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This post is an extract of my forthcoming book on business model innovation. The innovation book looks at why business model innovation is needed and how it works. You can read more about it here. These posts are early drafts of planned content and I’m putting them out to get feedback. Please do comment below, or subscribe to these pages to get each new section as it is published. In today’s post, we will be looking at finding opportunities in this new world.

One of the characteristics of high-performing business models is how they tend to make the space around them desolate. In many ways, a great business model is like an oak tree.

Oak trees have two mechanisms that keep the area around them clear of other plants that may be competitors. First, they have an early fall of leaves in the spring. Many of these leaves land on other seedlings blocking the light that they need to grow. The more important mechanism is that Oak trees have lots of tannin in the leaves and acorns. Tannin is highly acidic, and so the falling leaves and acorns slowly turn the growing around an oak acidic, too acidic for most other plants.

Under most oak trees, you find a clear area to sit or picnic and admire the thick bole and beautiful green leaves. Not just for our benefit though!

How Email Websites Attract Their Users?

Yesterday I was looking at the SuperHuman website. It is a way of super powering your emails to make you more efficient. I haven’t used it yet, but as I went through the list of things it does, I thought, “Gmail does all that”. Currently, I use Spark. Before that, I used something from Dropbox. For the amount of time that we spend on emails, there are very few options that have got any real traction. More than 100 million users? Gmail, Outlook, and perhaps Thunderbird.

Google and Microsoft both use their email offerings to acidify the area around their core products – Microsoft so that people integrate into its suite of cloud offerings. Google so that Gmail provides a data source for their core business of understanding your behaviour so that they can target you with better ads.

There are, of course, network effects in the mix as well. As we discussed before, the logic of network effects tends towards a few small players in an industry. It seems to rarely be a winner takes all outcome.

The success accruing to the network leader often means that there is far less of an audience for second and third players, and without a niche strategy, they are forced to accept lower quality (or perceived lower quality) users that aren’t attracted to the big players for whatever reason.

What are the Biggest Players in the Industry Doing?

As the biggest players suck in users, the ground around them starts to look far less fertile. If it is a billion-dollar market, but company x already has $700 million of it, I have to accept that either a) I’m not going to grow very big, b)I have to find a way to take down this behemoth. As a strategic choice, that scares off a lot of players and they head to easier, more fruitful markets.

The new player in the market also has to think about how the incumbent can respond. For many players dropping a billion dollars to protect an important market isn’t a hard decision – look at Facebook’s purchase of Whatsapp and Instagram to protect its core business or the amount of money that it has spent to stymie Snapchat and TikTok.

Why is Monopoly Bad?

There is a moral challenge here. We don’t want the competition. If we don’t have it, businesses tend to become autocratic and dictatorial. Think about how nationalised companies in the telecoms and utility sectors abused their customers for years. If we do have it, then a huge amount of revenue and profits are sunk into pointless price wars, that can only marginally improve the value provided to consumers. For example, the impossible to compare packages offered by many mobile network operators in the 4G era.

Microsoft sought to make competition with its Internet Explorer impossible during the browser wars by bundling IE with Windows. Rockefeller, at Standard Oil, made it incredibly difficult for you to get oil at almost any price if you didn’t buy it from him or one of his associates.

As you can see, the possibilities here rapidly head into the unsavoury and illegal. Many of the big technology companies spend regularly on small startups. The VCs and the startups like the exits. They’ve made money and burnished their reputation. Really what is happening in the Oaktree is reaching down with one of its branches and gently plucking saplings out of the ground. In many cases, it has no interest in the technology, but one less potential competitor is always a good thing. Except for the sapling drying and dying on the ground.

If You Want to Read More

I keep everything structured on my niftily titled business model innovation book page. Head there to browse, binge, read straight through, or cherry pick. Please do take a moment to comment below or upvote comments that you agree with

Subscribe to the New Book Chapters

As I write each new section you can have them sent to your email. The plan is to write something 2 – 3 times a week. It is easy to unsubscribe, but I hope you won’t as the goal is to delight and entertain as well as educate and train you through this business model innovation journey.

• Industry Anomalies, How to Spot Them?
• Massive Customer Value
• Business Model Failure: According to Hemingway
• Exploring the Malaysian Jungle
• What is Business Disruption?

