EV, Gig-economy, etc. Easy to see and imagine huge opportunities (TAM).  Harder to succeed.  Lots of execution risk.  Lots of investment risk.

Let someone else innovate. Follow fast. Applying proven strategies to meet an obvious need.​ Execution is straightforward if you follow the template.​

How significant must the opportunity be for management to sacrifice near-term results for future revenue and earnings acceleration?  Courage, brilliance, or desperation?

Opportunities hiding in plain sight. Peter Lynch’s idea of investing in what you are experiencing in day-to-day life.

Recurring service over product sale. Initially applied to software, now applies to everything from gaming to fashion. Jettisoning ancillary businesses, doubling down on best opportunities. ​

Transformation that permanently disrupts underlying dynamics of industry or asset class from bottom-up. Initially, not well understood or accepted. Early recognition of impacts spells opportunity. ​

Wholesale re-rating of valuation metrics​ for an entire sector based on changing market dynamics, perceptions of future growth, or economic importance.​ Value trap or buying opportunity?​

Modifications in behaviors and preferences​ can take years, but eventually wash over the global business community like a tsunami.  Fail to adapt at your own peril.​ Early “winners” may fade over time.​

Circumstances and fluctuating priorities create meaningful modifications to rules and regulatory oversight. As rules of the game shift, will incumbents adapt, grow stronger, or be left behind?​

Seemingly from nowhere, forces collude to disrupt the commonly held precepts of how an industry functions, catching industry pioneers and crucial players offsides. Who will step into the breach?​