Category Archives: Future

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Where to Look

Category:Collaboration,Connections,Context,Emotions,Exploration,Fear,Future,Learning,Opportunity,Passion

Ambergris Cay Island, Turks and Caicos Islands

We live in a world of accelerating change. There’s so much going on around us that we are understandably becoming overwhelmed.

And the advice we get can be very confusing. Many are saying to stay focused on the present. Others tell us to look ahead and focus on the future. And then there are those who insist we should stay focused on the past because we can learn from the past.

So, what is it? My advice is that we need to do all three, but in a very specific sequence, otherwise it will certainly be overwhelming.

Start with the future

We need to start by looking ahead. We need to search for really big opportunities that can inspire us to come together and act with others. As I’ve discussed elsewhere, the Big Shift that we are experiencing on a global scale is creating exponentially expanding opportunities – we can create far more value, far more quickly and with far less resources than would have ever been required in the past.

But those opportunities will not emerge on their own. We need to look for them and actively pursue them. And we need to keep searching until we find a really big opportunity that excites us – let’s not be distracted by an overwhelming range of possibilities in the future.

And, yes, the future is uncertain – to some degree. We need to focus on the long-term trends that are already playing out and that are reasonably predictable.

Starting with the search for big, future opportunities is also important because many of us have adopted a view of the future that focuses on imminent threats. As I’ve discussed in my book, The Journey Beyond Fear, that view of the future is feeding the emotion of fear that more and more of us are experiencing, and that is holding us back from even seeing, much less pursuing, the opportunities ahead.

Focusing on a really exciting opportunity in the future can help us to overcome the fear that we are experiencing today. It can become a catalyst for drawing out the passion of the explorer that will motivate us to act now and pursue the opportunity.

Equally importantly, finding a really exciting opportunity in the future will help us to maintain focus as we deal with the infinite demands on our attention in the present.

Then shift to the present

Once we have a really exciting opportunity in the future that can maintain our focus, we can then shift to exploring the present. That exploration will be driven by three questions:

  • What are resources and capabilities that can help me to address opportunity
  • Who else can I collaborate with to amplify these resources and capabilities?
  • What are major barriers that need to be overcome to achieve opportunity?

There’s a lot to be learned from the present, and that will put us in a better position to learn from the past.

Learn from the past

Once we have a clear focus on the exciting opportunity ahead and the resources and barriers of the present, we’re in a much better position to look into the past and learn from the past.

We’ll now be much more focused on what can be learned from previous initiatives that will help us to achieve even more impact today. Again, the need is to stay focused on what can be learned to achieve greater impact in pursuing the opportunity that excites us the most. There’s so much in the past that can distract us unless we have a clear view of what we are trying to learn.

These lessons from the past can then help us to evolve our initiatives in the present so that we can have even greater impact and accelerate our progress towards the exciting opportunity in the future.

Return to the present and the future

We’re now in a much better position to pursue high impact initiatives in the present. We’ll need to stay focused on the present and continually reflect on the impact that we’re achieving as we pursue our initiatives. What is achieving greater impact than we expected? What is falling short in terms of impact? How can we evolve our initiatives so that we can achieve even greater impact?

As we pursue these initiatives in the present, we will also achieve much greater insight into the opportunity that we are pursuing in the future. It will become much clearer and even more compelling as we learn more about the details of the opportunity and the value that it can create.

Bottom line

Sequence matters. The key is to focus and cultivate the motivation to act and learn.

In the past, the emphasis was focusing on the past because we lived in a more stable world where the past could provide us with valuable lessons about the opportunities in the future. Today, we need to emphasize looking ahead into the future as a launchpad for impact that matters because the world is changing at a rapid rate, and new opportunities are emerging that could never have been addressed in the past.

In the end, we need to focus on action and learning from that action so that we can truly address exponentially expanding opportunities.


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Expanding Our Horizons

Category:Collaboration,Community,Connections,Future,Growth,Opportunity,Potential

First, it was the oceans.

Then, it was the forests.

More recently, it became the cities.

Our evolutionary path

Has been long and winding.

Over millennia,

It has brought us closer together,

But we also remain deeply connected

With our homes of the past.

We will only thrive

When all our homes flourish.

Let’s expand our horizons

And imagine what is possible

When we connect

Across all our homes

In even richer ways

That nourish all the participants

And spawn even more participants.

Fertility and longevity

Will enrich all of us.


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What Does Strategy Really Mean?

Category:Collaboration,Emotions,Future,Growth,Institutional Innovation,Leadership,Learning,Opportunity,Strategy,Transformation

Strategy is a commonly used word, but it’s rarely defined. I’ve become concerned that we are using the term “strategy” much too loosely in our business world. We can gain considerable insight by making an effort to define the term and reflecting on what makes it so valuable in a rapidly changing world.

What does strategy mean today?

Again, business strategy is rarely defined by those using the term. When I search for a definition of the term, I get many examples like the following

  • a plan of action or policy designed to achieve a major or overall aim
  • a plan of actions that fit together to reach a clear destination

Stepping back, I find it hard to differentiate between this meaning of strategy and an operating plan. Is that all it is? An operating plan?

I have to say that, when I talk with leaders about their strategy, I’m often directed to their five-year plan. That’s their strategy. Yet, when I read through the five year plan, it very much seems like an operating plan. It specifies goals to be achieved and the actions that will need to be taken to achieve the goals.

This approach to strategy is very consistent with the institutional model of “scalable efficiency” that I’ve written about here. It certainly gives people a sense of direction and specifies the actions required to become more efficient at scale. But is this really a strategy?

We certainly need operating plans but, in my view, strategy provides a context for developing these operating plans – it’s not the operating plan itself.

What will strategy need to become?

We live in a world of intensifying competition and accelerating change, something that I call the Big Shift. In this kind of world, strategy needs to evolve into something very different. Strategy will be about anticipating growing unmet needs of people outside the organization and developing approaches that can deliver more and more distinctive impact over time by addressing those needs.

Successful strategies will

  • Anticipate growing unmet needs of people outside the organization
  • Develop rewarding approaches that
  •         can deliver more and more impact over time with fewer and fewer resources
  •         are fundamentally different from any other provider
  •         are very difficult to replicate
  • Evolve those approaches in response to a rapidly changing environment

Anticipating growing unmet needs

In a rapidly changing world, we need to look ahead and try to anticipate emerging opportunities that can create enormous value with relatively modest effort. Rather than focusing on the five year time horizon of the five year “strategy” plans that are so prevalent today, we should seek to look ahead 10 – 20 years since that will encourage us to see the most significant changes ahead. I have called this the Zoom Out/Zoom In approach to strategy.

