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While we normally concentrate on what we are doing today, the fact that our environment and the conditions we work in are constantly changing requires us to pay attention, not only to improving our present operations but also, to designing for the future. In other words, we must have two strategies operating at once. We must allow the past and the future to coexist in the present as few business owners have the luxury of being able to shut down their business while they transform it. This is like rewiring a house, while leaving the electricity on. There is some danger but if you want electricity throughout the changeover period, you have little choice. The road to the future begins by improving that which already exists or making the company as good as it can possibly be at servicing its present customers in the present market. Answering the following sets of may help questions:
The customer:

The competition:

The company:

In studying these questions and trying to make sense of the answers you are in fact developing a new vision for the future and preparing the company for how to actually get there.
An organization that still resembles the past must generate a vision of the kind of organization you now want it to become. What exactly is that vision? Defining the purpose of the organization may help. What is the business you are really in?
Your business should be defined, not in terms of the product or service you offer but in terms of what customers need your product or service to fulfill. While products come and go, basic needs of customers remain, for example the need for communication, transportation, food, etc. The description of the market need should be broad, rather than narrow. If for example the weekly newspaper that we are reading only thinks of its business as printing and selling the newspaper every week, it is limiting it’s business and customer base while the ICT world around it is developing at a staggering pace. But when the company’s purpose is defined as providing up–to-date news to the public, it widens its horizon, and may include other ways of reaching its customers like a website, social networks etc. Here follow some examples of product-based versus customer-based definitions:
Product-based
Telephone company
Running an airline
Printing newspapers
Generating electricity
Selling airline tickets

Customer-based

Provider of communications
Transporting people and goods
News provider
Providing clean and affordable energy
Providing travel services

Thinking about purpose instead of about a specific product helps us to expand our horizon. Regardless of the product, people will always have certain needs. We do not want to get caught in producing a product or service that people no longer want. When you think “What business am I in?”, ask yourself:

Once you have clarified your customers’ needs, you can think about how you have shaped or will shape the organization to meet these needs.
Back to the realization above that, while designing for the future we must continue to pay attention to improving our present operations. This is a real point of concern in Ethiopia as I often notice that while something new is being introduced and while the new product or service is not yet fully worked out, tested and functional, the “old” product or service is suddenly ignored. Meanwhile products and services leave much to be desired and customers suffer. In a competitive environment some companies would soon be out of business indeed. 

Reference: “Mission Possible” by Ken Blanchard and Terry Waghorn.