What does this have to do with business success? 

Over 140 years and across sectors, there has been little correlation between recessions and high levels of company failures. Peaks of failures arise from the inability or unwillingness to adapt to disruptive discontinuities, and changes affecting the underpinnings of a market, its cost base and competitive dynamics. Clayton Christensen’s theory of disruptive innovation, first published in the 1990s, is far from indisputably correct in all interpretations, but it works as a useful frame of reference for this purpose.

This Great Shift will be a pan-sector disruption event second to none. It is simmering away in the background of your competitive landscape. Employees and customers are just waiting for viable alternatives to arise. As soon as alternatives appear that better serve a burgeoning and overwhelming desire for satisfaction, the dial on employment and buying choices will move without warning. Whether this is perceived as an opportunity or a threat by you will largely be determined by how you react, by the course of action you decide and whether you act now or opt to wait and see.