In looking ahead, we need to start by anticipating the growing unmet needs of the people our organization will be seeking to serve. We should start by asking whether these will be the same people we are serving today or whether there will be others that we might want to, or need to, serve 10-20 years from now.

We then need to explore how the unmet needs of these people are likely to evolve. Why are these needs evolving? What are the trends that are shaping these needs? What unmet needs are likely to be most meaningful to these people?

In this context, we need to move beyond the material world and make a concerted effort to understand the evolving emotions of the people we are seeking to serve. To what extent is fear shaping their choices and actions? What would really excite them and motivate them to achieve much greater impact? These emotions will shape how meaningful the unmet needs are.

Developing approaches that create value for the providers as well as people being served

Anticipating meaningful unmet needs of people provides an important foundation for successful strategies, but it’s just the beginning. Strategy requires developing ways of meeting those unmet needs in ways that will create growing value for the provider as well as for the people being served.

In our Big Shift world, successful strategies will focus on leveraged growth. This means discovering ways to deliver more and more value with fewer and fewer resources. It stands in sharp contrast with the approaches of large institutions today which focus on scalable efficiency – how to provide the same products and services faster and cheaper using internal resources.

Leveraged growth shifts the focus from cost to value delivered. It seeks to rapidly expand the value being delivered by orchestrating larger and larger networks of third-party providers who can help to address the unmet needs of the people being served. By doing this, the provider will restructure the broader market and industry, pursuing what I have described as a “shaping strategy.” Rather than simply taking existing industry structures for granted, shaping strategies recognize that, in a rapidly changing world, we have far greater ability to restructure entire industries to our advantage.

The value being delivered from these growing networks needs to be very different from the value that other providers are delivering. It needs to be value that is carefully tailored to meet the unmet needs of the people being served in much more effective ways than any other provider is delivering.

Equally importantly, the value needs to be very difficult for other providers to replicate. Once other providers see how powerful this value is in attracting a growing number of people to the provider offering it, they will make significant efforts to replicate it. Winning strategies deploy approaches that are very challenging, if not impossible, to replicate.

It’s important to emphasize that these approaches are not yet operating plans. They are high level efforts to frame ways of delivering more and more distinctive value. These approaches then provide a foundation for much more detailed operating plans that focus on how to deliver this value.

Rapidly evolving approaches to delivering value

In a rapidly changing world, any strategy, no matter how effective at the outset, will need to evolve quickly to anticipate changing needs and resources. That’s why successful strategies in the future will ultimately need to be learning strategies driven by leaders with a learning mindset.

Leaders need to pursue their strategies with a desire to learn on two fronts. First, what impact are they achieving with their current approach? Where are they achieving more impact than they expected and why? And where are they achieving less impact than expected and why? This is learning through action and can be very powerful especially given the increasing ability to unleash richer and more real-time feedback loops.

To pursue learning through action, leaders will need to make a fundamental shift from the current institutional models of scalable efficiency to institutional models that seek scalable learning. In this context, it’s important to emphasize that the most necessary form of learning is learning in the form of creating new knowledge, not just sharing existing knowledge. To scale this form of learning, it needs to spread beyond necessary research centers or innovation centers – it should be an imperative for all participants in the organization. It should also not be limited to participants within the provider’s organization – the provider should seek to pursue this form of learning among all participants within the growing ecosystem of providers that it orchestrates in pursuit of leveraged growth.

Second, the learning should not just be about reacting to the impact achieved from action already undertaken. The learning should also result from relentlessly tracking the trends that led the leadership to believe that specific and significant unmet needs are emerging among the people being served. Are those trends evolving as expected? Are there other trends that will also play a significant role in shaping those unmet needs? In what ways could these evolving trends help to anticipate even more significant unmet needs?

Learning in the form of creating new knowledge by acting together with others requires cultivating a set of capabilities among all participants – curiosity, connection, imagination, and creativity. That’s curiosity in exploring what’s changing, connecting with others to explore how the world is changing, imagination in seeing how the world and new opportunities are evolving, creativity in developing approaches that can deliver more and more value to the customers.

These capabilities are often highly suspect within existing organizations where the focus is on doing the assigned tasks without asking questions or deviating from the script. As a result, these capabilities, if they exist, are siloed in research labs or innovation centers.

This is one reason that successful strategies will be so difficult to replicate. They’re not a fixed target. They will be continually evolving as leaders learn how to deliver even more distinctive value.

Bottom line

Strategy is an evolving approach on how to achieve greater impact over time that is meaningful to the participants with the least amount of effort (and that is very difficult for other providers to replicate). It’s very difficult for existing organizations to pursue, which is why the five year plan has become the default strategy for most organizations. It may be difficult to pursue, but it will be increasingly necessary for success in a rapidly changing world.


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Escalating Return on Attention

Category:Connections,Emotions,Fear,Future,Learning,Opportunity,Paradox,Potential,Workgroups

Last week, I gave a talk at the South By Southwest conference in Austin where I focused on the increasing importance of return on attention. I believe this is becoming more and more central to success, but that business people are viewing this much too narrowly. There’s a significant untapped opportunity waiting to be addressed.

Paying attention to return on attention

Let me begin by saying that most business people are primarily focused on a very different metric to measure progress – return on sales. While I don’t want to dismiss this, I suggest that it’s too limiting for two reasons.

First, it’s inward looking – it focuses on the financial performance of the company. While that’s certainly important, the financial performance of the company is shaped by events and needs outside the company.

Second, by focusing on financial performance, it draws the attention of management to lagging indicators. It tells them how they have been doing. In a rapidly changing world, we need to be looking ahead, focusing on indicators that will help us to anticipate emerging opportunities.

We need to pay more attention to return on attention. In an increasingly competitive world, customers are gaining more power. Where customers choose to allocate their attention among a growing number of options competing for their attention, will determine who succeeds and who becomes increasingly marginalized.

We need to find ways to measure and monitor return on attention. But the challenge is that return on attention can be viewed at many different levels.