This post is an extract of my forthcoming book on business model innovation. The innovation book looks at why business model innovation is needed and how it works. You can read more about it here. These posts are early drafts of planned content and I’m putting them out to get feedback. Please do comment below, or subscribe to these pages to get each new section as it is published. In today’s post, we will be looking at finding opportunities in this new world.

Over 50 years ago, an American physicist turned historian of science. He started to research how science changes. We all know that scientists change their minds as the evidence changes, but we didn’t (still don’t really) know exactly how that change happens.

This philosopher, I’ll call him, though historian of science is just of good, discovered a few things.

First, he realised that scientists don’t actually change their minds when the evidence changes. There is a lot more going on inside science. There are always problems with the theory that don’t match up with the evidence.

When I was at school learning about astronomy, it was pretty clear that there were problems in trying to explain the sun’s orbit around the earth. None of the theories we explored actually managed to fit the observed data. The best solution was to fix the planets into crystal spheres, which solved a lot of this. That obviously caused various other problems. Before you think me a flat earther, we were studying medieval theories of astronomy. Oh God – I need to say this. The sun is at the centre of the solar system, and everything else rotates around it, more or less. There are also no crystal spheres.

There’s a very similar problem at the moment. The standard theory suggests that the universe is expanding after the big bang. Edwin Hubble, who was named after the Hubble Space telescope, actually the other way round, discovered that there was a number, a constant, that captured the rate of expansion and helped us to decide how large the universe is. The problem is that when measuring one way, it gives totally different results to another way. Unless scientists can figure out why the two measurements are different. Like using two rulers of the same length to measure your kitchen table. And each ruler coming up with a different result EVERY time – then the standard theory has to change. This is a big thing, and the theory has to change.

That’s going to change a lot of careers, a lot of science. The way that we look at the world, and there is resistance to change.

Kuhn’s theory explains how science changes – how we went from a world of crystal spheres to one of the satellites and are heading to one of the weird twisted post-relativistic spaces – and some of his ideas help us to explain how we think about business, how business models change.

So for the next few pages (maybe a hundred), we are going to be looking at how business revolutions happen. And business models change using the lens of Kuhn’s work.

Quick pause. Denis – this is a book about business, about practically helping my business to survive. I’ve been patient with you so far as you dive into metaphor and historical references, but this is going too far. You are talking about philosophy and science and big bangs. How is this going to help me?

Good point. Let’s rewind a bit. Over the last 50 years in business theory (the stuff that academics write and MBAs study) we’ve been super focused on competition. The big book in business is called ‘On Competition’ by Michael Porter. When you strip away all the big words, it basically says ‘business gets better at delighting customers because of competition’.

A little bit later, other academics, including some who spent some time in business rather than just thinking about it, started saying that this isn’t enough. They argued the case for innovation as a force for change, that was Clayton Christensen in the innovator’s dilemma. This helps, but no one has really explained how business works. Why do some business models grow and survive? Why do some depreciate and die?

Is it the result of creative waves of destruction, as Joseph Schumpeter wrote? Lots of people seem to love that idea. But that is covered in just a few paragraphs of his book on Capitalism, Socialism, and Democracy. It doesn’t explain why.

So what we are doing here is taking some early steps towards a theory of why and how business models change – which is interesting – and how you can use those changes to make a real impact on your business – which is important.

As we bring this chapter to a close, let’s head back into science for a clear example of why this is important for you.

If you have a cannon that you load up with gunpowder and some iron shot what are you going to hit? Well, if the enemy is coming towards you as part of a human wall, then there’s a good chance that you will do some damage. You will learn to get pretty good at this through lots of trial and error.

Or you can spend some time applying Newtonian physics to the study of steel balls and call your new knowledge ballistics. That’s going to let you start hitting things a lot further, faster, and more precisely. Boom! That is exactly what we are helping you to do here, as we delve a bit into the philosophy of business.

Read, enjoy, or flip the pages – reading only the bold bits – until you get to [the relevant action bits].

If You Want to Read More

I keep everything structured on my niftily titled business model innovation book page. Head there to browse, binge, read straight through, or cherry pick. Please do take a moment to comment below or upvote comments that you agree with

Subscribe to the New Book Chapters

As I write each new section you can have them sent to your email. The plan is to write something 2 – 3 times a week. It is easy to unsubscribe, but I hope you won’t as the goal is to delight and entertain as well as educate and train you through this business model innovation journey.

