In the turbulent environment today, there are uncertainties — both operational and structural, increasing complexity and new business models. These have profound effects on business, as contended by the consultant Ram Charan. Operational uncertainty can be addressed, say in the lean period, by giving incentives, a hotel can raise its occupancy. Structural uncertainty eliminates the demand for a certain kind of hotel. Just as the advent of digital photography eliminated photo films of Kodak or the instant photos of Polaroid. Clayton Christensen talked of disruptive innovation. He visualised people coming at the lower end of the market and disrupting the industry. These days instead of disruptions, there is Schumpeter’s destruction and creation. The forces at work can alter the exiting structure of the market space and industry. The whole landscape is changed. It all may become obsolete. These are long term forces. An industry rides on the wave or gets trampled ( Ram Charan ). Indian companies must conduct an exercise involving its employees asking them to visualise changes so as to generate perceptual equity. According to Ram Charan, companies have catalyst human beings who are driven,  practical and risk taking. These must be spotted and encouraged. Core competencies become irrelevant. The firms have to develop a new model to do the business. Algorithms are used to develop this new model and scale it up. If you cannot cope with this, there is death for you.