"Today, executives need to switch their view from the mirror and window, and look towards warning detectors in order to see what’s coming. This is where strategic foresight comes in. By truly analyzing future scenarios, we can internalize both the radical change ahead, and the pace of that change. The lens of our analysis would focus on where the world is heading, and our potential role in that world and how one can shape it. This analysis brings challenging questions into focus, such as how traditional structures are forced to change and how business design can enable success and viability in this vastly different future."
WHY THIS ITEM MATTERS TO ASSOCIATION/NON-PROFIT BOARDS
It matters very little that Idris Mootee is writing about Fortune 500 companies in this item because associations and non-profit organizations face the same challenging operating environment today and the same radically different world coming at them tomorrow. The critical issue is what boards, CEOs and other governing contributors will do (and are doing) together to prepare for the implications of the shifts that will continue to unfold in the years ahead. This is not a hypothetical conversation, nor can it be conducted from a retrospective point of view.
1. What are your board's "warning detectors" for future discontinuity?
2. How can your board help institutionalize innovation in your organization?