Radio ABC International – Today Show – Future Tech Segment
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.
The challenge is translating emerging signals into language that connects with how people actually live and work. A foresight strategist focuses less on the technology itself and more on the human choices it creates: what becomes possible, what becomes expected, and what disappears. That framing makes abstract futures feel immediate and relevant.
The trends worth discussing in a media context are rarely the newest. They are the ones already reshaping everyday decisions. Automation, connectivity, personalisation, and surveillance are persistent themes because they sit at the intersection of technology and human behaviour. They matter now because organisations and individuals are already making choices inside them, often without realising it.
The biggest mistake is framing technology as something that happens to people rather than something people navigate and choose. Technology creates conditions; it does not determine outcomes. When media focuses only on the capability, what the technology can do, it misses the more important question: what kind of future are we choosing by adopting it?
Media conversations about technology tend to reach leaders at the moment they are deciding whether something is relevant to them. A well-framed segment can accelerate that recognition, helping organisations move from watching this to needing to prepare now. Public conversation shapes the permission environment that organisations operate inside.
The signals that matter most come from adjacent industries and early adopters rather than from the technology itself. Watch what changes in customer expectation, workforce behaviour, and regulatory attention. Those ripple effects move faster than the technology cycle and give organisations more time to respond if they are paying attention early enough.
