you to pause and think before answering.

The problem is that such messages come into our Inboxes at all times of the day, even while we are sleeping. We can’t control when people send them, so they arrive mixed in with the stuff that’s not essential. This makes it hard to focus.

However, you do have control over the following three actions. Mastering each of them can be transformational to the quality of your decision-making.

Action Mode #1 – Arbitrary Skimming and Scanning – Stop

While there are a few companies which require employees to scan their Inboxes every few minutes (thereby ruining their productivity) a clear best practice has emerged. In summary, it states one should never randomly “check” email i.e. skim. Instead, it should be a consciously scheduled activity.

What about emergencies? Savvy organizations train their staff to use other methods such as phone calls or texts for urgent communications.

The fact is, the habit of scanning email leaves you at the mercy of other people’s agendas. You end up playing electronic ping-pong, being your least effective.

The solution is to learn how to use the following two action modes for managing your incoming email.

Action Mode #2 – Light Triage – Start

Instead of skimming, you should create a handful of opportunities each day to organize incoming messages. In these triage sessions, you are rapidly dispatching messages to parts of your system (other than your Inbox) so that they can be dealt with later.

In this mode, you only offer short replies, if any at all. This isn’t the time for making decisions about the content of email messages. It’s the time for deciding which ones require actual thought and later consideration, then putting them in position, ready for the hard thinking they call for.

Action Mode #3 – Heavy Lifting – Start

These are longer periods of time devoted to making difficult decisions related to specific email messages. They need to be pre-scheduled and heavily guarded against distractions or external intrusions so that you can make quality commitments and deliver clear communications.

In essence, you are batching the hardest work you’ll do each day into a single time-slot reserved for your very best performance.

Unfortunately, most of us jump between these three Action Modes randomly when we open our Inboxes, frittering away precious time, attention and energy.

The result? You fail to realize that the kind of intensity needed for Action #2 (quick, short decisions) is different from that of Action #3 (deep thinking and major commitments.) As such, you rarely put yourself in the right mindset to do your hardest, best work. Instead, you try to squeeze email between other commitments.

Ultimately, you create problems for yourself and others. At the volumes of email typical of a manager, you never catch up, so others form a poor impression of your ability to stay on top of what (they think) is a simple chore.

The answer is to use your calendar to block separate times for Mode #2 and Mode #3 email. It’s the only way to manage the volume of decisions your job requires.

In this context, you must be continuously improving your email management as a means for making effective decisions. Do so and you’ll continue to be a competent professional who uses his/her core tools effectively.

Stop Mailing In Your Participation

Have you ever been part of a project or organization in which a colleague is giving only a minimal effort? This behaviour, which some call “mailing it in”, may be killing your team’s success.

For several years in the 1990’s, I participated in a programme in which I was trained to teach 50-150 person seminars. The head trainer was the most effective instructor, consistently receiving the best scores, but new trainees like me had a tricky challenge trying to figure out exactly what made him outstanding.

One of his traits was an uncanny skill: he could lead each event as if it were his last, giving attendees a fresh experience each time. As a high performer who took each seminar to a different level, he found new ways to make things compelling even when they were, on the surface, mundane.

While I couldn’t replicate his ability, it was fascinating to observe someone who never once “mailed it in.” The phrase refers to the human tendency to do the minimum possible to get by, thereby providing only a weak substitute. According to Wiktionary, the term means “to fulfill a responsibility with a minimum, rather than appropriate, level of effort”, aka “phoning it in”.

In my column a month ago about governance and leadership, I mentioned that many organization’s board members are mailing it in. I wrote: “In some of our (client’s) strategic planning retreats, they either decline to attend, fail to show up, arrive late, leave early, or spend the entire caucus distracted by email.” Or Zoom. Or a live football match on YouTube…a real episode.

But what’s the big deal? Why should you care? After all, mailing it in has been a part of Jamaican history ever since Columbus met and tried to enslave the Tainos. Their response was probably typical of all oppressed people: to pretend to be doing as much as possible while actually doing the minimum.

Here are a few reasons to highlight this tendency that may help address it in your organization.

