Radio 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.
The shifts reshaping organisations don’t only matter to business audiences — they affect communities, families, careers, and public institutions. Programs like the ABC International Today Show reach people across sectors who are experiencing change but may not yet have language for what they’re sensing. A foresight strategist’s job is to name those shifts clearly and make them navigable for a broad audience.
The discipline of radio is compression without loss — finding the one signal that most changes how a listener sees their situation, and delivering it clearly without oversimplifying. For foresight work, this means anchoring in the concrete: what is changing, why it matters now, and what a sensible next step looks like. Abstraction doesn’t serve listeners. Clarity does.
Broadcast commentary is necessarily simplified and time-compressed. It can name a signal and frame its relevance, but it cannot do the sector-specific, organisation-level analysis that real strategic preparation requires. Leaders who treat public commentary as their primary source of futures intelligence are working at too low a resolution to make good decisions about complex, fast-moving situations.
Radio reaches breadth; advisory work reaches depth. A three-minute segment on business transformation can shift a listener’s frame — that’s genuinely valuable. But understanding how a specific shift interacts with your industry, your team’s capacity, and your existing strategy requires sustained attention. The best media commentary prompts the right questions. It is the beginning of a thinking process, not the end.
Patterns emerge over time that single segments cannot show. Across 30 years of media commentary, the trends most dismissed as hype in early coverage are often the ones with the deepest structural impact. Media audiences tend to overreact to novelty and underreact to slow-building structural change. Sustained foresight practice corrects for both, and that is what organisations most need right now.