• Thomas Kuhn’s Theory
• Retention Science Business Model Canvas
• Epiphany Bridge – University
• Business Models Offering a Way Forward
• How to Achieve Double-Digit Growth with your Customer

This post is an extract of my forthcoming book on business model innovation. The innovation book looks at why business model innovation is needed and how it works. You can read more about it here. These posts are early drafts of planned content and I’m putting them out to get feedback. Please do comment below, or subscribe to these pages to get each new section as it is published. In today’s post, we will be looking at finding opportunities in this new world.

Revolutionary business is the time when business is changing. At the moment, lots of people are talking about disruption and transformation. Ok. They are doing a lot more than talking. In almost every industry, there is a huge amount of change. Old business models have stopped working or are being superseded by new business models.

Now you may have spotted an underlying assumption in what I am describing. I’m assuming that you have periods of stability and then periods of change. I’m assuming that what we face now is not going to be a rolling process of change leading on forever. It’s going to stop, and stability will emerge at some point.

At best, our memory as businessmen goes back 40 years. No one in business now really remembers the oil price shock of the 1970s. Memories are more of the news reports of the shock. Equally, no one alive went through the great shock of the 1920s, or the multiple shocks of the 19th century.

Financial shocks and bubbles aren’t the subjects of this book. But psychologically they appear to be similar in an important way. We tend to get very present at the moment as business people (maybe not as much as meditation boosters would like). Financial disruption happens, and then we return back to business as normal before we get another burst of change.

Internet changing the world

I remember the internet bubble, the financial crisis, and now Covid and how each slowly merged back into doing business as normal.

When we look at the business model change, it is often triggered by new technology. New technology can create huge periods of disruption of revolutionary business. This is when businesses start actively trying to change their business models to find a new stable approach to doing business. Revolutionary business is both bad and good for business.

On the one hand, it makes it hard for management to apply the normal rules and make the model more effective and efficient every year. The business model – and thus corporate profits are at risk. On the other hand, a new business model offers significant opportunities to grow and profit as the markets change.

Watermill

In previous eras of revolutionary business, we’ve seen some pretty amazing things happen. Let’s do a quick tour.

I’m going to start with the watermill. The idea that you could use water flowing in a stream does work. In Europe, this came to the fore in the 12th century (Check on this in my book on Watermills). With about 50 years of some millers in France discovering that you could mount a wheel in a river and use it, with gears, to crush grain and turn it into flour, watermills sprouted up along rivers and streams all across Europe.

This was important because it transformed the business of farming, and to a certain extent of war. Instead of milling grain by hand. Or using oxen or donkeys to turn the millstones, you could now do it 20 times as fast for a fraction of the cost once you had defrayed the capital expense of building the mill.

This meant, more fields could be planted with grain, and that meant bread could be made faster and easier – and armies could be provisioned better. This impact rippled through European agriculture and made it significantly more profitable and was closely linked to the huge increase in productivity that happened after 30% of Europe’s population died as a result of the Black Death. Writing that makes me think how lucky we were with COVID.

Steam – the biggest invention

Steam was another time when we had technology usher in a period of the revolutionary business. After Newcomen invented the steam engine and Boulton and Watt started manufacturing them commercially in Birmingham in 1775, they were used first in mines. That was to pump the water out, allowing mines to go down deeper and deliver coal more economically to the surface. Then machines brought the coal back up, then factories saw that they could use steam-powered machinery. Then the textile industry realised that they could increase the speed of their looms, making cloth faster – and removing workers’ fingers and hands at a faster rate as well. Steam could also be used for transport, and an economic boom followed that destroyed the economics of the old canal and turnpike (toll roads) networks.

And yet, by 1850, the industry has mostly settled down again, with steam engines deployed and being used almost everywhere that they could be. What happened after that was much more normal business as we saw ever most efficient steam engines being introduced and the business model stabilising.

Coal into gas – another invention

In the 1890s, there was a flourishing industry turning coal into gas, which was then used to light business and people’s homes. With his first commercial power station in New York, Thomas Edison showed, after thousands of experiments to find the perfect material for a lamp filament, that electricity could be used to light people’s homes and offices. Then, it could be used to power machines. Then machines could be made ever smaller. This electrical business revolution lasted perhaps 60 years. I remember my Dad’s works getting electrical Japanese milling machines and lathes in the early 1980s. About the same time as the last burst of adoption of major white goods was being bought across the west – washing machines, dishwashers, and the like.