Level 1 of return on attention

When I talk with executives about return on attention, I find that they quickly narrow their focus to their own company. For them, return on attention is how much they have had to spend per unit of attention from their customers and promising prospects.

Once again, they understandably fall back to financial metrics and what they have had to “pay” for the attention of their customers. This is still very focused on the company and lagging indicators – how much have they had to pay in the past.

Level 2 of return on attention

We need to expand our horizons. Rather than focusing on the company, let’s shift our attention to the customers and their return on attention – what value are the customers receiving for the attention they are providing to the company? What’s their return on attention?

And, let’s stay focused on value received, rather than the amount of time and effort that customers have to invest in order to receive the value. The temptation here is to narrowly define value as delivering what the customers want and need today.

The challenge is that what customers want and need today may not be what is ultimately most valuable to them. As I’ve written about in The Journey Beyond Fear, people around the world are increasingly driven by the emotion of fear. In this kind of world, the most effective way to draw attention is to address the fears that are consuming customers – feeding the fear, providing them with defenses against perceived threats and helping them to escape from the fearful world around us (dare I mention metaverse?).

Addressing current needs can help to attract attention with less effort but, if the needs are not sustainable, is this the most promising way to increase return on attention for customers over time? Even more importantly, if the needs that customers perceive today are limiting their potential to create value that is more meaningful to them, are businesses serving the true needs of the customers?

Level 3 of return on attention

This takes us to an even more promising level of return on attention. Rather than just focusing on the current needs of the customers, maybe businesses should look ahead and anticipate emerging needs of customers that can create much more value.

Businesses need to expand their horizons even further. They need to not just focus on the return on attention to the customer today, but the return on attention to the customer over time. They need to ask what can help customers to achieve much more impact and value that is meaningful to them than what they are achieving today. What are the unmet needs of customers that customers themselves might not even be able to articulate today, but that could help them overcome their fear and motivate them to provide more and more attention?

While this requires businesses to look ahead, business executives should realize that the timing could not be better. One of the challenges for businesses today is the significant erosion of trust from their customers. While most customers could probably not articulate what is eroding their trust, a key driver is the growing recognition that companies are focused on serving their own short-term needs, rather than understanding and addressing the evolving needs of their customers to achieve more impact that is meaningful  in a more and more challenging world.

Businesses that understand what is driving the erosion of trust and actively seek to increase the return on attention of their customers will find that they will draw and retain the attention of those customers  much more effectively than they have in the past.

Level 4 of return on attention

But that’s not all. There’s an even bigger opportunity that remains to be addressed by both customers and the businesses serving them. In a rapidly changing world with mounting performance pressure, all customers have a need to find ways to continue to increase impact that is meaningful to them.

This creates a need for all customers to learn faster about how they can increase impact in areas that matter to them. In this rapidly changing world, this is not about learning in the form of training programs that share existing knowledge, but instead it’s about creating environments and conditions that can help customers to create entirely new knowledge at an accelerating rate – finding ways to create more and more value with less effort.

This kind of learning doesn’t occur in a training room. It occurs out in the real world as customers take action, assess the impact they are achieving, and reflect on what new actions they can take that will yield even more impact. As customers begin to see the need for this and the value it can provide, they will also begin to see that they can learn much faster and more effectively if they come together in small groups where they share a passion about increasing impact (I call them impact groups and have written about them here).

Customers will significantly increase their return on attention if they can participate in these learning environments because they will create much more value for themselves and for others. Businesses that see this emerging need and act aggressively to provide these learning environments will ultimately draw more and more of the attention of more and more customers and create much more value for themselves as well.

We need to see an intriguing paradox. The same long-term forces that are creating mounting performance pressure and a growing need for impact that is meaningful are also creating exponentially expanding opportunity – we can create far more value far more quickly and with far less resources than would have been imaginable a couple of decades ago. Those customers and businesses who see this exponentially expanding opportunity and actively seek to address it will dramatically increase their return on attention.

There’s an untapped business opportunity that I describe as “the trusted advisor” where businesses focus relentlessly on increasing the impact that their customers can achieve. This business opportunity has exponential potential.

Bottom line

In a more and more challenging world, where fear is becoming the dominant emotion, it is understandable why businesses are pursuing more and more short-term financial metrics for impact. But those metrics are increasingly limiting our ability to create value.

If we are going to unleash the exponentially expanding opportunity that is emerging around us, we need to find metrics that will excite and inspire us, and help us to overcome our fear. We need a deep and nuanced understanding of “return on attention” that is focused on the growing impact that our customers can achieve. This will help both our customers and our businesses to move beyond their fear and succeed in ways that will help all of us to flourish.


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Evolving Boards Into Springboards

Category:Collaboration,Connections,Emotions,Fear,Future,Leadership,Opportunity,Transformation

In a rapidly changing world, Boards of Directors (or Trustees) can play a significant role in becoming a catalyst for change within large, traditional companies and other institutions. Unfortunately, this role is still an untapped opportunity in most institutions.

What’s the need?

As I’ve written about extensively, we are in the early stages of a Big Shift that will transform our global economy and society. The paradox of the Big Shift is that it creates mounting performance pressure and exponentially expanding opportunities at the same time.

Mounting performance pressure takes many different forms – intensifying competition, accelerating pace of change and extreme, disruptive events. That pressure creates an imperative for change – if we continue to do what we’ve always done, we’ll become increasingly marginalized and ultimately be wiped out.

But the good news is that the same long-term forces are creating exponentially expanding opportunities – we can create far more value with far less resources and far more quickly than ever before. These are not just opportunities – they are imperatives. In the Big Shift world, only those who see and address these exponentially expanding opportunities will navigate successfully through the mounting performance pressure.

Re-imagining the role of boards

Boards today are generally viewed as fiduciaries for shareholders in the institution. Unfortunately, this role is generally defined too narrowly in today’s world. Board members are expected to represent the interests of shareholders as they currently express those interests. The problem is that shareholders are increasingly focused on maximizing short-term returns. “Short-termism” reigns supreme.

If the shareholders truly understood the exponentially expanding opportunities being created by the Big Shift, their interests would shift from maximizing short-term returns to unleashing the exponential returns that can be generated in the Big Shift. So, the challenge for Board members is whether they should continue to pursue the current short-term interests of shareholders or become catalysts to help shareholders (and management) see the much bigger opportunities that could generate far greater returns over time.

