future mapping

The joy and the delight of this is to step forward a bit, to be a little bit daring and a little bit courageous, saying, “Well, what if? What if we did that?” We have just played with that idea of what could be possible.

inside-out & outside-in thinking combined, alongside strong brand strategy, are how brands get to rich new spaces for breakthrough innovation.

But you can’t optimize systems in a context that’s changing, especially if it’s changing in unpredictable ways. Removing inefficiencies when circumstances are as anticipated means that there isn’t much slack in the system to respond when the unanticipated happens. Optimization is intrinsically brittle , because it’s about closely matching the outpu

Our ability to make the most out of uncertainty is what creates the most potential value. We should be fueled not by a desire for a quick catharsis but by intrigue. Where certainty ends, progress begins. Our obsession with certainty has another side effect. It distorts our vision through a set of funhouse mirrors called unknown knowns.

We need also to cultivate the courage to think about all the things that could happen, the things that are unpleasant to think about, the unusual, the unexpected, the unlikely. It’s not just a matter of reducing our anxiety about exaggerated uncertainties, it’s also about finding certainty in the unknowns—the risk factors, what goes bump in the nig