Anticipeer op de toekomst
geschreven door Tony Bosma
0 reacties
22 Aug 2007 - 10:29, 1097x gelezen | 0 reacties |
Daniel Burrus starts his lecture with a beautiful quote: Why is you windshield larger than your rear view mirror? I helps to know what is ahead of you!
That is exactly what it is all about. Organisations, managers and employees must be actively involved to shape te future of the organisation. Everyone in the organisation must have an image of the future to know what they do today to realise that future. Because together you can make the future you want.
But still thinking about the future remains a luxury good for many organizations. Mostly it is limited to some top managers and who think to know averything about the future and those people set the future of a whole organizations. Strange because all the people working in the organisation have to realise the future so they have to be involved to shape the future. And this is not only about employees it is also about customers in this transparant world. So future thinking and anticipating on the future is still an activity which only e few organizations are doing well.
Daniel Burrus talks about 'the predictable future'. He says that the future is predictable on the basis of facts. But, like he says (and I agree on that) it is not about predicting the future on facts. It is seeing the future on a basis of permanent changes. This is what will give your organization a permanent competitive advantage. Some of the permant changes and trends organizations must involve in seeing the future are (in my opinion):
- merge of the physical and virtual world (for example augmented reality)
- global network which connect things and people(for example mobile internet)
- the rise of the 'image culture'(reduction of text)
- new digital generation
- digital becomes normal
- new behaviour in communication
How do you create the images of the future. Well soon more about that on Extend Limits.
That is exactly what it is all about. Organisations, managers and employees must be actively involved to shape te future of the organisation. Everyone in the organisation must have an image of the future to know what they do today to realise that future. Because together you can make the future you want.
But still thinking about the future remains a luxury good for many organizations. Mostly it is limited to some top managers and who think to know averything about the future and those people set the future of a whole organizations. Strange because all the people working in the organisation have to realise the future so they have to be involved to shape the future. And this is not only about employees it is also about customers in this transparant world. So future thinking and anticipating on the future is still an activity which only e few organizations are doing well.
Daniel Burrus talks about 'the predictable future'. He says that the future is predictable on the basis of facts. But, like he says (and I agree on that) it is not about predicting the future on facts. It is seeing the future on a basis of permanent changes. This is what will give your organization a permanent competitive advantage. Some of the permant changes and trends organizations must involve in seeing the future are (in my opinion):
- merge of the physical and virtual world (for example augmented reality)
- global network which connect things and people(for example mobile internet)
- the rise of the 'image culture'(reduction of text)
- new digital generation
- digital becomes normal
- new behaviour in communication
How do you create the images of the future. Well soon more about that on Extend Limits.
EXTRA FIELD-5:Daniel Burrus, toekomst, trends, scenario, management
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