THE FUTURE  A Short Guide to Getting There in One Piece

THE FUTURE A Short Guide to Getting There in One Piece

Part Two – The Blueprint and Agenda For Perpetual Reinvention

The Guide to Surviving the Voyage to The Near Future.
Tools, tips, and techniques that work. 

ONE: Nirvana Through Realising

Seeing seems to be central to success in so many areas. Certainly, when thinking about the future the method has to be visual. Dreams are remembered visually. Visions are after all dreams.

But to see properly we have to cultivate the art of standing back and having clear objectiveness. It’s really hard for us to do that because of our attachment to the bubbles we’ve created within which to feel safe.

Humans are time poor and information smothered. Visual conversations have become the primary route to understanding. Video, graphics – headlines (true or false)

A lot of [what it means to be smart] is the ability to zoom out like you’re in a city and you could look at the whole thing from the 80th floor down. And while other people are trying to figure out how to get from point A to point B reading these stupid little maps, you could just see it in front of you. You can see the whole thing. – Steve Jobs

TWO: Getting to Profound

Do you know when you have had a profound thought?  It’s that sublime moment of absolute clarity. An indescribable thrill courses through the body, whether a simple realisation or a deeply intellectual conclusion. A mess of inconclusive ideas with all their complications fall away and the obvious remains.

We remember the moment as time tends to stand still. Everything changes in the blink of an eye and new conditions present fresh opportunities.

Humans are engineered to make plans – it’s our way of getting through everything.

THREE: Seeking Silver Linings

Hunting for food or making new business-critical decisions are the engine that drives the outcome we want. During the last six decades, we’ve had have relatively stable conditions —  mostly stable trade, no world wars, little civil unrest. Every business could develop 5-year business cases – plan for the long term – peacetime, abundance, normal economic and trading patterns, social norms and expected business systems and processes.

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About the Author

John CaswellIn 2001 he formed Group Partners in response to the strategic void — a scary hole in how business worked. Strategy is the word he uses to describe plans for change and transformation. He created a global consultancy based in Structured Visual Thinking™ — a collaborative and visual technique for creating strategy and plans. Designed as the antidote to the countess uninspiring and traditional methods for building the right plans for the future.

View all posts by John Caswell

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