Catalysts for change

Boards are uniquely positioned to become catalysts for change in large, traditional institutions. While boards typically include some leaders from within the organization, they also bring together a group of individuals from outside the organization who represent diverse backgrounds. These individuals are uniquely positioned to provide an “outside-in” perspective for the management of the institutions who tend to become consumed by “inside-out” perspectives as they embrace scalable efficiency institutional models.

But to harness the potential of this “outside-in” perspective, board members must be willing and able to become provocateurs, challenging the implicit assumptions held by the internal management of the organization. They must invest time in exploring how the world outside the organization is changing and they are uniquely positioned to do this, given their backgrounds and experience outside the organization. They can not only rely on their own experience – they can also be proactive in inviting more outsiders to engage with them and the leadership of the organization regarding the trends that are re-shaping the environment of the organization.

These perspectives can help to build greater awareness of the large, emerging unmet needs of customers and other stakeholders of the organization (e.g., business partners and suppliers). They can also increase understanding of the potential to mobilize a broader set of resources to address those unmet needs and create much more value, with far less resources, and far more quickly than ever before.

These emerging perspectives can be catalysts for change at two levels. They can engage the internal management of the organization. At the same time, they can engage the external investors who are likely still pursuing narrow, short-term returns.

From provocation to excitement

Board members should never under-estimate the challenge of shifting the perspectives of the internal management or the external investors. To shift these perspectives, board members need to move beyond provocation. They need to frame exciting opportunities for creating much more value and focus on identifying the trends that are making these opportunities more and more feasible. Where possible, they should provide explicit examples of organizations that are already starting to address these opportunities and the impact that they have achieved. If those examples are not yet available, they should focus on identifying some short-term initiatives that the organization can pursue in addressing these opportunities and demonstrate tangible progress with relatively modest effort.

Those who have followed my writing will recognize that I am suggesting that board members should embrace a version of the “zoom out/zoom in” approach that can help to drive change by helping to overcome the fear and skepticism that often makes people resistant to change.

While the primary focus should always be on the exciting opportunities that can overcome fear and skepticism, board members can also be helpful in broadening the perception of risk among management and investors. Most risk management discussions focus on the risks associated with new initiatives. Very rarely is there any discussion of the risks associated with continuing on the current course. In the Big Shift world, continuing on the current course is often the highest risk option of all, yet few leaders or investors understand those risks.

The key is to understand that just focusing on the risk of the current path will only strengthen the fear that will increase resistance to change. If Board members want to become catalysts for change, they need to focus on framing exciting opportunities that can motivate management and investors to abandon their current beliefs and embrace new approaches that can deliver much greater rewards.

Bottom line

Board members are uniquely positioned to become catalysts for change, creating a springboard for the delivery of much greater impact and value in a rapidly changing world. To harness this potential, board members need to leverage their position as outsiders and help both management and investors to see exciting opportunities that are not yet on their radar screen. The key is to help both management and investors move beyond fear and cultivate intense excitement about exponentially expanding opportunities.

By playing this role, board members will become true fiduciaries for investors, helping them to significantly increase the return on their investment, while at the same time helping management to achieve much greater impact.


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The Metapsychology of the Metaverse

Category:Collaboration,Community,Connections,Context,Emotions,Exploration,Fear,Future,Learning,Narratives,Opportunity,Passion,Potential,Uncategorized

The metaverse is consuming conversations about technology these days. But, what is it? And, is it something we should welcome?

What is the metaverse?

I can’t pretend to offer a definitive definition of the metaverse – I certainly haven’t been able to find one. It’s one of my concerns in all this talk about the metaverse – many different definitions seem to be floating around so it’s not clear what we are talking about.

My best guess about what most people mean when they talk about the metaverse is that it is an immersive and persistent three-dimensional virtual realm, shared with many users, that brings together virtually enhanced physical and digital reality. It integrates many different technologies, including augmented reality, the Internet of things, virtual reality, and blockchain. Blockchain provides an opportunity to use cryptocurrencies and NFT’s to create a fully functional virtual economy in the metaverse where you can buy and sell any virtual asset.

The metaverse can have a significant game component, where participants compete to achieve certain goals and win prizes for their efforts. In fact, I would suggest that the video game world is rapidly evolving into the metaverse and may lead the way for other metaverse initiatives. However, the metaverse can be much more than a game.

The term “Metaverse” was first coined by the great science fiction author, Neal Stephenson in his book, Snow Crash, published 30 years ago. If you haven’t read it, I highly recommend it. In this book, Stephenson basically presents the metaverse as a virtual reality-based Internet populated by user-controlled avatars.

So, if this is what the metaverse is, is it good or evil? Well, the answer is – it depends. Like most technology, it’s not good or evil in itself. It all depends on how we use it.

The evil side of the metaverse

In a world that’s increasingly dominated by fear (see my book, The Journey Beyond Fear), there’s a significant risk that the metaverse will evolve in ways that limit our potential as humans, rather than expand it. What do I mean by that?

The metaverse is an artificial world that can provide an escape for those who are finding the real world very scary or limiting. If we’re driven by fear, it can draw us out of the real world and offer us a place to hide. If we’re consumed by boredom, it can provide us with an irresistible opportunity for excitement.

Temporary relief may be OK, but the metaverse can be designed to be addictive. Participants will find themselves spending more and more time in the metaverse, leaving the real world behind. Of course, for many metaverse designers, that’s what they’re seeking – make the metaverse an all-consuming experience.

The good side of the metaverse

While understandable, that misses the real opportunity of the metaverse. The metaverse can become a launchpad for all of us to achieve much more of our potential in the real world, but that will require a very different design of the virtual worlds we’re creating.

It requires a fundamental shift in focus in how to measure success. If the metaverse is designed to be an escape, the measure of success is how much time participants spend in the metaverse. If it’s a launchpad for impact in the real world, the measure of success is how participants are increasing their impact in the real world as a result of participating in the metaverse.

How could the metaverse help participants to increase their impact in the real world? It could begin by embodying the core elements of what I describe as opportunity-based narratives – a really big and inspiring opportunity out in the future and a call to action to address the opportunity. While the metaverse can present the opportunity in the virtual world, it would need to be clear that the opportunity exists in the real world as well, and help to motivate participants to pursue that opportunity there. Similarly, while the metaverse could provide an environment for action to pursue the opportunity in the virtual world, participants would need to understand that the real potential for impact is in the real world.

