future mapping
the why and the how
future mapping
the why and the how
Whatever work we do to engage people in making change can be deepened and expanded if it has play at its heart.
Sociologist Elise Boulding calls this ‘temporal exhaustion’, arguing that ‘if one is mentally out of breath all the time from dealing with the present, there is no energy left for imagining the future.’
The problem (or at least one of the problems) is that the twin edicts to simultaneously optimize your team and life and to be flexible in light of an uncertain future are in opposition to each other. Optimization presumes a kind of certainty about the circumstances one is optimizing for, but that certainty is, more often than not, illusory.
inside-out & outside-in thinking combined, alongside strong brand strategy, are how brands get to rich new spaces for breakthrough innovation.
“in being dull, we are excluding consumers from being able to participate in the benefits of what we have to offer. And internally, when we're being dull in terms of internal communication, we're excluding our colleagues from the ability to participate and contribute to how we want to be successful, how we want the business to be successful.” From
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