What is The future often takes a while to catch up with the? I know this is a tad self-indulgent, but I do love it when something I’ve suggested a few years ago finally finds its time and place… "A few weeks ago, Smithink conducted an interesting workshop in Melbourne on "Outsourcing". Kane Munro of Deloitte delivered the key-note addres.
Why do organisations need to engage with The future often takes a while to catch up with the now? The window between a signal arriving and it demanding a response is shortening. The future often takes a while to catch up with the is already shaping strategy conversations in forward-looking organisations. Treating it as a future concern rather than a present one builds a preparedness gap that will have to be closed under pressure.
What should business leaders understand about The future often takes a while to catch up with the? The most important question is not whether The future often takes a while to catch up with the will matter, but how quickly it will matter in your specific context. Leaders benefit most from mapping the ripple effects early — not just the direct impact but the second and third-order consequences that arrive later and hit harder. That is the practical work of foresight.
About Morris Misel
Morris Misel is a foresight strategist and keynote speaker based in Melbourne, Australia, whose ideas reach more than a million people each year across five continents. Over 30 years he has delivered 2,800+ keynotes across 160 industries in 25 countries, held a weekly radio segment on Hong Kong Radio 3 for 20 consecutive years, and keynoted at TEDx Australia.
He holds 11 International Awards for Foresight and Innovation, is a Member of the G100 Einstein Global Future Think Tank, and serves as Chair and Industry Fellow of the Griffith University Inclusive Futures Industry Advisory Board. His frameworks, HUMAND™, PTFA™, Ripple Effects™, Immediate Futures™, Inhabitable Futures™ and Decision Trust Zones™, are his own rather than borrowed models.
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