ABC International Radio – Tech Spot
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.
In 2009, the central technology conversation centred on what the web’s next phase would mean for organisations and individuals — the shift from desktop to cloud computing, the emergence of social platforms as organisational tools, and the implications of real-time information for decision-making. The questions were not whether these shifts were coming, but how quickly they would restructure familiar patterns of work.
Standard technology commentary focuses on features, specifications, and adoption numbers. A foresight perspective asks what a technology makes possible that wasn’t possible before — who benefits, who loses, and what decisions need to be made while there is still room to make them. The timing gap between a signal appearing and it becoming a headline is precisely where preparation and strategic advantage live.
Most organisations were still catching up to the previous wave of change — web, mobile, broadband — while new shifts were already beginning. This compression of change cycles created a sense of permanent lag. The challenge was not explaining what was coming, but persuading decision-makers to allocate attention and resources to something that had not yet become a visible, named problem on the agenda.
Media appearances serve a different function from keynotes or boardroom consulting. Radio reaches people mid-routine, which means the framing must be immediate and anchored in what listeners are already experiencing. The discipline of making complex technological shifts legible in a short radio segment sharpens the underlying thinking. If you cannot explain it clearly in three minutes, the analysis is probably not complete enough to act on.
The clearest signal in 2009 was that the speed of technological change was itself changing — accelerating in ways that made previous planning horizons unreliable. Organisations that recognised this early began building adaptive capacity rather than optimising for a single predicted future. Those that did not found themselves making large structural decisions reactively, under pressure, with far less room to choose well.