I’ve chosen these examples because they are big visible, and we can all see their impact across society and business. But revolutionary business doesn’t just hit business as a whole. It doesn’t just hit an industry or a sector. It can hit subsectors or niches and bypass others. So you can say that the oil and gas industry is in a normal business, but the subsect is in a revolutionary business phase.

Revolution

What I want you to see here is that even though these changes were revolutionary and disruptive. The revolutionary business eventually came back to normal business over a period of time.

Where we are now in the 2020s is no different. Digitalisation – a broad all-encompassing term – will eventually play out its course. It will be clear what the digitalised business model is for most industries and sectors. There will then be a longer or shorter period of normal business before the next big change comes along to disrupt our theories on what makes a good business model.

Why does it matter if we are in revolutionary business?

On a very practical level, if you want to start a business with a standard business model, then you need the sector to be in normal business. If you want to be using a new business model then the sector needs to be in revolutionary business.

You need different business model approaches depending on the state of the industry. In the next section, we’re going to talk about business model paradigms and why they are so important.

If You Want to Read More

I keep everything structured on my niftily titled business model innovation book page. Head there to browse, binge, read straight through, or cherry pick. Please do take a moment to comment below or upvote comments that you agree with

Subscribe to the New Book Chapters

As I write each new section you can have them sent to your email. The plan is to write something 2 – 3 times a week. It is easy to unsubscribe, but I hope you won’t as the goal is to delight and entertain as well as educate and train you through this business model innovation journey.

• Business Model Strategy
• The Future of Work and Why Business Model Innovation is Important
• Why Technology Will Change the World, but Hasn’t Yet
• Do Business Models Make Your Value Proposition Stronger?
• What Happened to Friendster?

This post is an extract of my forthcoming book on business model innovation. The innovation book looks at why business model innovation is needed and how it works. You can read more about it here. These posts are early drafts of planned content and I’m putting them out to get feedback. Please do comment below, or subscribe to these pages to get each new section as it is published. In today’s post, we will be looking at finding opportunities in this new world.

Thomas Kuhn’s Theory goes like this. Normal science happens when science is going along doing sciency things. Scientists are doing research, publishing papers, and expanding the sum of human knowledge. Normal science is all about filling in the details.

It is like an artist who has made a sketch of a cat in pencil, going over and giving more depth and texture to the fur, applying pain to bring the animal to life on the paper.

In this happy state, there are some problems. Science, at most times, has a big theory about how most things work. Right now, it is the standard theory that explains how the universe fits together. In psychology we had Freudianism. In music, we had punk, rock, pop, and rap. And in art Modernism, surrealism, post=-modernism. You get the idea.

There’s an overarching way of looking at the world.

Why are people sad?

The problem is there are always things that can’t be explained by this theory. Freud was pretty good at explaining why people were sad, not so good at explaining why we are happy. That took the shift to Positive psychology started by Martin Seligmann.

The standard theory can’t understand why there is less dark matter than there should be or why the universe isn’t expanding at the rate that models think it should.

These problems, Kuhn, called them anomalies, sit there, and some scientists start worrying at them. They try experiments to understand them. Sometimes they get more data, and the anomaly or problem disappears. Other times the more they experiment, the bigger the problem seems to be.

Over time some of the anomalies get bigger and bigger, and they start to call the whole overarching theory into doubt. This is when science shifts from the normal state into the revolutionary state. A scientist will come up with a radical idea that challenges old orthodoxy and forces everything to change.

Galileo vs Thomas Kuhn’s Theory

Sometimes like with Galileo there is pushback (which to be fair was reasonable in his case. He was right, but had as much evidence as Pons and Fleischman for cold fusion). as compared to Thomas Kuhn’s theory. At other times there is a rapid uptake, and a huge golden age happens. The 1920s-40s in physics was one as scientists discovered how to unlock the atom and human knowledge changed irrevocably.

Out of this revolutionary period, you then get a new standard theory forming and science slowly resets back down into normal science.

I’ve talked about this applying to science. The big revolutions – moving from thinking the earth is the center of the universe to think that the sun is. Then moving from a solar-centric world view to one of quantum physics. These are big revolutions that most people are familiar with.