To help people address these opportunities, the metaverse could provide ways for people who are inspired by these opportunities to come together and discuss approaches that would have the greatest potential for impact in addressing these opportunities. These groups might even become what I call “impact groups.”

But it wouldn’t be just about discussion. In the metaverse, participants would be encouraged to take action. Initially, that action might be in the virtual world of the metaverse where it could be pursued perhaps more quickly and with less risk and more rapid feedback than in the real world. But, once again, participants would need to understand that this is simply a vehicle for learning how to have more impact in pursuing the opportunity in the real world. Designed appropriately, the metaverse could become a powerful learning platform that helps participants to learn faster through action together.

In short, the metaverse could become a vehicle for helping participants to overcome fear and boredom that they may be experiencing in the real world. It could do this by providing participants with the tools and connections that can help them address some very large and inspiring opportunities in the real world. Rather than providing an escape from the real world, the metaverse could motivate participants to return to the real world, excited about the potential to have much greater impact that is meaningful to them. Of course, they would regularly return to the metaverse to connect with more people and find ways to have even greater impact.

Metapsychology

So, why did I include metapsychology in the title of this blog? Of course, one reason was that it blended so well with metaverse. I may be using the term inappropriately, but it struck me that there’s an opportunity to explore the relationship between psychology and the metaverse.

In particular, it highlights the importance of understanding much more deeply how different design approaches to the metaverse could shape or influence the psychology of its participants. It’s also important to explore the relationship between the psychology of participants in the real world and in virtual worlds.

My view of the untapped opportunity is how the metaverse can help more and more people on the journey beyond fear and boredom. It can help to draw out hope and excitement in the real world that will motivate all of us to achieve much more of our potential.

Of course, we need to be careful about manipulation of emotions. From my perspective, manipulation occurs when we create environments or contexts that draw out certain emotions that are not in the best interest of the participants, but serve the interests of those who are creating the environments. In contrast, I am focusing on creating environments that will draw out emotions that we all as human beings have a hunger for – hope and excitement about an opportunity to have more impact in the real world that is meaningful to us and to others.

That’s ultimately where the money is. Many organizations seek to manipulate the emotions of others in order to serve their own interests. That may work in the short-term, but the key to generating long-term revenue and benefit comes from cultivating emotions that help us to achieve more of our potential.

Bottom line.

Like all technology, the metaverse can be used for good or evil. It’s up to us. As an optimist, I see the opportunity for enormous positive impact from the metaverse, but I’m concerned that there are strong incentives for metaverse designers to provide escape vehicles for participants and reduce the potential for positive growth in the real world. Once again, it’s up to us. How can we create more incentives for metaverse designers to provide us with launchpads in addressing very large opportunities in the real world?


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Shaping Serendipity with Narratives

Category:Collaboration,Community,Connections,Emotions,Fear,Future,Learning,Narratives,Opportunity,Passion,Potential,Serendipity,Trust

I have long challenged our conventional view of serendipity. I believe that those who master the art of serendipity will ultimately achieve much more of their potential and create value that is meaningful to them and others. But it won’t be easy. It will require us to move beyond our comfort zone and embrace new approaches.

Shaping serendipity

Most of us believe that serendipity is something that just happens and that all we can do is be prepared for it when it does happen. I devoted an entire chapter in my book on The Power of Pull to the opportunity that we have to shape serendipity – we can, through our actions, significantly increase the probability of it happening.

What are some examples? If you live in a small village, the likelihood of serendipity is much lower than if you move to a large city. If you’re booked from early morning to late in the evening with meetings with people that you already know, you’re much less likely to run into someone that you didn’t know and who could provide real insight into an issue you are addressing. The choices we make on a daily basis can significantly alter the probability of those unexpected encounters.

I can’t resist tying this to my new book – The Journey Beyond Fear. In that book, I discuss how fear is becoming the dominant emotion among people around the world. If we’re driven by fear, we tend to isolate or hang out with people we already know – we’re very reluctant to meet people we don’t know.

Serendipity matters

So why does this matter? Well, it turns out that serendipity is becoming more and more essential for success. As I’ve discussed in my research on the Big Shift, we live in a world of accelerating change and intensifying competition.

In this Big Shift world, we need to accelerate our learning, especially learning in the form of creating new knowledge, as we confront situations that have never been encountered before. One of the best ways to pursue this form of learning is to seek serendipity – encountering people who can provide unexpected insight into some of the challenges we are confronting.

Narratives as a catalyst for serendipity 

So, how do we do that? There are many ways, as I discussed in my book on The Power of Pull. In this post, I’m going to focus on an approach that I have come to believe is particularly powerful and yet rarely used. It involves the use of narratives which I discuss in more detail in my new book, The Journey Beyond Fear.

Most people view stories and narratives as meaning the same thing. I make an important distinction. For me, stories are self-contained. They have a beginning, a middle and an end – the end, the story is over. And stories are about the story-teller or some people, real or imagined. They’re not about you.

In contrast, for me, narratives are open-ended – there is no resolution yet. There is some kind of big threat or opportunity out in the future. It’s not clear whether it will materialize or not. And the resolution of the narrative hinges on you – it’s a call to action to those who are hearing the narrative. Their choice and actions will help to determine how the narrative plays out.

Opportunity-based narratives can be powerful catalysts for serendipity on two levels. First, they focus on a really, big inspiring opportunity that can help people more beyond fear and cultivate the passion that will take them beyond their comfort zone as they seek to address the opportunity. Second, these narratives have a call to action that motivates people to take action, including seeking out and connecting with others who share their excitement about the opportunity to be addressed. These are often people they have never met before.

Personal narratives

In The Journey Beyond Fear, I explore how narratives can be crafted at multiple levels – personal, institutional, geographical and movements. Let’s start with personal narratives. We all have a personal narrative that is shaping our choices and actions. Unfortunately, more and more of us are consumed by threat-based narratives, viewing the future as very threatening and feeding the emotion of fear. As a result, we often do not have a call to action to others – with fear, we tend to lose trust in others and isolate ourselves.

