future mapping

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.

as Albert Einstein was famous for saying, “ No problem can be solved from the same level of consciousness that created it ” Put another way, you can’t solve a problem within the context of that problem.

Exploring where impediments are hard, where they are soft and when they can be ignored is powerful.

Incrementalism: The vision must be broken down into incremental steps. If you are building the ecosystem for charter cities, where do you start? Who are the first groups you need to build a coalition with, how to get early wins to demonstrate credibility to various stakeholders? How do you balance the decades long nature of city development with

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

Try as we might to utilize reason and logic for our arguments, the human race is first and foremost an emotional species. On a base level, I might even say that the most important aspect of foresight is the ability to create emotional connections between people and their possible, probable, preferred, and preventable futures.

Cultures vary in the degree to which they value openness and tolerate uncertainty. Some cultures lead people to experience anxiety in situations that are ambiguous or unpredictable, and these cultures are structured in ways that make the world seem more stable and predictable through strict rules and laws, shared beliefs, and circumscribed ways of