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(This article was published in Green Light, The Manila Standard, on 31 December 2018) In “David and Goliath: Underdogs, Misfits, and the Art of Battling Giants”, bestselling author Malcolm Gladwell laments that we celebrate David’s victory because we do not expect him to win. Pitted against a towering Goliath, common sense tells us that the True. No one would believe that David won simply because of his size. Yet he did in spite of this perceived disadvantage. Most were blinded that a Goliath could have weaknesses. All failed to recognize the advantages that David has, that is, speed and agility. According to one observation, “the very same thing that appears to make a company so formidable–its size, its resources–serve as stumbling blocks when they’re forced to respond to a situation where the rules are changing, and where nimbleness, and flexibility, and Blackberry was enjoying exponential growth. Then came iPhone. Two years after, Blackberry was gone. Finnish giant Nokia did everything right, yet somehow something went wrong. While it normally takes decades, Xiaomi became a formidable force in consumer electronics in Our sense of security is based on predictability. Yet businesses are not sure what tomorrow will bring. The internet age made everything connected. Yet the interconnectedness made everything complex. The bu*terfly effect has become the norm. Simple cause-and-effect chains have been replaced by complex interconnected forces and events. When predictability is almost zero, and causality is difficult to identify, one tends to act and behave according to one’s understanding, which one cannot even be certain. Now, the crucial questions for survival are one, “how much does one know about the situation?”, and two, ”how much can one predict the results of one’s actions?” With an increasing number of risk factors that have to be taken into account, organizations need to be The challenge now is, how can one become a Goliath, yet be as nimble and agile as David?