Grove presents technological development as a process driven strongly by what becomes technically possible. His statement suggests that once a capability can be created, competitive pressure, curiosity and commercial incentives make it likely that someone will eventually develop and use it. The emphasis is therefore on anticipating change rather than assuming that undesirable or disruptive technologies can simply be ignored.

The claim is best understood as a strategic rule of thumb rather than a literal law. Not every technically possible invention is developed, adopted or economically viable, and regulation, ethics and social choices can affect how technologies are used. Grove’s broader point is that organisations should take emerging capabilities seriously because technological possibilities can alter markets and established advantages. For managers, this means considering not only what technologies exist today, but also what may soon become practical and how those developments could change their competitive environment.