Imagine what we could accomplish if we found a way to craft an opportunity-based personal narrative – a narrative is shaped by some really big and inspiring opportunity in the future that could help us to achieve much greater impact that is meaningful to us. That opportunity could help us overcome our fear and realize that the opportunity is not just for us – it’s an opportunity that many could share. It would motivate us to spread the word about the opportunity and seek help from others in addressing the opportunity. As word spreads, the likelihood of serendipity increases. People we never knew will seek us out, excited about the ability to come together and pursue a shared opportunity.

Geographical narratives

(I’ll leave institutional narratives and movement narratives for another time.) I believe that geographies – cities, regions and countries – can craft inspiring opportunity-based narratives that will increase serendipity. What’s the evidence for that? Well, cities like Athens, Florence and Vienna have harnessed that potential (see more in The Journey Beyond Fear). For now, let me focus on where I live.

I’ve been in Silicon Valley for many decades and people often ask me how to explain the continued success of Silicon Valley. Others would focus on things like the universities and venture capital firms. I believe the success of Silicon Valley has ultimately been driven by a powerful opportunity-based narrative. At a high level, it focuses on the opportunity to change the world by harnessing the exponential potential of digital technology, but the call to action is that you need to come to Silicon Valley to help address this opportunity. It’s the reason why the majority of successful entrepreneurs in Silicon Valley were not even born in the US, much less Silicon Valley. They were drawn from all over the world by the inspiring opportunity-based narrative.

Once they came here, serendipity was unleashed. These people were continually running into other people at gatherings and on the street that they never knew before. And because they were so passionate about the opportunity that drew them here, they would quickly begin discussing a challenge that they did not yet know how to address and asking for help and advice. Serendipity sizzles in Silicon Valley. And it can sizzle in any geography that inspires people to come together to address a really big opportunity.

Unleashing the power of narratives

Narratives have enormous potential but we only unleash that potential if we craft our narratives in certain ways. As I’ve already indicated, we need to shift from threat-based to opportunity-based narratives that can help all of us to overcome our fears and our tendency to isolate as we lose trust in others. The opportunities need to be really big opportunities that will take some time to achieve and that will require the effort of many people who can share in the opportunity (ideally, the opportunity will become even bigger as more people come together).

We also need to make an effort to spread the word about the opportunity and encourage people to come together to address the opportunity. We need to find ways to reach people that we don’t know. Word of mouth can help, but writing and speaking about the opportunity to large groups of people can be even more helpful in attracting people we don’t know (dare I mention social media as one important avenue?).

Bottom line

In a rapidly changing world, serendipity becomes more and more central to success, given its power to generate new insight that we would have never had on our own. We have the ability to significantly improve the likelihood of serendipity. One powerful (and largely untapped) approach that can help in this quest for serendipity is the crafting of inspiring opportunity-based narratives with a call to action to a broad audience.

If we get this right, we can turn the mounting performance pressure of the Big Shift into exponentially expanding opportunity. We are now able to create far more value with far less resources and far more quickly than ever before. Let’s get started!


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Shaping Markets and Shaping Psychology

Category:Collaboration,Emotions,Fear,Future,Leadership,Opportunity,Paradox,Passion,Strategy,Transformation,Trust

Dee Hock, the founder of Visa, recently passed away. It’s been a catalyst for me to reflect on the role he played in expanding my horizon beyond strategy to explore the role of psychology in shaping our impact. This post will take one of my approaches to strategy – shaping strategy – and focus on its ability to shape our psychology.

Shaping strategies

I’ve written extensively about the untapped potential of shaping strategies, including here and here. In a world of accelerating change, business leaders have been embracing approaches like agility that focus on rapidly and flexibly responding to the events of the moment. The goal is to react to whatever is happening at the moment.

As a contrarian, I have challenged that view. In times of accelerating change and increasing uncertainty, we have more degrees of freedom to shape the markets and environments around us to create more value for ourselves and for other participants. But we have to see that opportunity and pursue it. And, to do that, we need to escape the reactive mindset that shrinks our time horizons.

Three elements of shaping strategies

Shaping strategies focus on addressing this opportunity. They rely on three elements: a shaping view, a shaping platform, and shaping actions and assets. The shaping view is the foundation of these strategies – it looks ahead and describes how a future market or industry might be structured in a very different way to create and capture much more value for its participants. Shaping platforms then provide a way for more and more participants to join in the effort – they help to reduce the effort and cost of participation while bringing quicker and larger returns. Finally, shaping actions and assets are ways that the shaper can overcome skepticism of potential participants that the shaping opportunity is achievable.

Even though we are in a world where shaping strategies are becoming more and more viable, very few companies or other institutions have pursued these strategies. Some of the most successful shapers have been Dee Hock (Visa), Malcolm McLean (containerized shipping), Victor Fung (Li & Fung), Bill Gates (Microsoft), and Marc Benioff (Salesforce.com). I discuss their approaches and the lessons that can be learned in my book, The Power of Pull.

Shaping psychology

So, how does this shaping strategy approach connect with shaping psychology? All three elements of a shaping strategy can be very effective in shaping the emotions of the participants.

Let’s start with the shaping view. When I developed this approach to strategy, I focused on the role of shaping views in framing an opportunity that would increase our perception of rewards and reduce our perception of risk.  When I was talking with Dee Hock about this, he interrupted me and said “you’ve got it all wrong. It’s not about risk and reward, it’s about fear and hope. That’s ultimately what motivates people to act.”

That was a wake-up call to me. I had been thinking in narrow business terms, when the real need was to focus on the emotions that shape our actions. I began to realize that the most effective shaping views seek to overcome the fear holding back many participants and cultivate hope and excitement about an opportunity that could be achieved if they all came together. After all, it’s fear that is holding us back from seeing big opportunities in the future and focusing us on simply reacting to whatever is going on at the moment.

Shaping platforms also help to shape the emotions of participants. By reducing the effort required to participate and creating more rewards for participation, these platforms make it easier to participate, even if participants still have some fear. They also help participants to overcome fear and build hope when they see more rapid rewards and connect with others who are enjoying similar rewards. These platforms would be even more effective if they were explicitly designed to address these emotions and help participants to make the journey beyond fear.

Shaping actions and assets provide a way for the shapers to demonstrate their commitment to the shaping opportunity. This can be a powerful way to overcome the lack of trust that comes with fear. For example, the shaper could make a large investment that would be viewed as a “bet the company” investment to demonstrate its commitment. If it is a smaller, entrepreneurial company, the shaper could also develop some early partnerships with larger and more influential companies that would increase the perception that the shaping strategy will succeed. These actions and assets help to strengthen hope and excitement that the shaping opportunity is real and will be accomplished.