1. An Insidious Form of Corruption

We Jamaicans often treat corruption as if it’s a novel coronavirus – a once in a lifetime event that arrives out of the blue all of a sudden, shocking us all. Consider that, in your company, corruption starts with something tiny: when someone mails it in.

In other words, whenever staff members offer up “a minimum, rather than appropriate, level of effort” they are doing more than being lazy. In fact, they are undermining the very mission of the enterprise.

Strangely enough, they could be well-intentioned. The truth is, we are imperfect, which means that sometimes we miss the mark entirely. Some departments or boards do so for years at a time, eventually doing great damage to the very cause they are trying to uphold.

However, the important part that’s missing is a tool of accountability: consistent and transparent feedback, especially in those moments when you are mailing it in. In other words, when you don’t have someone who is willing to let you know when you are merely putting in a half-effort, you are likely to slide into a micro-corruption which masses into a mission-killing culture.

To illustrate: for every Usain Bolt there is another person with equal talent. The only difference is often a lack of accountability: continuous, corrective conversations between the performer and his/her coach. Without such direct help at unexpected times, it’s hard to achieve much.

In firms with such dysfunctional cultures, pointing fingers is a wasted effort. The sad fact is, whenever a group of individuals don’t practice holding each other to a high standard on a regular basis, mailing it in becomes the inescapable, mediocre norm.

2. Lack of Role Models

Unfortunately, when this corruption leaks in at the highest level it’s a different kettle of fish. Why? We Jamaicans tend to pay a lot of attention to hierarchies.

For example, a board that fails in its basic duties (i.e. to have AGM’s, regular meetings, challenging conversations, high performing members) sends a signal to the company: it tolerates corruption.

Over time, anyone who attempts to raise the bar in any part of the organization can be thwarted. They will learn or be told that they are being unfair, or unreasonable. And if they look for support at a higher level, they find the same corruption.

At that point, staff members quit. Either they start a job-hunt or worse: they remain in the job and lapse into mailing it in. They join the club.

Sometimes, a knowledge of these two costs is enough to spur a transformation. Use them to show your organization the places where it’s killing its own success by collectively mailing it in.

Should Your Board Interfere with Company Strategy?

There’s a whole school of thought which
states that boards should leave strategic thinking to executives. Instead,
board members should only provide oversight. Does this point of view have
merit?

The COVID pandemic has thrown companies’
strategies in disarray, whether they are NGO’s, public or private sector
organizations. Suddenly, reliable bedrock beliefs have been suspended as
evidence pours in that a new normal is being born.

Too many boards are caught off-guard.
Believing that strategic concerns are the purview of executives, they have
taken a hands-off approach to recent events. For some time, many have never
been regular attendees at their own board meetings. In some of our strategic
planning retreats, they either decline to attend, fail to show up, arrive late,
leave early, or spend the entire caucus distracted by email. 

In other words, pre-COVID, they stopped
providing strategic direction. Unfortunately, too many of them are public
sector bodies.

Instead, they offer to ensure that the
resulting plan is faithfully followed. They don’t want to “interfere.”

The folly of this thinking has recently
become apparent. Here’s why.

1) COVID has collapsed the future

Our approach to running strategic planning
retreats encourages companies to look 15-30 years into the future. Sometimes
over protest, we explain the pros and cons of looking too far out, vs. not far
enough. The key is to choose a “Goldilocks” planning horizon: one that’s just
right.

Pity the companies which have chosen a
horizon which is too short. Why? They’ll have to restart their planning
process.

The truth is that organizations who chose
long horizons already planned for the changes COVID has made urgent. The only
difference is that the pandemic has brought the future closer: collapsing it.
All they need to do is change the timeline.

However, a company with a too-short
strategy would miss the ball entirely. They’d have to rethink everything simply
because of a tactical error in forming their plan. This is where board members
make a difference:  they are usually the
ones pushing for longer horizons. Their absence makes this mistake more likely
to occur.

2) Fresh New Eyes Are Necessary at the Top

The pandemic has shown us what it’s like to
be completely blindsided. However, it should also predict which individuals
will rebound first.

Those who are younger and newer to the
organization have an advantage. Just observe how they adapt themselves to the
use of an app such as Zoom which has assumed a central role in most companies.

