THE FUTURE  A Short Guide to Getting There in One Piece

THE FUTURE A Short Guide to Getting There in One Piece

Enter technology and the increased pressure for shareholder return and hey, “Presto.”  It’s a pretty severe environment. Technology is the poster child and every market category and system on Earth is now undergoing warp speed transformation.

But as creative beings, this turmoil should signal opportunity. In some cases it does – but we also feel the fear. The fear should drive our curiosity to seek the silver lining from these dynamics. 

FOUR: Exploiting Extraordinary Times

In recent history, we happily invested our ingenuity and relative certainty to exploit opportunity – whenever it came along.

The majority of our time now is characterised by uncertainty, resulting in the complete inability to identify probability. Ever since we can remember, we’ve convinced ourselves to apply the knowledge we gained to make new plans. It worked before and it’s likely it will work again.  But we realise to our cost that such plans get defeated by fresh conditions.

We default to carrying on developing more fixed conditions – maybe new facilities and infrastructure – a new organisation design, all based on what worked and seriously limiting our future – simply creating a brand new set of challenges.

I’ve come to realise that knowledge is not our friend. What we know is valuable but increasingly often, not material. In these modern times, it’s highly suspect that what you think you know is even true.

FIVE: The Problem With Knowing

This is tough for every single one of us. We should tackle every challenge by knowing nothing. This allows us to imagine better ideas that lay beyond our preconceptions. Preconceptions are killers and most often misconceptions.  It has become life-threatening to use ‘what we know’ as the precursor to ‘what we need to know’ to be successful. Knowledge is a helpful tool but only valuable when there is a lack of attachment to it.

Leaders must favour the voyage of fresh experience to gain a critical grasp on what’s actually going on now. This is likely a far better determinant of distinction and advantage in the context of a more intelligent outcome.

You have to not have the same bag of experiences as everyone else does, or else you’re gonna make the same connections and you won’t be innovative. You might want to think about going to Paris and being a poet for a few years. Or you might want to go to a third-world country — I’d highly advise that. Falling in love with two people at once. Walt Disney took LSD, do you know that? – Steve Jobs


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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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