Bottom line

I have written before about the paradox that we confront in the Big Shift that is transforming our global economy and society. On the one side, the Big Shift is creating mounting performance pressure – global competition is intensifying, the pace of change is accelerating and extreme, disruptive events come in out of nowhere. At the same time, the Big Shift is creating exponentially expanding opportunity – we can create far more value, far more quickly with far less resource than would have been imaginable a couple of decades ago. Shaping strategies are a powerful approach to help many of us to move from giving in to the mounting performance pressure and instead seeing and addressing the exponentially expanding opportunities.


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Connectivity and Decentralization

Category:Collaboration,Connections,Context,Decentralization,Edges,Future,Learning,Opportunity,Paradox,Passion,Potential,Trust,Workgroups

We’re in the early stages of a Big Shift that is transforming our global economy and society. The Big Shift produces many paradoxes, but here’s one that I haven’t written about: it is rapidly creating global connectivity while at the same time generating a growing desire for decentralization. How can we reconcile the two?

I’ve written about the Big Shift for a long time, including here. A key driver of the Big Shift is the ability to connect more quickly and cheaply with anyone or anything around the world. Certainly, this includes our ability to send a message to anyone in the world, but it also includes our ability to monitor in real time physical goods with Internet of Things technology. And it’s not just about communicating and monitoring, but also controlling and directing activities from a distance.

So, with all these connecting capabilities, we might anticipate more and more centralization where activities are controlled and monitored by fewer and fewer large, centralized global entities (e.g., governments and corporations).

Certainly, we are already seeing some of that. But, at the same time, I anticipate that we’re going to see more and more efforts to decentralize our activities – distributing or delegating activities, especially planning and decision-making, away from a central location or group. Why is that?

Accelerating pace of change

Growing connectivity accelerates the pace of change and makes the specific changes more and more challenging to anticipate. In a more rapidly changing and unpredictable world, we need to find ways to respond more quickly to unexpected developments. The conventional approach of tightly specifying business processes in advance from a central location is becoming less and less effective. Those who are in the best position to confront the unanticipated changes quickly are those who are on the front lines, not those who are sitting in some command center, even when supported by more and more powerful computers.

Context matters

Changes don’t occur in isolation. They occur in a specific context that shapes the change and the impact that it will have. Context is complex – it can’t be reduced to numbers or images. Those who are in the best position to “read” context are those who are living in it in the moment. If we want to address change effectively, we need to rely on those who are deeply embedded in the context. Context is becoming more and more important for value creation, as I have written about here.

Learning is an imperative

In a rapidly changing world, learning becomes essential. To be clear, this isn’t about learning in the form of sharing existing knowledge which is the focus of most learning today. Existing knowledge is becoming obsolete at an accelerating rate. The learning we all need to pursue is learning in the form of creating new knowledge and that is best pursued by coming together with others and learning through action, not just conversation.

When I say “coming together with others,” I mean coming together in small groups – I call them “impact groups” – which I have written about extensively, including here and here.  These groups range between 3 to15 participants. They stay small because the need is to build deep, trust-based relationships among the participants so that they can support and challenge each other in a continuing quest to pursue increasing impact in a specific domain.

Passion is the best motivation for learning

Learning in the form of creating new knowledge through action can be very challenging and involves taking a lot of risk. What’s the motivation to do that? Based on my research, the most powerful motivation is a very specific form of passion – the passion of the explorer – which I have written about here and here. People with this kind of passion naturally come together into the impact groups that I mentioned earlier and they seek environments where they can pursue their passion without constraints. They want to be free to take initiatives that have never been done before and to rapidly iterate on those initiatives when they gain insight on how more impact can be achieved.

Customers are gaining more power

Because of all the connectivity globally, customers are becoming more and more powerful and demanding. They have more access to information about more options and the ability to quickly switch from one product or service to another. In this kind of environment, they are less and less willing to settle for mass-market, standardized products and services. Instead, they are seeking products and services tailored to their specific needs and that will evolve rapidly as their needs evolve.

Erosion of trust in large, centralized institutions

Around the world, trust is eroding in all the large, centralized institutions – companies, governments, media, universities, etc. – that are so prominent in our economy and society. There are many reasons for this, but they are driven by a growing realization that these institutions are not addressing our evolving needs and are increasingly unsuited for the rapidly changing world around us.

Tying it all together

Decentralization will be driven by the intersection of many different needs and desires. If I had to summarize, I’d say that the two key forces are our growing need as providers to learn faster and our growing desire as customers to have products and services tailored to our needs. If we’re going to learn faster, we need to come together in small groups, driven by a passion to achieve increasing impact and we need to be able to act more quickly in ways that are tailored to our local context. On the other side, as customers, we are seeking providers we can trust who will address our unique and rapidly evolving needs.

The paradox is that both of these forces are being driven by growing global connectivity. The more connected we become, the faster everything will evolve and the more rapidly we will all need to learn in the form of creating new knowledge. And the more connected we become, the more ability we will have to pick and choose the products and services that meet our specific needs.

What will emerge?

What shape will decentralization take? Of course, that’s hard to predict in detail. But, as someone who enjoys exploring the edge, I am drawn to early indicators of how this decentralization might evolve.

From a corporate (and broader) institutional point of view, I’ve written about the “unbundling of the corporation.” Without going into too much detail, we’re already starting to see fragmentation of businesses in the digital space – everything from software to music and video. That fragmentation is beginning to spill over into physical products like craft beer and chocolate. I believe that’s just the beginning – we’re going to see more and more small, but very profitable, businesses emerging to address small segments of customers.

We’re also starting to see the growth of decentralized, autonomous organizations (DAO’s) that are focusing on decentralizing decision-making within organizations. There’s also a variety of initiatives to organize front-line workers into small pods or workgroups that are given more freedom to take initiative on their own. In China, the Rendanheyi model being championed by Haier with “micro-enterprises” operating within a much large company is beginning to attract more attention from around the world.

Of course, I have to mention blockchain as a major initiative in the technology space that embraces decentralization as a key organizing principle. While there’s been a lot of speculation and “boom/bust” initiatives in the early days of blockchain, blockchain reflects a strong desire for decentralization and is likely to provide a foundation for many initiatives seeking to decentralize Internet activity.

