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4 Ways to Overcome Blind Spots Using Strategic Foresight

 Originally appeared on GreenBook Blog in January 2018 Unconscious bias refers to the stereotypes, both negative and positive, that exist in our subconscious and affect our behavior (including data selection and interpretation). Interest in unconscious bias modeling...

Unconscious Futures Modeling

In recent years, huge companies such as Google and Facebook have adopted the practice of “Unconscious Bias Modeling,” taking their employees through workshops to uncover hidden biases and assumptions that are impacting innovation, diversity, creativity and decision...

3 Ways You Can Begin Leading From the Future

If you’re in a position of leadership today, then you’ve definitely experienced what it means to be “environmentally challenged.”Normally, this phrase refers to the frustration of being too small or too tall in a world made for “normal” people. Maybe the shelf is too...

Foresight: The Most Important Leadership Skill of the 21st Century

Leadership qualities tend to be timeless. It’s why we look back through history at the esteemed individuals who led successful businesses, governments and social initiatives. The thinking goes that, if we can emulate these trailblazers, we will be successful leaders...

Scenarios: Going Beyond Data To Map Complex Futures

When we want to implement change and transformation in our organizations, we are introducing a new vision or a new level of growth. This means that the old way of doing things – the way we measured and implemented the old processes and operations – won’t suffice as a...

Embracing a Transformational Mindset

Originally published in Rotman Management Magazine’s Fall 2016 Issue: The Disruptive IssueEarly in the 20th century, Austrian-born economist Joseph Schumpeter coined the phrase ‘creative destruction’ to describe the disruptive process of ongoing technological and...

Creating Strategy in a VUCA World

The ideas that have historically guided us — hierarchical structures of society and organizations, top-down governance, segmented industries, intellectual property, personal ownership — are becoming increasingly irrelevant. We have never seen the volatility,...

Move from Decision-Making to Multi-Faceted Strategy

In an increasingly volatile, uncertain, complex and ambiguous world, we can cling to our vision and mission, but we have no hope of clinging to strategy. As landscapes and ideas change, so must our plans and approaches. And with change taking place at the speed of...

We’re Building The Future, And It Looks Just Like Today

As futurists, it is our job to help clients to build the future. That may mean that we are helping them to identify potential risks, discover emerging opportunities or simply navigate the unfolding trends. (Though it’s never really that simple or mundane.) This...

Why “That’s Crazy” Is Critical To Good Strategic Foresight

As a younger version of myself, one of the first foresight ideas that I encountered was the popular expression from futurist legend Jim Dator:“Any useful idea about the future must appear to be ridiculous.”When sharing this concept with clients from many different...

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