ABC International – Today Show
Business Futurist | Foresight Strategist
If you’ve read this far, something probably connected.
Maybe it put words to something you’d been sensing but couldn’t quite land. Maybe it made something complicated feel clearer. Maybe it unsettled a position you thought you’d settled.
Good. That’s where this work lives.
Not forecasting. Not scenarios at 2050. Not more noise. What’s already moving. The shifts most organisations can’t yet see, name, or understand the full weight of. What it means. What to do about it while it’s still a possibility, not a problem. Short term and long.
Morris Misel has been doing this for 30 years across 160 industries, with boards, executive teams, and leadership groups in Australia and internationally. More than 2,800 engagements. Over a million people a year through conferences, boardrooms, and media.
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Choose Forward.
A foresight strategist uses media appearances to name what is already moving before it becomes a headline. On programs like the ABC International Today Show, that means translating complex economic, technological, and social shifts into language that leaders and communities can act on — not predicting the future, but making sense of the present while there is still time to respond.
When a foresight strategist appears on international television, they are surfacing signals that many organisations have not yet named. Leadership teams can use these moments to ask: are we seeing this shift? What assumptions are we making that this complicates? Media commentary is often a low-friction way to introduce strategic foresight thinking into leadership conversations before a problem fully arrives.
Television compresses complexity. Foresight work is about patterns, second-order consequences, and the space between certainty and uncertainty — none of which fit neatly into a two-minute segment. The risk is that careful thinking gets reduced to a prediction or a sound bite. The skill is staying accurate while being accessible, without sacrificing one for the other.
International media reaches decision-makers across sectors simultaneously. For a foresight strategist, it is an opportunity to get useful thinking into conversations at scale — boardrooms, associations, and policy circles where the signals being named are still early enough to act on. The media work and the client work reinforce each other: both are about getting the right people thinking about the right things at the right time.
Treat it as a signal, not entertainment. When a foresight strategist appears on mainstream international media, they are naming something that has not yet fully landed in public awareness. The forward question is always: what decision or assumption does this complicate for us? That is where the work begins. The commentary is the prompt — what an organisation does with it is what matters.
