The Critical Need For Foresight

Foresight is growing in importance – and it is great to see leaders focused here. In this world of complexity, uncertainty, and rapid pace, generating foresight is not easy. It is a moving target, with change dynamics altering even the safest predictions. We need look no further than the impact of COVID-19 on the pictures of possible futures we were painting just 18 months ago. As difficult as it is, we are fortunate to have people like Alexandra Whittington around to help. She recently tweeted a pandemic influenced view of the future of population, work, and lifestyles.

In some cases, COVID-19 exacerbated trends that already existed. For example, birthrates were already dropping around the world, a phenomenon that grew more acute in the past 18 months. Africa was viewed as the outlier, contributing to future population growth even in the face of declining fertility rates. If the 2020 Oxfam study referenced in the visual below is accurate, a reversing of family planning gains could drive more growth.

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Future Thinking

I’m struggling with the term disruption and its effectiveness in driving urgency. Most definitions describe a radical change in an industry or business strategy, and most involve the introduction of a new product or service that creates a new market. My struggle is not with this decades old view of disruption, but its application in the context of our exponential world. The word disruption is viewed through a traditional lens. I end up in debates about the validity of a disruptive scenario as viewed through this lens, versus the massive implications of these future scenarios viewed through an exponential lens. The ensuing dialog focuses on:

  • Coming up with disruptive innovation before our competitors do
  • Embracing protectionist behavior to block a disruptor
  • I’m not worried, regulatory hurdles in my industry block the impact of disruptors
  • I’m safe, my industry is very stable

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