Thanks for pausing here. I won’t glam this up. I do this: I work to make better future outcomes. I help companies navigate ahead of change, and governments and non-profits deliver on promises.
In this I’m process and methods-led (despite strong egalitarian and sustainability intentions; but intentions ain’t enough) on faculty at AU School of Management Denmark, where I publish in strategy & leadership and teach the tools to graduates and execs. And develop executive education solutions. And advise clients. Now also online.
I have been doing this, variously, for 25 years.
I’ll not sass you with my engagement history, awards, publications, certifications, keynotes. For that there’s LinkedIn / If you’re in doubt, I’ve twice won the APF “Most Significant Futures Works” award; advised or taught execs from more than 350 institutions; had a brandname media column in the leadership arena for 10 years…
But. Doing quality work in foresight & change (not just idea wallpapering) means exactly not resting on past success. Or projecting pasts forward. It means, of course, asking hard-to-answer questions.
So here’s one. Thinking what you expect or hope to happen in your sector over the next five years. What must be in place for this to happen? (Will it be in place? If it isn’t, hmm, what else is going to happen?)
Here’s another. Why do people choose your solution over every other good 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?