Contrast this reality with some leaders. I
once worked with the head of communications of a large company who hid a big
secret – he didn’t know how to use Powerpoint. How he got to that position
without picking up a basic tool of the trade remained a mystery.

Boards need to challenge executives to keep
developing themselves. They should also welcome fresher, younger eyes into
their ranks to prevent companies from becoming stale.

As such, boards need to properly estimate
how in touch they are. Unfortunately, many fail to include digital strategists
in the boardroom so it becomes difficult to provide proper guidance on the most
challenging issues of the day.

3) Bringing Back the Best Employees

Today, CEOs’ are looking around the office,
shaking their heads and wondering: “Why did I ever think we needed so many
people?” Now, their suspicions have been confirmed: when some employees stayed
home, and contributed little, they weren’t missed. In other words, their
absence wasn’t a problem.

Can organizations simply cherry-pick the
best employees, pay them a bit more and let go of the rest?

I predict that the new normal will force
them to do so, within the limits of the labour laws. Outsiders may complain
that they are just being greedy. However, board members may

point to the need to survive the first
worldwide disruption in business to occur in our lifetime.

They are more likely to switch to a more
digitally-savvy workforce that can manage itself without being watched.
Individual salaries may rise by so doing, but the number of total employees may
fall. Overall productivity should increase even as payroll costs are cut.

Boards should also prevent executives from
rushing to return to a pre-COVID status quo which wouldn’t be sustainable. They
should have a well-established point of view developed from seeing the inside
operations of other companies.

These are trying times, and the cozy
collegiality of the board room must give way to the committed few who are
willing to take a stand in an effort to keep companies afloat. 

Organizations need their boards to jump
into the fray wholeheartedly. They must intervene to make the best of a messy
situation and play their part in crafting a strategy that serves all concerned.

What are your executive team’s post-COVID assumptions?

Is your company being undermined by obsolete assumptions held by some of your leaders? To move forward, they must be challenged.

In our work to develop clients’ breakthrough strategies, we try to highlight such hidden assumptions. These are often unspoken, clashing ideas which undermine the corporate strategy. When the plan needs revision, the team should uncover and sort out these differences to act as one.

Unfortunately, most companies were rushed to respond to COVID-19 and created little more than a bunch of survival tactics. Now that the lockdown is being phased out, organizations must find a way to achieve their “new normal” if they hope to thrive.

However, as they do so, they need to look past the relatively simple task of putting people back in front of their desks safely. A fresh strategy is required to suit the times. One approach is to explore the foundation assumptions which are now embedded in their old business model. For example, they should date the following common, future milestones.

  • New Coronovirus Case Level-Off Day
  • Active Case Reduction Day
  • Curfew Lifting Day Employee Separation Day
  • Remaining Employee Return Day
  • Customer Re-Opening Day
  • Border Re-Opening Day
  • International Flight Resumption Day
  • End of Social Distancing Day
  • Ro Below 1.0 Day (A measure of COVID-19’s contagiousness.)

Each of these public events signals a turning point in the crisis. While they are unknowable with absolute certainty, that’s not the main challenge. The problem is that executives in your company are likely to hold different estimates for each milestone. This discrepancy could just be an interesting curiosity, except that each individual is making daily decisions based on their personal understanding.

For example, if HR believes that Employee Return Day is on June 15th, but Customer Service commits to a Customer Re-Opening Day on June 1st, there’s a big problem. The company can waste time, effort and money if the two plans aren’t synchronized.

But this list of key dates is just a start. There are a number of other assumptions which only apply to your industry, or company which need to be unearthed. Here are some of the questions I have been urging clients to ask themselves. 
Q1 – What material changes have occurred in our business? Here, I recommend you brainstorm individually and then as a team. It’s no place for group-think – the tendency for people to conform to majority thinking. Focus on concrete changes which are tangible and can be measured.
Q2 – Why does the change matter? Here you must confront aspects of your business model which can no longer work. Query what will happen if you continue the old model in this new environment.
Q3 – If the change is permanent, what were the original assumptions that must be challenged? These were embedded in the old business model, perhaps never discussed. Now, you must make them explicit.
Q4 – What are the new assumptions? Given the data you have on hand, what will you assume moving forward?

