Almost every week there's a report of some new disruption to our traditional paradigms of business and economics, social interaction, privacy, and our relationship with the natural environment. When presented with such paradigm-shaking news, leaders of orga- nizations often feel a sense of ambivalence due to the fact that they are ill-equipped to articulate the implications such things may have on their business or community. Many choose to ignore such things because there is little they feel can be done today that will make a significant difference. This often results in these organizations tak- ing the default "business as usual" approach to future growth and success. In order for we as leaders and organizations to create continuous growth despite increasing future uncertainty, we must rethink our concept and strategy for "growth." Trying to apply the same old model to today's business environment does not work. The battle for relevance and growth requires a deep futures strategy that enables an organization to anticipate disruption and shifts in the market and public policy. Leaders need a process that is both applicable and adaptable to sudden or unexpected changes.