Positioning for What's Coming Next

A few months ago, I was standing at the Window overlook in Big Bend National Park, waiting for the sun to hit a specific mountain peak. I'd been planning this shot for a few weeks, using an app called PhotoPills to figure out exactly where the sun would be at a specific time.

When I got there, I spent thirty minutes walking the area, testing different spots. Finding the right position required a bit of tech and a bit of instinct. The PhotoPills app told me where the sun should be. But part of this kind of thing is walking around, looking at the terrain, and trusting my instincts about where the light would look best.

As I watched the sun finally kiss the mountain in the spot that I wanted, I remembered that all the planning in the world still required some luck. The weather had to cooperate, and the conditions had to be right. However, without the planning, I would never have been in a position where everything came together.

Running a business works the same way.

Most business owners and CEO's spend their time constantly responding to what's happening right now: quarterly numbers dropped, a competitor launched something new, their development team is behind schedule.

They're always playing catch-up.

When COVID hit, some companies got crushed. Others pivoted fast and came out ahead. The companies that pivoted had already been building remote capabilities, digital infrastructure, and flexible operations. They were ready. They weren't quite sure what they were ready for, but they were ready.

When I planned that Big Bend shot, I didn't just show up and hope. I studied the terrain. I used PhotoPills to predict the sun's position. But I also walked around and tested different locations, listening to my gut about what would work.

Smart leaders do the same thing. They look at the current market study competitor moves. They also spend time talking to customers, walking through their operations, and paying attention to what their teams are saying in casual conversations.

I know a CEO who spends every Friday morning just walking around his manufacturing floor, not checking on anything specific, listening to the people on the floor. He's caught three major process issues before they became problems.

Build Capabilities Before You Need Them

I brought specific gear to Big Bend: the right lens, a solid tripod, and techniques I'd practiced. When the moment came, I was ready.

Your company needs the same approach. Whether it's digital transformation, supply chain automation, or entering new markets, the preparation starts long before you need the capability.

I've seen too many companies scramble when change hits their industry. They try to build new capabilities under pressure, hire talent in a crisis, or rush partnerships when competitors are already moving. That's backwards.

Position for the Moment

Here's what that photo doesn't show: I almost missed the shot. Despite all my planning, I had to adjust my position three times as the sun moved. The final composition worked because I had a plan, but stayed flexible.

Market opportunities work the same way. You can predict when digital transformation will matter in your industry. You can see when your customers will expect an AI-powered service. But you can't predict exactly how these changes will unfold.

The key is positioning yourself close enough to move fast when the window opens. That means having the right partnerships in place, developing the right team skills, and having the right infrastructure ready to scale.

Most CEOs I know can identify the big changes on the horizon for their industry. But when I ask where they're positioned to take advantage, they get vague. They're watching the trends but not preparing for them.

The Payoff

That sunset lasted maybe ten minutes. Years of photography experience and hours of planning compressed into a brief window when everything aligned.

Business opportunities work the same way. The preparation is invisible. The execution looks easy. But the results speak for themselves.

What moment are you positioning for?

If you found this post helpful, consider sharing it with another executive grappling with AI, technology, and data. If you want to explore AI and other Technology strategies, grab some time on my calendar, and let's chat.

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