But in many small niches, statistical pupillometry for example, (revolutionised by Daniel Kahnemann) the same process plays out – with theories being challenged, overturned, and normalised in their turn.

At this point, you are probably wondering why you are reading this. This is, after all, a book about business. We can apply many of the same insights to the business. Doing this helps us to understand the weaknesses of existing business models and increases our chances of creating models that are transformative in the business landscape.

Read on to find out how we do this.

If You Want to Read More

I keep everything structured on my niftily titled business model innovation book page. Head there to browse, binge, read straight through, or cherry pick. Please do take a moment to comment below or upvote comments that you agree with

Subscribe to the New Book Chapters

As I write each new section you can have them sent to your email. The plan is to write something 2 – 3 times a week. It is easy to unsubscribe, but I hope you won’t as the goal is to delight and entertain as well as educate and train you through this business model innovation journey.

• Business Model Strategy
• Thomas Kuhn’s Science and Business Models
• Retention Science Business Model Canvas
• Epiphany Bridge – University
• Business Models Offering a Way Forward

This post is an extract of my forthcoming book on business model innovation. The innovation book looks at why business model innovation is needed and how it works. You can read more about it here. These posts are early drafts of planned content and I’m putting them out to get feedback. Please do comment below, or subscribe to these pages to get each new section as it is published. In today’s post, we will be looking at finding opportunities in this new world.

Let’s take these ideas back from the science and start applying them to business.

A few chapters ago, we talked about the business model cycle. About how businesses models are born mature and eventually die or become irrelevant.

If we talk about normal science, from the last chapter, we can say that we have normal business as well.

Normal business is all about having an established market, business models that work, and a nice stable of products and services. The business manager’s job is to slowly grow the business by extending the range of products and services and making them more profitable, through cost reduction and price increases.

This is what MBAs are trained to do. MBAs are trained to deliver the best possible results from a normal business. Normal business is generally a bad place for entrepreneurs and startups. They cannot bring anything to the table that existing players don’t already have a significant advantage in.

Before we move on, let’s have a quick think about what normal business can look like.

Normal Retail Business

Normal retail business in pre-internet days was having a shopping mall with a couple of anchor tenants. Increasing revenue meant opening more floor space in the same mall or opening a store in another mall. Every store was similar, and so costs and revenue increase linearly with floor space, with some variance based on local conditions and store management.

Normal oil and gas business pre-fracking was the exploration of remote parts of the world for oil-bearing rock, the provision of drilling rigs, and then the infrastructure to bring the oil or gas out to the refinery.

The car manufacturing pre mobility and electrification was the ability to build huge assembly plants creating a number of models on a common chassis, using a huge automotive supplier base and a network of distributors to ensure that your factory exceeded the minimum efficient scale.

Normal Banking Business

Normal banking businesses used to have branches and large customer call centers, making money on the spread between the money that they borrowed to customers and the higher rate than they lent it out to borrowers.

The normal software business was to sell business customers licenses and install servers on their sites. Charging handsomely for bother the license and the integration with their other systems.

I could go on and on. A normal business is a business that has been running for a while. It has a fairly clearly defined way of doing things.

One of the reasons why I gave historical examples was that in many big industries there is no normal business anymore. In all of the cases above, I can think of multiple new business models that have a claim to becoming the new normal.

But this is the subject of revolutionary business, which we will talk about in the next section.

If You Want to Read More

I keep everything structured on my niftily titled business model innovation book page. Head there to browse, binge, read straight through, or cherry pick. Please do take a moment to comment below or upvote comments that you agree with

Subscribe to the New Book Chapters

As I write each new section you can have them sent to your email. The plan is to write something 2 – 3 times a week. It is easy to unsubscribe, but I hope you won’t as the goal is to delight and entertain as well as educate and train you through this business model innovation journey.

• Digitalise Your Business For Explosive Growth
• What Business Model Can and Can’t do?
• How A Business Model Is A Social Construct?
• How To Do A Business Model Canvas
• Disrupting Money: Breaking the Banking Industry

This post is an extract of my forthcoming book on business model innovation. The innovation book looks at why business model innovation is needed and how it works. You can read more about it here. These posts are early drafts of planned content and I’m putting them out to get feedback. Please do comment below, or subscribe to these pages to get each new section as it is published. In today’s post, we will be looking at finding opportunities in this new world.

