siness? Consider the following:

Look beyond your own niche. You must be able to pull back your blinders to recognize those patterns that tell you something has changed or is about to change. Within your own company, you may have great pattern recognition and the ability to anticipate what’s going to come next, but if you can’t se

If you want to see new opportunities for your business and increase your decision-making speed and accuracy, begin by looking outside your own business—even outside your industry—at trends and patterns that you can apply to your own organization. Ask yourself, “How do others do what they do?” The fact is that you can learn from observing others companies’ patterns of how to change, and in turn solve problems, make decisions, and grow your business faster than ever before.

A failure to recognize an impending problematic pattern can be just as devastating to a Mom & Pop business as it is to a hospital or NASA or to a CEO’s career. Enron had a pattern of corporate corruption and failure of personal responsibility. MCI had a pattern of bad investment and then later fraud to cover those bad investments. All of these things were patterns which we can look back on in retrospect, as the books are open for everybody, and from outside industries we can say, “It was obvious this was happening.” And yet the people inside the industry, the “experts,” were looking at the same patterns and could not see them. They lacked perspective from the outside, just as we, in our own industries, can fail to have the perspective on ourselves that others may have of us.

So how can you improve your pattern recognition skills to enhance your business? Consider the following:

Look beyond your own niche. You must be able to pull back your blinders to recognize those patterns that tell you something has changed or is about to change. Within your own company, you may have great pattern recognition and the ability to anticipate what’s going to come next, but if you can’t se

ng others companies’ patterns of how to change, and in turn solve problems, make decisions, and grow your business faster than ever before.

A failure to recognize an impending problematic pattern can be just as devastating to a Mom & Pop business as it is to a hospital or NASA or to a CEO’s career. Enron had a pattern of corporate corruption and failure of personal responsibility. MCI had a pattern of bad investment and then later fraud to cover those bad investments. All of these things were patterns which we can look back on in retrospect, as the books are open for everybody, and from outside industries we can say, “It was obvious this was happening.” And yet the people inside the industry, the “experts,” were looking at the same patterns and could not see them. They lacked perspective from the outside, just as we, in our own industries, can fail to have the perspective on ourselves that others may have of us.

So how can you improve your pattern recognition skills to enhance your business? Consider the following:

Look beyond your own niche. You must be able to pull back your blinders to recognize those patterns that tell you something has changed or is about to change. Within your own company, you may have great pattern recognition and the ability to anticipate what’s going to come next, but if you can’t se

e corruption and failure of personal responsibility. MCI had a pattern of bad investment and then later fraud to cover those bad investments. All of these things were patterns which we can look back on in retrospect, as the books are open for everybody, and from outside industries we can say, “It was obvious this was happening.” And yet the people inside the industry, the “experts,” were looking at the same patterns and could not see them. They lacked perspective from the outside, just as we, in our own industries, can fail to have the perspective on ourselves that others may have of us.

So how can you improve your pattern recognition skills to enhance your business? Consider the following:

Look beyond your own niche. You must be able to pull back your blinders to recognize those patterns that tell you something has changed or is about to change. Within your own company, you may have great pattern recognition and the ability to anticipate what’s going to come next, but if you can’t se

t the people inside the industry, the “experts,” were looking at the same patterns and could not see them. They lacked perspective from the outside, just as we, in our own industries, can fail to have the perspective on ourselves that others may have of us.

So how can you improve your pattern recognition skills to enhance your business? Consider the following:

Look beyond your own niche. You must be able to pull back your blinders to recognize those patterns that tell you something has changed or is about to change. Within your own company, you may have great pattern recognition and the ability to anticipate what’s going to come next, but if you can’t se

siness? Consider the following:

Look beyond your own niche. You must be able to pull back your blinders to recognize those patterns that tell you something has changed or is about to change. Within your own company, you may have great pattern recognition and the ability to anticipate what’s going to come next, but if you can’t see outside your company’s bubble, you may be left in the same situation that IBM was in 1978. They only looked at their own company’s patterns and did not see the coming of the personal computer. Over at Apple, though, Steve Jobs identified patterns beyond the horizon, hired Bill Gates, and started a new company…and a revolution.

If other industries ultimately serve a similar purpose to yours, then even if they seem radically different than yours, their operating patterns may still be applicable. For example, health care has in recent years begun adopting the safety models used in the airline industry. Like doctors and nurses, pilots and air traffic controllers are among the few in their industry who have ultimate responsibility for a large number of lives. Many more support people are responsible for making certain that the pilots are able to do their jobs safely and effectively: the mechanics, the flight attendants, and the gate agents.

When the medical industry identified that it had a problem with safety (too many unfortunate situations were overlapping and people were dying as a result), they looked outside their own industry, to those where the stakes are very high and where a single error, if not caught, could result in not one death but 500. They learned that in the airline industry, everyone—from the lowlie