Furthermore, to make sense of your predictions, also think in terms of “confidence”. For example, if your team believes that Border Re-Opening Day will be on September 30th, apply a confidence interval to this date. You may state: “We are 50% sure that the date will fall between September 1st and October 31st.” That’s very different from being “90% sure it will fall between September 25th and October 5th. “

This additional information helps you make better decisions, introducing added flexibility where it may be needed. Of course, this is just the beginning. You should continue the regular strategic planning process I have summarized in prior articles:

1. Create a current snapshot

2. Set a target month/year that will allow a breakthrough to manifest

3. Craft measurable outcomes

4. Backcast from the future to 2020, filling the gap with necessary actions and milestones

Finally, ensure that the context of the discussion is one of exploration and innovation. The fact is, there will probably never be another moment like this in your business. Discontinuities of this magnitude rarely occur more than once in a lifetime.

Needless to say, companies that don’t revise their baseline hypotheses will be left at the starting line. In like manner, those who allow their CEO to set a bunch of flaky assumptions by himself will also run last.

Take the opportunity to make the most of this crisis by challenging the assumptions that render your old business model and strategy obsolete. Get all the members of your executive team talking to arrive at a new baseline.

Feels uncomfortable? The fact is that you are making an educated guess, then taking a bet that you are right. Regardless, your organization needs you to make such commitments so it can find success within this pandemic. 

What are your executive team’s new post-COVID assumptions?

May 17, 2020

Is your company being undermined by obsolete assumptions held by some of your leaders? To move forward, they must be challenged.

In our work to develop clients’ breakthrough strategies, we try to highlight such hidden assumptions. These are often unspoken, clashing ideas which undermine the corporate strategy. When the plan needs revision, the team should uncover and sort out these differences to act as one.

To listen to this podcast, visit Source

Crisis Favors the Digitally Bold CEO

Why are top executives getting frustrated at their teams during COVID-19? One reason: it’s obvious to them that the company needs to become a digital operation. They may also be very demanding but don’t blame them: they alone can see a joined-up world beyond the pandemic that most subordinates can’t. In the past few years, my consulting firm has implored our clients to include a digital strategist on their boards, executive ranks and strategic planning retreats. Only a tiny few have risen to the occasion, adding someone (usually much younger) to strategy discussions, which seemed to be about a faraway future.

COVID-19 has changed the timeline.

As we scan the outputs of prior client retreats we see that the long-term plans they made were painfully slow. They imagined a gradual drift into a digital world where people’s behaviors would change eventually, imperceptibly.

Today, they must make changes to go online from offline in a matter of months. However, CEO’s are having a difficult time getting their executive teams to envision a future that even their youngest employees can see. Why?

In a nutshell, each company function is lost in its own silo. Marketing, HR, Operations, IT…each is unable to lead the way. The new vision is beyond their grasp because it requires joined-up thinking.  What should CEOs’ do to accelerate the process of forging a digital transformation?

1. Forgive Weak Repetition

Many top executives get mad when their functionaries simply try to copy the offline world to the one that’s online. For example, advertising on the internet involves more than putting up digital billboards. It requires an understanding of engagement psychology, content and technology which few possess. The average marketing department won’t know how to gamify an audience, or perhaps even how to create one.

But this is to be expected. And forgiven. While initial attempts are weak, they represent a certain level of willingness, and the start of a steep climb.

However, CEO’s must insist on an unprecedented level of cooperation right away. They need to role-model an eagerness to cross internal boundaries to discover ideas and talent wherever it may be found. For example, if the new receptionist has 10,000 followers on Instagram, pull her in!

2. Focus on Underlying Business Results

To overcome the initial disappointment, executives should encourage experiments which aren’t meant to replicate old processes, but still achieve the same objectives.

For instance, a company which is used to engaging its walk-in customers in ways that make the experience special, cannot offer the usual free coffee, air-conditioning and relaxed banter. Instead, they must ask themselves why those features worked and what emotions they were intended to evoke.

In like manner, pastors that relied on the right blend of hymns, testimonies and sermons to keep congregants coming back for more can’t rely on these elements.  In these times, they need to go beyond the superficial form of these activities and find the underlying benefit that is being delivered.

