ier typing. What BlackBerry did not do well was anticipate the changes that were occurring in the market. Consumers (i.e., end users) were becoming the new drivers for smartphone sales. Applications were driving mobile content, and usage and lack of applications meant lack of usability and a disadvantage in comparison to other smartphones. Mobile phones were becoming full-fledged entertainment stations, with larger screens, touchscreen displays, and additional processing and performance requirements. Apple and Google were driving the innovations through iPhone and Android mobiles and leaving the competition behind, but they were also helped by other trends. The proprietary security feature offered by BlackBerry became its Achilles' heel for regulators who wanted to monitor communication. Faster network speeds offered by 3G and 4G networks made a big pipeline available for end users to access from their phones. Push messaging was no longer a differentiator, as the new smartphones were offering the same by default. BlackBerry has seemingly now taken steps to adapt its roadmap and is seeking to reinvent itself in the new order of things. It is ironic though that changes that need to be made in anticipation of industry trends (trend of touchscreen-based smartphones) are often delayed by such companies until the time when they see declining results. As we will explain in the next section, failure to anticipate and adapt to the marketplace changes are primary reasons why businesses start to decline. Learning this may not be so easy though, as even cultural aspects of the organization need to be evolved to get into an adaptive mindset. Future Goals and Services from a Business or Organization Perspective What would be the best way to accomplish planned evolution for a company? If you discount innovative streaks that could help create industry-defining, path-breaking innovations, the most common tool available to an organization would prove to be goals and services that an organization wants to provide and target. This w