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 shift isn’t about any single technology. It’s about the pace at which familiar assumptions are becoming unreliable. AI, automation, and connectivity aren’t arriving in sequence — they’re arriving simultaneously. That overlap creates conditions most organisations haven’t faced before, and the instinct to wait for clarity is precisely the wrong response.
Start by asking which decisions you’re making today that technology will make irrelevant, and which it will make more urgent. Most organisations plan as if the environment will remain stable enough to validate long-term assumptions. Foresight helps identify which assumptions are dissolving, so you can act while options still exist.
Treating technology adoption as a project rather than a context. A project has a start and end. A context shapes every decision, including ones that seem unrelated. Organisations that adopt a new tool but leave their decision-making structures untouched haven’t responded to technology — they’ve added noise to an existing system.
The scale is comparable, but the speed is unprecedented. Previous industrial revolutions unfolded across generations, giving institutions time to adapt. What’s different now is that the adaptation cycle has compressed dramatically. Organisations that survived past disruptions partly did so because they had time. That buffer has largely disappeared.
The second and third-order effects of automation on trust — specifically, who people trust to make decisions on their behalf. As more decisions are delegated to AI systems, organisations will face questions about accountability and transparency they haven’t had to answer before. That shift is arriving faster than most leadership teams are prepared for.
