Week two of Reimagining the Future has just launched! Week one drew a large audience and generated great dialog. A big thank you to those who have participated so far. As discussed in the course, we must collectively take control of creating our future. Our hope is this course and related dialog are just one small step on that journey. There is still plenty of time to take the full course, you can enroll here.
In a recently released video, Futurist Gerd Leonhard delivers his key messages in a powerful and passionate plea for balance between technology and humanity. This five minute video is a must see. Some of his key messages are:
Sector after sector, industry after industry, we are waking up to the fact that the future is already here. My note: after struggling to drive a level of urgency regarding the speed at which the future is approaching, leaders are now beginning to embrace a future-back mentality.
I have spent the better part of two months filming an online thought leadership course focused on our emerging future. The free course will be available starting May 23rd. I had the pleasure of working with futurists Gerd Leonhard, Gray Scott, and Chunka Mui. In addition, I was joined by Element Fleet Management executive Michele Cunningham, as well as TCS CTO Ananth Krishnan, and BRP CIO Hassan El Bouhali.
A video promo of the course along with the course description are available here. I hope you take the time to journey with me through the looking glass. course summary and bios for my guests are also included below.
In my last post, I described a Sense and Respond model that sits at the heart of several activities, including scenario, opportunity, and risk analysis. As complexity and pace continue to intensify, uncertainty increases. To survive in this Emerging Future, we must embrace a framework for future thinking, and an organization that can adapt as it shifts. In essence, we must see the future, rehearse it, continuously monitor for shifts, and adapt as the shifts occur. A sense and respond model sits at the core of the framework – but represents the biggest cultural challenge.
As the pace of science, technology, and societal change accelerates, a vision of our future is emerging. Many future scenarios are viewed as science fiction, or thought to have timelines that are too far into the future to worry about. I hold a firm belief that these timelines are collapsing and future scenario analysis is critical both at a business and societal level.
I have used this visual as a driver of future scenario analysis. It has been captured and utilized in workshop and events. It is described in a post on Connecting Dots, which I view as a critical leadership trait. Given its exposure, I am making a copy available via this PDF.
On November 30th, I had the pleasure of participating in another Game Changers show. I was joined by Futurist Gerd Leonhard and SAP Innovation executive Timo Elliott. The show was expertly moderated by Bonnie D. Graham, starting with her positioning of the topic: “Impossible is not a fact. It is an opinion” (Muhammad Ali). A unique clustering of inventions in the century after the U.S. Civil War improved the American and European standard of living – human well-being – more than any period before or after, with advances in everything from food and energy to health and work. Can our current innovation explosion have a similar impact despite unintended consequences?
The unabated exponential progression of science and technology has driven a staggering pace of innovation. The building blocks are mostly there, allowing creative minds to combine them in ways that attack the world’s most difficult challenges.