How important is it for a leader to be a forward thinker, to anticipate change, and to execute when the time is right?

In the terms of the military and our current threat climate, I would say absolutely essential. I do not think it is much different within business either since global markets are constantly shifting and leaders must remain innovative and adaptive in order to complete.

I believe it is absolutely essential to be effective in any kind of leadership position. I try to always incorporate the 14 leadership traits (J.J.D.I.D.T.I.E.B.U.C.K.L.E.) into any type of business project. Any organization MUST be innovated to succeed in today's very quickly evolving market!

I think it is more of a leader who knows when it is the right time to change, because I've found myself (Constantly in say Rainbow Six Siege) leading a team where I accidentally change my squads positioning at the wrong time.

Though it does take a leader who knows when and what to change to make good change.

I'm afraid I am too disconnected to either world to have any valuable input

The one way to adapt and overcome is to anticipate! Without anticipation, one would be lost in today's battlefield.

Couldn't have been said better!! Extremely important that leaders are open minded, proactive, and most importantly willing to accept and embrace "Change". We're in changing times and exceptional leaders adapt at all cost. Thinking forward is the only way to continue working toward being an elite and resilient force. =)

Being a change agent is important in leading the organization forward in a positive and innovative way. Coupled with this is the ability to be a visionary, seeing the what the future could be and then articulating how one or the organization might get there. I agree with Mike Burroughs change is inevitable, the questions is are you going to be proactive inducing the change or are you going to wait and react to the change that takes place whether you want it or not. I'd rather be the one induing change so we can shape it to fit our needs that is in alignment with our mission and guiding principles.

The importance is substantial. Being a leader means always thinking of the next, or another option.....therefore the thinking ahead, as well. When the time is right should come near second nature with a properly trained leader.

depends of whom is determining the time is right.................

COL Mikel J. Burroughs Waiting for the next EXORD or Policy change is to only set yourself up for failure. Looking forward and see how the industry or military for that matter is leaning forward is always something a leader should be doing. I have always given the advise, as the old saying goes "One Down and Two Up," forget the one down and look at the two up. I tell Soldiers all the time, you want that position two up from yours, and if that is Squad Leader, PSG, 1SG or Division Chief, MPD Chief, DHR, then that is where you need to concentrate. Know there jobs and strive to get to get there. That is true in any profession, whether or not in civilian or military.

Don't wait for the change, affect the change.

Change is inevitable to happen so you must be prepared. If you are unwilling to adapt you will be left behind and considered nonessential. Being on top of your game is essential for success.

Change occurs normally when something catastrophic happens, then committees are formed to study what could we have done to prevent this. Corporations change when mergers happen and it is forced introduction and implementation simultaneously. This could be a good thing or bad, some people are horrible with change and others thrive on it, but if it is taught and introduced slowly it eventually becomes muscle memory. I think change for the most part is a good thing as long as there are clear concise goals and expectations. The newer employees will catch on faster, for they are not set in the ways of old.

The challenge is to identify effective change that will move the organization forward. There is a lot of change sold in corporate America under the moniker that "change is necessary/good" and we just need to get on board. After 28 years in fortune 500 companies (and three mergers/acquisitions) I have seen my fair share of change. I have seen disasters and I have seen successes. The real skill is knowing the difference (beforehand). There is far too much lemming activity around change. Corporate America is littered with failures and successes. The new way is not always better, the new product not always better (new coke anyone?).

We need more willingness to look at change like anything else. Somewhat skeptically. We used to have a saying that at the gates stand 10,000 guardians of the past. I used to comment that if there are 10,000 perhaps it might be worth at least a listen.

I have lead change initiatives managing a 1/2 billion dollar(sales) segment and I have gone into strategic redesigns with consultants and the whole 9 yards. I went through one about 6 years ago to completely turn around the company. It went on for about 4 years until it was obvious it hadn't worked and the company was spun off. The change did not work and was not successful but believe it or not the CEO still called it a success because we were spun off. Lot's of people didn't survive that but it was a success I guess.

Change when done correctly can work wonders. Things like LEAN/Six Sigma can have real and positive impact on the work done and the results produced and is usually embraced by the folks doing the work as they participate in some ways with the change development. Most folks will change willingly when they see the benefit. It is when the become resistant that folks need to listen, at least a little.

The non stop sloganeering around change is concerning. The notion that if line level employees do not embrace the change and learn a new way to work the initiative will fail is some of the most dangerous rhetoric. That's right, if the change fails it must be someone else's fault. Who can we blame? I know, let's blame the workers. How is that for standup leadership?

I subscribe to if aint broken don't fix it. If change is a must I get all the pertinent leaders together to impact the change.