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.
The future of technology isn’t a single invention or disruption event — it’s a continuous cascade of shifts, each one changing the conditions for the next. For organisations and individuals, what matters most isn’t the technology itself but understanding what human needs it changes, what choices it removes, and what it makes unavoidable. That’s where foresight work starts.
The most effective leaders focus on signals, not trends. Trends are what the media names after the shift has already happened. Signals are the early indicators — patterns in behaviour, infrastructure investment, workforce changes, and regulatory attention — that reveal where things are heading before they arrive at scale. Building that reading habit is more valuable than any single technology briefing.
The biggest risk isn’t moving too slowly — it’s making technology decisions before understanding what problem you’re actually solving for. Organisations that deploy technology without first examining their human systems — how decisions are made, what trust looks like, how people adapt — often create complexity rather than capability. Technology amplifies what’s already there, including dysfunction.
Previous technology waves — electrification, the internet, mobile — unfolded over decades, giving institutions time to adjust. The current wave compresses that timeline significantly. Artificial intelligence, automation, and connectivity are not arriving sequentially; they’re converging. That simultaneity makes this period qualitatively different from earlier disruptions, and why preparation needs to be ongoing rather than episodic.
The next phase of technology change will be less about capability and more about governance. The questions organisations will face — who decides what AI does, what counts as a human decision, how accountability works in automated systems — are governance and trust questions, not technical ones. Organisations that start those conversations now will be significantly better positioned than those waiting for regulation to force the issue.
