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.
Distant scenarios can be intellectually interesting, but they rarely drive action. The shifts that most organisations need to understand are the ones already moving — what Morris Misel calls Immediate Futures. These are changes already reshaping customer expectations, workforce behaviour, and leadership decisions. Paying attention to what is arriving now, while there is still time to choose a response, is more useful than mapping 2050.
Technology awareness becomes a strategic advantage when leaders stop treating it as a threat list and start treating it as a signal map. Each emerging technology carries information about where human needs are shifting, where friction is building, and where new possibilities are opening. Leaders who read these signals early — and build organisational capacity to respond — are better positioned than those who wait for the pressure to become unavoidable.
Hype focuses on what a technology promises. Foresight asks what a technology reveals — about human needs, societal tensions, and the gaps between what organisations currently offer and what people are beginning to expect. A Future Tech segment that helps an audience name something they have already been sensing, but could not articulate, has done more useful work than one that catalogues impressive-sounding breakthroughs.
When technology adoption outpaces human capacity to make sense of it, culture fractures. People experience what foresight work identifies as Past Trauma, Future Anxiety — a simultaneous weight of what they have already absorbed and uncertainty about what is coming next. Organisations that acknowledge this strain, and build in genuine adaptation time, tend to retain more of their people’s trust and capability.
Media has a specific and valuable role: translating complexity into clarity at a moment when most people are still forming their understanding of what a shift means. A well-framed segment on future technology does not just inform — it gives people a vocabulary for something they are already experiencing. That vocabulary matters, because people who can name what they are navigating are better placed to make deliberate choices about how to respond.
