Stephen Jay Gould The Problem Trends and Progress The problem with trends. Trend-watchers need to be cautious that they understand the idea of trends, and that they don't just find them, but that they actively watch them. Trends have a habit of going off the rails. Stephen Jay Gould, in is 1988 Stanford Presidential Address "TRENDS AS CHANGES IN VARIANCE: A NEW SLANT ON … [Read more...] about Stephen Jay Gould on Trends and Progress: The Problem With Trends
Strategy
Inheriting Other People’s Thinking
Inheriting Other People's Thinking We have all experienced what I call Inheriting Other People's Thinking. A stack of files, a directory on a server or some other form of "organized" content is given to us, and we are asked to pick up the work from our predecessor. We have just inherited someone else's thinking. The way the files are arranged into folders, side notes and … [Read more...] about Inheriting Other People’s Thinking
Will Chocolate Save the World?
Photo by Anna Tarazevich on Pexels.com Will Chocolate Save the World? Keep an eye on chocolate. It may save the world. In the scenario planning discipline, we call side conversations about potentially big things a weak signal. It is an early cry of “wolf” in a world filled with potential catastrophes. Sometimes, that cry is heard, and in the case of Rachel Carson’s Silent … [Read more...] about Will Chocolate Save the World?
The Tens—What To Do With Scenarios When Scenario Planning Is Done
Watch the video: Download the PDF here: What To Do With Scenarios When Scenario Planning Is Done Scenario planning is one tool that helps individuals and organizations view the world more strategically. Building scenarios is a means to an end, not an end of its own. By applying these ten ideas organizations will ensure their scenario investment retains its value and … [Read more...] about The Tens—What To Do With Scenarios When Scenario Planning Is Done
How to Derive Strategies from Scenarios
Download the PDF here: Strategies from Scenarios The future is complex and the paths forward a messy one. That has to be agreed to first. Any organization that thinks it controls its own destiny and can create the future in whole cloth does not need to read this article. For those who do agree that the future is messy, they must also acquiesce that navigating … [Read more...] about How to Derive Strategies from Scenarios
