And then, through that process, paint a picture of the futures the organization might encounter and involve the rest of the leadership in the organization in creating a set of what I would call robust strategies. Or, even if you’re not thinking about disruptions and you’re simply thinking about a range of futures, what do the trends suggest that your organization would want to be doing now, no matter which potential future emerged? ALISON BEARD: That’s Peter Scoblic, cofounder of Event Horizons Strategies and author of the article, “Learning from the Future: How to Make Robust Strategy in Time of Deep Uncertainty,” which you can find in the July/August 2020 issue of Harvard Business Review or at HBR.org.