future mapping

Most critically, these roles tend to be self-reinforcing. Organizations using fear-based future narratives often develop risk-averse cultures that further reinforce defensive positioning. Conversely, organizations with aspirational future narratives tend to attract optimistic, innovation-minded talent that strengthens their future-positive culture.

Companies are built to be predictable and stable. That's a bad thing in today's world.

TL:DR — It is impossible for organisations to “demonstrate their impact” if they work in complex environments. Asking them to do so requires them to create a fantasy version of the story of their work. This corruption of data makes doing genuine change work harder because it is difficult to learn and adapt from corrupted data.

tomorrowing — an active mindset of anticipating challenges and opportunities rather than passively waiting for the future.

In a world where it’s never been easier to get mediocre approved, Challengers raise their ambitions and create an internal culture of bravery, determined to guide their organisations to let go of their firm grip of the status quo.

Hope locates itself in the premises that we don’t know what will happen and that in the spaciousness of uncertainty is room to act. When you recognize uncertainty, you recognize that you may be able to influence the outcomes—you alone or you in concert with a few dozen or several million others. Hope is an embrace of the unknown and the unknowable,

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

“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