In his latest book, Only the Paranoid Survive (New York: Bantam Doubleday Dell Publishing Group, 1996), Andy Groves tells how his company weathered radical changes in the computer industry—and not only survived but prospered. He describes a phenomenon that is critical in preparing competitive organizations for the future: the ability to see and react to strategic inflection points. A strategic inflection point is “a time in the life of a business when its fundamentals are about to change. . .
They are full-scale changes in the way business is conducted, so that simply adopting new technology or fighting the competition as you used to may be insufficient.” We in the armed forces can apply this theory by developing our vision and our supporting operational concepts, based on a realization that our operating environment has changed or is about to change.