Why did this happen? Not because we were so smart, but instead because the other guys were so slow to first recognize, and then adapt to, fundamental changes in the marketplace. I would also argue that it was my relative ignorance about the “proper” day-to-day operation of this kind of business that gave me the time to see the macro view. Had I known more about fabric utilization software or the latest sewing machine attachments, I might never have taken the time to consider the fundamental, near-term future of our company and industry. Ultimately, seeing the macro proved to be our most important competitive advantage.

You can’t prevent the market from changing. But by having a macro view, you are able to cut down the time between realization and action, between attack and counterattack, or between defense and offense.