How platforms and automation are disrupting business

By

Below is one of the short video interviews I did after my keynote on Business in the Age of AI at Oracle CloudWorld.

In it explain in brief my Vectors of Disruption framework and explain how automation and platforms are the primary aggregated forces disrupting business, society and government.


Below is a transcript of the video.
Read more

The state of futures and foresight tertiary education globally

By

After researching government agencies that use foresight as well as futurist associations, Ross Dawson and I have compiled a list of all the known university programs focused on strategic foresight and futures studies. Although we may have missed some courses that feature a class or two related to futures and foresight, we believe we have a comprehensive list of all the accredited tertiary futures and foresight degrees and diplomas that are active for 2018 plus a few short courses.

The list covers:

Read more

The massive opportunity to convert data explosion into business value and rapid innovation

By

I was recently interviewed for an article How we will learn to love big data for ICAS that explores the capabilities required to convert the extraordinary potential of data profusion into true business value.

The article was written for an accounting audience, however the issues are relevant to all professionals.

Indeed every company needs to find and develop professionals who can turn massive data into value, better decisions, and enhanced innovation, in particular by applying lean start-up thinking and methodologies to every aspect of the business.

Below are some excerpted quotes from the full article:
Read more

The past and current state of futurist associations around the world

By

Recently, I wrote about the work that Ross Dawson and I have done researching government agencies/ projects around the world that use futures and foresight methods. We have also researched the many futurist associations around the world and have developed a list of associations that:

  1. Are specifically focused on futures and foresight methods
  2. Have a reasonable number of members
  3. Are formally organized
  4. Are currently active

Read more

The Value of Collaboration: Improving Innovation in University-Business Relationships

By

This paper was originally published in Academic Leadership Series: Improving Innovation and Collaboration Between Industry and Business Schools, based on a keynote by Ross Dawson at CA ANZ Thought Leadership Forum.

Introduction

What is the value of academic–business collaboration? The current landscape suggests that there is much potential value that is not being realised, which begs the question, what is possible? What value can be created through utilising the wealth of resources we have in the academic–business sector, for the benefit of the business community and society more broadly?
Read more

Re-envisaging the organization in a rapidly changing world

By

I recently gave a keynote on Business in the Age of AI at Oracle CloudWorld.

After my keynote I was interviewed about some of the key messages in my keynote. Here is one of the short videos created.

Below is a transcript of my comments in the video.
Read more

The only good reason to speak is to change people

By

I have been a professional speaker for over 18 years, alongside the various entrepreneurial endeavors that have kept me busy over the last couple of decades.

It is a great privilege. Speaking is a truly wonderful way to make a living. I get to travel all around the world, having done paid speaking engagements in 30 countries so far. I learn in every engagement, in preparing to do the best job possible each time and by being exposed to a wonderful diversity of people, organizations, and industries. And I love the performance of professional speaking, stemming from my younger days as a musician.

However speaking must be done with purpose.
Read more

An overview of futures and foresight in government agencies around the world

By

In 2014 Sweden made headlines as the first nation to appoint a Minister for the Future, Kristina Persson. Unfortunately, her role only lasted for a year and a half. Sweden’s experience with long-term planning at such a high level is common. Many governments spend a few months to a year thinking about the long-term future before taking a break.

The context for foresight in government

For governments to plan for the long-term future, they must first sustain their efforts at long-term thinking. Long-term thinking actually has a history of at least 100 years in national governance. In fact, an entire field has built up in that time devoted to helping organizations, both public and private, to forecast, plan, and prepare for the future.
Read more

How far will the shift in power to individuals go?

By

A few weeks ago I gave the keynote at the Asian Forum on Enterprise for Society in Manila, Philippines. The conference began as Asian Forum on Corporate Social Responsibility in 2002, this year celebrating the anniversaries of the convenors, 50 years for Asian Institute of Management (AIM) and 60 years for Ramon Magsaysay Award Foundation (RMAF).

I was honored to give the opening address on How Different Will the Future Be?, immediately preceding the keynote by the Vice-President of Philippines, Leni Robredo, who drew on her background as a social activist lawyer to present a powerful view of possibilities, in fact echoing many of my themes of platforms and cross-boundary collaboration.

One of the themes of my keynote was the massive trend of the shift in power to individuals.
Read more

Using stress scenarios to manage risk and enhance strategy

By

I recently ran a small project for the technology division of a major financial institution that is planning its workforce requirements over the next 3-5 years.

They recognized that there are substantial uncertainties to their planning, including how financial services will be delivered, the types of technologies that will be used, the specific skills that will be required, the availability of those skills in the market, and the organisational structures for internal technology services.

As such they wanted to apply scenario planning to make sure they were addressing those uncertainties in their planning.
Read more