Thanks for pausing here, I won’t hold you up. I do this: develop and apply the methods that underpin a high-quality leadership future view, and use this quality view to guide institutions, companies, boards, governments and non-profits make strategically future-oriented, future-wise decisions today.

Only charlatans pretend to be able to numerically predict complex situations, and all real management challenges are complex situations. So I’m led by the multifaceted, qualitative anticipatory templates of the strategic foresight field, and myself develop and test these methods as faculty at AU School of Management Denmark. I publish in future strategy and leadership, and teach graduates and execs. And develop leadership education programming. And run client facilitations. And speak at industry events. Now also online.

adam gordon future
Dr Adam Gordon

I have been doing this, variously, for 30 years in six countries

I’ll not try sass you with my bio, awards, publications, certifications, keynotes. I’m the UNESCO Chair in Anticipatory Leadership and Futures Capabilities; I’ve twice won the Association of Professional Futurists’ “Most Significant Futures Works” award;┬áspoken at over 100 events; advised or taught execs from more than 250 institutions; had a newspaper column at forbes leadership for 10 years…

But. Doing quality work in foresight and strategy (not merely pointing ot sunlit uplands) means exactly not resting on previous successes. Or blindly projecting pasts forward. It means, of course, asking hard-to-answer questions.

So here’s one. Think what you expect or hope to happen in your sector over the next five years. Now, what must also be in place to enable this to happen? Will it be in place? If it isn’t, hmm, what is really going to happen?

Here’s another. Why do people choose your solution over every other option they have? Not why you’re good, but why you get chosen. Now, what needs to change so this continues to be the case, as your sector changes?

Here’s a third. Who has shaping power in your sector? That is, not simply ‘market leaders’ or regulatory authorities. Actually who? What is their vision for the coming 5-10 years, and if it’s not you, do you have a valid justification for not prepping to that outcome?

Other than research and university teaching, I do two things:
(a) facilitate workshops on foresight, leadership and innovation that ask these and similar future-management decision questions
(b) teach executive and company courses in industry and policy foresight.

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