One the major managerial activities currently surrounding disruption is investing time and money in trying to predict where and when the next disruptive event might occur. This has been a significant activity in, for example, higher education, which has been subject to a ‘disruption declaration’ for the past few years. Is such activity worthwhile? Can it assist in forestalling disruption? Can disruptive events be predicted? And if they can be predicted, does it make any difference? Those are the questions this chapter seeks to answer.
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