When I was at university in the 90’s I looked at some of the early graph theory and explored how we could use ‘hyperlinks’ to connect knowledge. Imagine Wikipedia on steroids. By looking at how different philosophers connected, different concepts as a group by super-imposing their thought structures would we be able to see some patterns in the knowledge that wasn’t immediately apparent when you read the work of a single philosopher or several ones after another?

Talking about philosophy often loses people.

Imagine if you could map out the beliefs of your wife or partner – a map where you can see them visually rather than a set of statements of “I believe…” this or that.

Let’s take the same visual map of her mother’s beliefs. It is going to be different but probably fairly similar. What happens if we put one map on top of the other? We see areas of commonality, and we see areas where mother and daughter differ. Now, let’s add all my wife’s brothers and sisters. Now her family is in England, Germany, and Turkey. What happens when we later add on her friends, and me and my family and my friends.

You can see how we can go on.

Differences in Cultures

As we add thousands of belief maps on top of each other, you can start to see patterns and differences between different groups and cultures.

We know intuitively that English and Turkish are different from each other. Some of the easy ways that we can say this is true but not desperately useful. Turks speak Turkish and are often Muslim. The English speak English and are traditionally Christian.

This simplified abstraction has lost the set of beliefs that my wife, you, and everyone we know have.

Where are we going with this?

If you imagine these belief graphs as a web that enmeshes and entangles a population, a group, a community, we can see that some beliefs are held by more members. These are core beliefs. It’s hard to change them. Some are common to much of humanity. Others are specific to cultures at particular times.

Others are very time-dependent. For example, in England beliefs about clothing have gone from one extreme where men wore tights to show off their legs and clad their penises in velvet sheaths, presumably to show them off as well. Several times over the next few centuries, we became more prudish than the Taliban, even hiding the legs of our chairs and table, in case they excite impure thoughts among young men (why the sight of a chair leg wasn’t thought to excite young women I don’t know).

These beliefs start with a group and then spread through the culture, slowly changing the way that most people see, or say they see, reality.

Homophobia

When I was at school in the 1980’s homophobia was rampant. Looking back, I don’t think I knew anyone who was gay, knew what gay really was, or cared. Yet it was the generic term of abuse, from the mild rebuke to the cruel and cutting.

By the time I left university, it was accepted and normal. Another ten years, and you were odd if you were slightly homophobic. A decade on and I was mystified by gender issues.

World views had been shifting continuously for the whole of that period, not just for me but millions of other people as we digested films, experiences, marriages, articles, and compassion.

World Views in Business

What created those changes? What drove them. In culture, what seems to happen as Malcolm Gladwell put it is, that there are people who spread ideas and do it very effectively. TED makes this explicitly their goal – Ideas worth spreading.

In a culture when ideas spread, it is because they have some positive impact – whipping my child stunts his development rather than helping him learn, so let’s stop physical punishment; because they give us moral statements. Dying your hair says one thing, wearing Amish clothes says another, and as a culture moves, this virtue signaling can become even more powerful, as it did in Nazi Germany.

In business, however, world views tend to change differently. Despite the quantified life movement, few people look at their lives in terms of numbers and adjust their daily performance based on a spreadsheet.

In the corporate environment, we do. We measure how effective our beliefs are in creating the change that we want. The balance sheet, the profit and loss statement are reckoning of how good our belief system is, how good the nested hypotheses that drive it are. They also tell us how closely we align to the belief systems of the rest of society.

As we go into the next chapters, we start exploring how we construct belief systems and world views, and how these change and impact the business models that we create and can create.

If You Want to Read More

I keep everything structured on my niftily titled business model innovation book page. Head there to browse, binge, read straight through, or cherry pick. Please do take a moment to comment below or upvote comments that you agree with

Subscribe to the New Book Chapters

As I write each new section you can have them sent to your email. The plan is to write something 2 – 3 times a week. It is easy to unsubscribe, but I hope you won’t as the goal is to delight and entertain as well as educate and train you through this business model innovation journey.

• Changing World Views and Burning Heretics
• Using Crowdsourcing and Collaborative Mapping to Protect the Malaysian Jungle – and Tigers
• How A Business Model Is A Social Construct?
• The World is Changing
• Finding Opportunities