future mapping
the why and the how
future mapping
“it's this sense that it's possible, but it's not possible for me.” From On Strategy Showcase: Adam Morgan on the cost of dull advertising, May 5, 2024
when you aren’t just dismantling the narrative but providing another one, you are creating a new reality for your audience.
Rebecca Johnson • Drawing Wisdom From the ‘Weird’
[Video] Edward Cotton on LinkedIn: The debate about the importance of creativity is ongoing. Adam Morgan and…
linkedin.com![Thumbnail of [Video] Edward Cotton on LinkedIn: The debate about the importance of creativity is ongoing. Adam Morgan and…](https://d1l054mla94ehg.cloudfront.net/media/images/thumbnails/curation/82a0a719/thumbnail.jpg?height=75&dpr=2)
There was a widespread recognition that movements were having to react defensively to crises with short-term strategies and that this needed to be balanced with the building of longer-term visions.
Abi Knipe • Conditions to Flourish: Understanding the Ecosystem for Narrative Power
Les Binet said: "Minor innovation is worse than no innovation at all"
there’s simply no way around the fact that we’re pretty fed up with a certain philosophical framework in Silicon Valley. It has many names: the growth mindset. OKRs. KPIs. Even Minimalism — the predominant aesthetic of our era. But at its core, it all comes down to one thing: the relentless optimization of everything in our world.
this mindset has... See more
this mindset has... See more
The Browser Company • Optimizing For Feelings
“It's about how our brand shows up in more interesting ways to get people to not be excluded but to participate more fully in what we either want or what they need to do with them.” From On Strategy Showcase: Adam Morgan on the cost of dull advertising, May 5, 2024
this is the point - i think this interview misses an opportunity to talk about the fact that what we have to talk about isn’t interesting. and that’s a business problem. it’s not just how we say what we have to say, but what we do so that we are able to go to market in interesting ways.
It is a fallacy to plan for ‘the future’ (singular). We need to be prepared for multiple futures (plural) and build into our strategies a flexibility that allows us to move resilient from the present moment towards the future. Being aware of the different paths the future might take, leads to more realistic and flexible strategies that will be more
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