every day, which Drucker feels managers tend to dismiss and even to resent. In this way, managers suppress any possible recognition of new opportunities:
The first acknowledgment of a possible opportunity usually applies to an area in which a company does better than budgeted. These genuinely entrepreneurial businesses have two 'first pages' - a problem page and an opportunity page - and managers spend equal time on both. (p. 68)
Industry and market changes take place all the time, but only the companies with foresight manage to take advantage of these changes and even to be ahead of the curve. Others are devastated because a change has taken place and has left them behind and destroyed the base on which they were built and to which they have clung for so long. Demographic changes also occur periodically and signal differences in the marketplace and in the general environment, and the company that can make use of this knowledge will have an advantage over those that do not. Changes in perception are given less attention by Druc
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