ABC Radio Australia – FutureTech Segment – 25th June 2010
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.
Future technology isn’t about speculative gadgets. It’s about how new capabilities reshape what organisations can do, how work gets done, and what customers expect. The technologies arriving now will move competition to different ground. Understanding this shift matters as much as understanding the technology itself.
Traditional three-year plans become obsolete. Smart organisations build decision-making on signals, not predictions. They run small experiments, stay alert to what’s already shifting, and hold plans lightly. They ask what happens if a technology succeeds, not whether it will. This posture matters more than guessing correctly.
The risk isn’t the technology itself. It’s assuming adoption solves the problem. New capability only creates value when people, process, and culture align. Technology often amplifies existing patterns. If culture is broken, faster systems just break faster. That’s why most transformations stall. The thinking must shift.
Technology is one ripple in larger changes: customer expectations, workforce demographics, regulatory pressure, sustainability demands. Technology enables response to these shifts but doesn’t cause them. Leaders who frame technology as ‘the thing to solve’ often miss the actual business question underneath. Context matters more than the tool.
Build capability to sense what’s arriving and decide fast on what matters. Invest in people and culture as much as systems. Treat technology as enabling change, not driving it. Watch what early adopters learn, then decide your timing. Avoid both paralysis and panic. Organisational readiness matters most.
