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.
Future technology isn’t a distant event — it’s a set of shifts already reshaping how organisations operate, compete, and make decisions. For Australian businesses, the most pressing tech shifts involve AI adoption, workforce change, and trust. Organisations navigating this well are those reading the signals early, not reacting to the headlines.
The most effective approach is distinguishing between signals and noise. Rather than chasing every new tool, organisations need to identify which technological shifts directly affect their people, customers, and decisions. Starting with the human impact — not the technical spec — keeps strategy grounded and actually executable.
The challenge isn’t usually access to information — it’s making sense of what matters. Most organisations are managing pace, complexity, and competing priorities simultaneously. Real friction comes from trying to respond to future tech change without a clear framework for deciding what requires action now, what can wait, and what is simply noise.
Australia tends to adopt rapidly at the consumer level but more cautiously at the organisational level, particularly in government, health, and education. The gap between what is technologically possible and what organisations implement has widened. This creates both a risk and a window of opportunity for those willing to move deliberately.
The shifts that will matter most are not the ones generating the most coverage. Leaders should watch changes in decision-making authority — where AI is being given autonomy over consequential choices — and the trust implications that follow. Organisations that navigate this well will not be the fastest adopters but the most thoughtful ones.
