Step inside Adidas’ Storefactory in a German shopping mall, get a body scan and go home a few hours later with a one-of-a-kind, machine-knit, merino wool sweater for about $250. The innovation comes on the heels of the sportswear company’s Speedfactory, where humans and robots work together to produce limited-edition running shoes designed for specific geographical areas based on input from local runners.

Adidas is trying to stay ahead in the race — but it’s not about selling more high-end sweaters or premium sneakers than traditional competitors like Puma or Nike. Adidas recognizes that trends outside its industry are driving change. Adidas isn’t thinking about outpacing a new shoe design from New Balance. It’s looking at the “on-demand” apparel manufacturing system recently patented by bookseller-turned-retail-behemoth Amazon.

Both Amazon and Adidas are trying to find ways to thrive in a marketplace that increasingly values personalization and near-instant gratification. For Adidas, Storefactory provides a means to help the company learn more about meeting its customers’ expectations in a world where on-demand ride-sharing services like Uber pose a threat to taxi services and scheduled public transportation alike. The high-tech robotics at Speedfactory enable Adidas to test manufacturing processes that produce goods more quickly; Storefactory’s technology is an experiment in customization.

How are you dealing with disrupters in your marketplace? Adidas has a division, called “the Future team,” that focuses on new technologies and the roles they might play in manufacturing or in the products themselves. The company’s new ideas aren’t always winners — or at least the timing isn’t always right. In 1984, the year Apple introduced the revolutionary Macintosh, Adidas introduced the Micropacer, featuring a computer chip to track pace and distance. At the time, it was a non-starter. Reintroduced 30 years later, it gained traction. The important thing is that they are willing to “think outside the shoebox,” as it were. They’re not just looking at what people want in shoes. They’re looking at how their customers’ needs and desires differ by geography. They’re looking at megatrends in distribution. They’re flexible enough to imagine — and follow through with — a pop-up mini manufacturing center in the middle of a shopping mall. That’s the kind of thinking that excites us at ForgeWorks.

As leaders, it is our core work to meet the future successfully. Which areas of your organization could benefit from some experimentation? Who are the key players on your future team? We would love to hear your thoughts and insights around doing this work.