If I Can Dream

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What does dreaming mean in the context of leadership and organisations? In organisational settings, dreaming means envisioning possibilities beyond current constraints. It's about imagining future states—what could be possible if we challenged assumptions. This capacity to imagine better futures is foundational to strategic thinking and innovation. Leaders who dream create space for possibility, preparing their [...]

Are you a (wo)man or a mouse

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What does the "man or mouse" question actually ask about work and capability? It explores whether humans face genuine constraint or manufactured limitation. Morris examines whether organisational fear, habit, or genuine lack of skill prevents people from acting boldly. The question separates real barriers from perceived ones—critical distinction for leaders deciding where to invest in [...]

The Weekender – 6PR Radio – 28 February 2010

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What makes radio commentary on business futures relevant today? Radio provides accessible, real-time business insight to busy professionals. Morris Misel's weekly radio commentary translates complex trends into practical signals leaders can act on immediately. In 2010, radio reached decision-makers during commute time when they could absorb foresight thinking without distraction.How do you extract actionable business [...]

Radio ABC – Future Tech Segment – 26 February 2010

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Why does future technology deserve real strategic attention now? Technology shifts don't announce themselves politely. They arrive gradually then suddenly, reshaping how work happens, who holds power, and what becomes possible. Organisations that wait until technology disruption is obvious are already behind. Foresight means paying attention to the signals arriving today.How do we distinguish genuine [...]

Is this the game changer energy creating technology?

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What makes energy creation technology a genuine game changer? Energy creation breakthroughs matter because they reshape how organisations operate, how much they spend, and what becomes economically possible. When a technology disrupts energy availability or cost, every sector feels it. The question isn't whether change happens—it's how quickly we recognise it and adapt our strategy.How [...]

The Weekender – 6PR Radio – 21 February 2010

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Why do organisations struggle to prepare for major shifts in their industry? Many organisations operate in immediate response mode, solving today's problems without thinking about signals of change ahead. They miss warnings because they focus on delivery now. Foresight requires stepping back deliberately to scan for weak signals, identify patterns, and ask uncomfortable \"What if?\" [...]

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