In other words, they must begin all over again. Unfortunately, Facebook, Instagram and Netflix are just a single click away, along with every other online church service in the world. The only hope they have of competing is to experiment and make mistakes to learn what will deliver the a similar experience via the internet.

3. Learn New Functionality

Recently, I hosted a virtual conference that attracted several hundred global registrants. Behind the scenes of the Time Blocking Summit I was forced to pick up new tools, and with it, unique capabilities I barely understood.

In retrospect, I can laugh at my mishaps running ads on Facebook, Instagram, Quora and Google, but I had to make an effort. It was the only way to apprehend the power of these tools, which have no equivalent in the offline world.

These capabilities are highly nuanced, able to break down old barriers. For example, think of your employees using WhatsApp and Zoom to organize themselves into cross-functional teams. They do so on their own time, without the involvement of management, training themselves to using these apps to create new connections across boundaries. In the offline world, it would have been impossible.

Case in point: companies now need a private, community forum to keep dispersed staff members together. Too many executives, stuck in “Mi nuh use them ting deh” social-media prejudices, can’t lead the charge.

The COVID-19 crisis favors CEOs’ who are willing to push themselves to learn uncomfortable lessons that used to be optional, theoretical or futuristic. Today, they need to be visible role models of learning in order to lead in these extraordinary times. 

Join the Free Webinar on HR’s Role in Re-Skilling Companies – April 22nd 2020

There is a controversial point of view arising: HR should have done more to prepare companies for the advent of COVID-19.

“It’s not that HR should have known the pandemic was coming”, they explain. “But isn’t HR about developing new skills for the company?”

Case 1: A company’s Executive Chairman belatedly wakes up to the fact that the new lock-down restrictions are going to severely impact his company’s sales. He calls the head of HR: “Where can I take a crash course on leading a company through a sudden drop in revenue” When the HR Director balks, not knowing where to start, he spends two hours doing Google searches and finally pulls up an old webinar on YouTube…with no help from her.

Case 2: A company is receiving numerous complaints from remote, work-from-home staff. Managers are trying to use Zoom meetings up to 10 times per day to micro-manage their people who were only sent home two weeks ago. The executive team agrees: “No-one knows how to manage without looking over people’s shoulders.” In their meeting they turn to the HR VP – “What are you going to do about this?”

Case 3: “Someone in HR needs to tell Mr. Johnson how to wash his hands.” A complaint has come into the HR Department of the country’s biggest police station. The janitor has been washing his hands the old-fashioned way: occasionally, only taking 2 seconds and not using soap every time. The implication is obvious: if he doesn’t learn COVID-19 level hygiene, he could take down the whole station by allowing the virus to spread via the rest-rooms.

In each of these cases, the content of the learning is not the point. To paraphrase Dwight Eisenhower, “Skills mean nothing. Learning is everything.”

Instead, employees have not learned how to self-learn effectively. Now that COVID-19 has put them under pressure, yawning gaps in their knowledge and skills are evident to them and others. As a result, they are scrambling to teach themselves what they need. Unfortunately, they are struggling.

This is where the critics of HR have a point.

Over the past decade, HR departments have suffered severe budget cuts, so that training and development became a minimal pursuit. In the past, this wasn’t the case: HR used to coordinate 90% or more of the training which took place in companies.

Like good corporate soldiers, HR saluted and executed the new direction faithfully, perhaps believing that it was a temporary situation. But it’s been over a decade since the last recession started. Since then, some argue that:

  • HR has become reactive, delivering “only-if-absolutely-needed” development
  • Companies have not returned to investing in the development of their HR Departments
  • HR has therefore not grown to embrace the technologies needed to access the best content delivered by new channels and platforms

Up until the advent of COVID-19, these trends were developing imperceptibly, slowly. But now, the need for employee self-development is urgent and evident.

In each of the three cases shared above, the long term solution is not for HR to focus on becoming knowledgeable on specific skills. There’s no way to do that for emergencies like COVID-19 or whichever one comes next.

Instead, it must be about teaching people to re-skill themselves. The best approach is, not surprisingly, for HR to re-skill itself.

