future mapping

the why and the how

even as the most popular doll in the world, Mattel looked to confront the way they’d always done things. “We attacked every aspect of the business, from product to communication to content to social mission,” McKnight explained. This helped them ask more upstream questions about their own incumbency – challenging themselves to think about what

eatbigfish. • The Cost of Mediocrity

"The future will have enough robots. Brads will stand out by not being one of them." - Adam Morgan

TRANSMISSION #38

DISCOVERY: As I contemplate the evolutionary nature of inspiration, I've begun to sense a deeper connection between creativity and resilience. Just as species that are able to adapt to changing circumstances are more likely to survive and thrive over time, so too are individuals and organizations that are able to innovate and evolve... See more

Transmission #38

The first one, shifting from groupthink to Responsible Disobedience , is all about unlocking better outcomes. Breaking away from conformity and disobeying the expected, but doing so with a principled compass. Challenging not for the sake of rebellion, but for the pursuit of a sustainable, equitable, and human-centric future.

From Groupthink to Responsible Disobedience

[Video] Edward Cotton on LinkedIn: The debate about the importance of creativity is ongoing. Adam Morgan and…

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in the face of uncertainty and constraints, Challengers don’t shrink back. They drive progress for their brand and beyond, into the categories they shape. And to realise those ambitions, they believe that success is predicated on creating an internal culture of bravery, as much as it is manifesting that bravery externally.

eatbigfish. • The Cost of Mediocrity

Naturally, these three ideas — uncertainty ability, the experimental organization, and strategy as creation — are just a sampling of the approaches we see emerging as complements to strategy in more stable markets. Uncertainty science doesn’t invalidate the prior strategic frameworks, but it does draw a boundary line, arguing that if you want to... See more

Nathan Furr • Strategy in an Age of Uncertainty

Traditionally, organizations have focused on developing specific, easily replicable functional or technical skills. Not only were these skills easier to teach but organizations were also operating in a more stable, predictable environment at the time. In that environment, executing repeatable processes to produce standardized products and services

Organizations can help cultivate these capabilities by providing workers with the tools and safe spaces to experiment, explore, and envision possible futures. By empowering workers to ask questions about their work, leaders can lean into a more open evolution and disruption of work that values human sustainability and organization-wide co-creation.