Thanks for pausing here. I won’t glam this up. I do this: develop a higher-quality point of view of future external industry contexts, and use this to help institutions, companies, boards, governments and non-profits make better decisions today.
In this I’m led by the qualitative anticipatory approaches of the strategic foresight field, and continue to develop and test these methods on faculty at AU School of Management Denmark, where I publish in future strategy and leadership and teach them to graduates and execs. And develop leadership education programming. And run client facilitations. And speak at industry events. Now also online.
I have been doing this, variously, for 28 years.
I’ll not over-sass you with my engagement history, 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; spoken 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 & change (not just wishing-welling or idea wallpapering) means exactly not resting on past success. 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, strategy & innovation – that answer these and similar future management questions, and (b) develop leadership capability by running executive courses in these areas. For this, please be in touch via the icons below.