If you are an HR Professional, what would it be like to start 2022 with a whole new set of self-development tools at your fingertips? What would it be like to be able to re-skill yourself at will?

This is the possibility or vision we are creating here at CaribHRForum for the upcoming year. We want HR Professionals to spend the year putting on their own oxygen mask first, before that of others. In other words, let’s make 2020-21 a time of taking care of our own self-learning first.

The good news is that the webinar on Wednesday night, April 22nd, is our first step in that direction. It will be followed by the launch of three private coaching groups and then the CaribHRForum Virtual Summit 2020 in September.

Come to the webinar “Why HR Fell Behind in Re-Skilling Caribbean Companies” to interact with the region’s HR Professionals on this important topic. Click here to register. Admission is free, but space is limited due to the conference technology being used.

Update: Our special guests on the panel will be Simmone Bowe from the Bahamas and Nazeer Sultan from Trinidad and Tobago.

When COVID-19 ruins your “perfect” strategic plan

While your company awaits a return to business as usual, should your leadership be thinking about revisiting its strategy? Does the current pandemic mean that you should start the process all over again?

To say that the coronavirus has disrupted business is an understatement.

Even if you are still operating at this time of lockdowns and curfews, you are probably doing so under duress. Nevertheless, you must look ahead.

At some point in the future, employees will have returned to their jobs, continuing to work in the old way. However, it would be a mistake to put your effort into “returning things to normal.” Chances are, there is a new normal and you should adjust to it, rather than seek to drag your business back to an obsolete state.

For example, take the case of an owner of a funeral parlour in New York City. As an essential service, the company has not closed down. In fact, like many morticians who are willing to deal with COVID casualties, the owner is overwhelmed by the volume of deceased persons being brought in.

While this could be treated as a windfall, the long-term question is “What does this mean for business?” In other words, is there an assumption that needs to be re-examined now that funerals are being conducted so quickly, in small groups, without a service, in large numbers?

Like this company, it might be time for your team to re-examine the assumptions behind its strategic plan. Here are three steps for engaging your executives and board members.

Part 1 – Enumerate the Disruptions 
Start by making a list of the most obvious changes. When the big-ticket items are out of the way, look for the ones that are harder to see but may be just as important.

One method is to begin with a single pronounced item but then ask “Why” to determine the reasons things have changed. Then repeat the process asking “Why?” five more times, until no more answers can be found.
Leave room to add other big items as you continue, but pull them together into new strategic themes before the next step.

Part 2 – Tear-down the Old Plan
Here, you are looking for concrete reasons why the current plan won’t work. Use the results of the prior exercise if needed, but in this phase you should be ruthless. Identify the assumptions (unstated or unimagined) which have been violated by the new normal.

At this moment, you need to bring your team to a consensus point of view regarding the plan’s gaps, seeking to go as deep as possible into long-term changes. For example, have your customers come to expect a higher standard that you never predicted? Has a new technology been introduced that you simply can no longer ignore? Have you fallen behind a nimble competitor?

Part 3 Assess the Plan’s Viability
In this final step, you decide whether or not the current plan needs to be changed and to what degree.

In some cases, your plan may have anticipated the disruptions which are underway as a result of COVID-19. For example, perhaps you contemplated that within five years you would be delivering service to customers remotely using a tool like Zoom or WhatsApp.

Now, you realize, you need to do so immediately just to keep up.

Or, you may have learned that the time horizon on your old plan was too short – a common occurrence. The changes that you see happening in the next year are so dramatic, they render your plan obsolete. A brand new, long-term destination is needed.

However you assess your current strategy, the final step is to conduct a joint activity to bring it up to date. This may mean starting from ground zero.

If you believe you can escape this kind of re-examination or leave it up to the CEO or Chair to do it alone, think again. Consider that this global disruption might be the single most impactful event in your lifetime.

The fact is, some assumptions in your industry have been unfrozen. Consequently, your firm has the chance to stick a wedge into a sliver of opportunity and turn it into a crack that will never be closed. If you move quickly, you can be the first (and only) company to capitalize.

The only difference is that these things usually happen slowly, over a decade or more. Now, for a change, they are happening with lightning speed.