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 media interview compresses foresight into moments — you have to land the core idea fast, anchor it in something immediate, and leave the audience with a clear implication rather than a framework. A keynote can build the case over 45 minutes. On television, the signal has to be immediate. The discipline is the same; the pace is entirely different.
A futures-ready organisation can hold two ideas at once: managing what exists today while actively preparing for what is already on its way. Signs that readiness is missing include decisions driven exclusively by last year’s data, a culture that treats uncertainty as a problem rather than a condition, and leadership that has no shared language for change.
Understanding a shift and acting on it are separated by a gap most organisations underestimate. Past Trauma and Future Anxiety — the accumulated habits, structures, and fears built around the old model — make acting on new information feel riskier than staying still. Foresight is not just about knowing what is coming; it is about having the readiness to move.
Australian organisations face the same structural forces as counterparts in the US, UK, or Asia — automation pressure, trust erosion, workforce behavioural change, and the human consequences of AI adoption. What differs is timing, context, and the specific sectors most exposed. The global frame is useful; the local application is where strategy actually happens.
The most consequential signal at the moment is how people — employees, customers, citizens — are renegotiating trust with institutions and with technology. It is showing up in retention patterns, customer loyalty data, and political behaviour simultaneously. Organisations that get ahead of this shift will have a structural advantage. Those that miss it will find themselves managing a cliff they did not see coming.