More generally, we’re seeing the spread of initiatives within the “human potential” movement that are organized around small groups of people who share a commitment to achieving more of their potential. Social change movements are increasingly focusing on “bottom up” approaches to change that embrace a cellular structure of small, local groups rather than pursuing a top-down centralized approach to change. In facing the challenges of the pandemic, we’ve seen the growth of mutual aid groups in local neighborhoods and communities.

Admittedly, these are all still early indicators of a trend towards decentralization, but they merit attention because the forces that I described earlier are going to drive significant growth of these kinds of initiatives.

Connectivity and decentralization

To be clear, I’m suggesting that connectivity and decentralization will unfold together. I’m not suggesting that decentralization will lead to increasing isolation of small groups. On the contrary, the proliferation of small groups will become increasingly connected into broader networks that can scale their learning and impact. Decentralization will actually drive a need for greater connectivity in the same way that connectivity is driving a growing need for decentralization. That’s the paradox.

Bottom line

We are in the very early stages of a paradoxical Big Shift. Growing connectivity will foster a growing need for decentralization and decentralization will increase the need for even more connectivity. This will have profound implications for how we organize and create impact in a rapidly changing global economy and society.

Those who are consumed by the connectivity trends are likely to get blindsided as decentralization begins to gain momentum. Decentralization will create enormous opportunities for value creation and will disrupt many of our large, centralized institutions around the world. We need to evolve a profoundly different set of institutions that will embrace the twin gifts of connectivity and decentralization.


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From Adaptation to Anticipation

Category:Collaboration,Connections,Emotions,Exploration,Fear,Future,Learning,Strategy

Adapt or die. We’ve all heard this imperative. While there’s some wisdom buried in this imperative, it needs to be drawn out. Most people interpret this imperative in a way that can become deeply dysfunctional and ultimately leads to death. Adapt is not sufficient – we need to first anticipate, then adapt.

Adapting in the Big Shift

What do I mean? Let me start by setting some context. As I’ve written about extensively, we’re in the early stages of a Big Shift that is transforming our global economy and society. The Big Shift has many dimensions to it, but one key dimension is the accelerating pace of change in all aspects of our lives.

When confronted with this accelerating change, we as humans have some natural reactions. The first reaction is to go into denial – we tend to diminish or even dismiss our perception of the changes that are going on around us. We want to believe the world is actually much more stable and that we’ll return to the world we knew and relied on.

As the change accelerates, we begin to flip the switch and go to the other end of the spectrum. Now, we’re consumed by the change we see around us and we begin to see that we need to change ourselves. How do we change? We embrace the need to adapt, but the adaptation we pursue is highly reactive. We react to whatever is happening in the moment and finding ways to change to meet the new needs surfacing around us.

Here’s the problem. As the pace of change accelerates and expands, falling into a purely reactive approach can become overwhelming. There’s so much that’s changing that we end up spreading ourselves way too thinly across so many different fronts that we fail to keep up with the changes consuming us.

The need to anticipate

So, what’s the alternative? Before we adapt, we need to invest the time and effort to anticipate. We need to look ahead and try to determine how the changes around us are likely to evolve. We need to anticipate which changes will lead to new opportunities that are the most meaningful to address.

This certainly won’t be easy, but that’s why it’s important to invest the time and effort to anticipate. I’ve written about the power of a zoom out/zoom in approach to strategy for institutions and I’ve explored the techniques that can help institutions to zoom out on a 10-20 year horizon and anticipate very big emerging opportunities. Over time, I’ve come to realize that this approach to strategy also has significant value for all of us as individuals.

We need to make the effort to look ahead 10-20 years and anticipate what the world might look like then and what really big opportunities are likely to emerge to address unmet needs of others. Consistent with a zoom out/zoom in approach, we need to then focus on the next 6-12 months to identify 2-3 initiatives that we could pursue in the short-term and that could have the greatest impact in accelerating our progress to addressing the really big opportunities that are emerging.

This is where adaptation can now play a much more useful role. Once we have some focus on the changes that really matter, we can avoid being distracted by changes that are temporary or marginal. As we pursue the short-term initiatives, we’ll quickly discover what new approaches can yield the greatest impact in helping us to evolve so that we can address the opportunities that really matter. We’ll adapt much more quickly because we’re committing more time and effort to the changes that really matter, rather than getting consumed by reacting to all the changes erupting around us.

There’s another important advantage to anticipation. In a world that’s rapidly changing and creating mounting performance pressure, we have a natural human tendency to be consumed by fear. While understandable, fear is also a very limiting emotion, as I’ve discussed in my new book, The Journey Beyond Fear. If we’re afraid, we tend to shrink our time horizons, we become much more risk averse, and our trust in others erodes. Fear diminishes our ability to adapt. We just focus on very short-term changes, we become less willing to go outside our comfort zone and we are more reluctant to seek help from others.

In contrast, if we make the effort to anticipate some really meaningful opportunities what will emerge from the changes around us, we’ll begin to draw out the passion of the explorer that will help us to adapt much more effectively and rapidly. Rather than being reluctant to adapt, we’ll be excited about adaptation because it will help us to achieve the impact that is meaningful to us. As a result, we’ll also be driven to ask for help from others so that we can accelerate our progress even more.

The untapped potential of leverage

That leads to another advantage of anticipation – it can help us to leverage our efforts and to learn much more rapidly. If we look ahead and identify a really big opportunity that’s meaningful to us, it’s much more likely to be meaningful to others as well. If we share our excitement about that really big opportunity and ask for help from others, we’re much more likely to draw others who also become excited about the opportunity. We’ll begin to achieve much greater impact as we unleash the network effects that come from joining together to achieve shared objectives.

But the benefit of this kind of leverage is even bigger. If others share our excitement about the really big opportunities ahead, they will also become motivated to adapt. They will be driven to come together with us so that they can learn faster together through action and reflection on the results achieved from their actions. They will be much more motivated to collaborate and take risks that are inevitably encountered when we seek to develop new approaches in a rapidly changing environment. And, no matter how smart and talented any of us are, we’ll learn a lot faster and adapt a lot faster if we come together in small groups with deep trust-based relationships where we are all motivated to learn faster together. I call these groups “impact groups” and I’ve come to believe that they will play a key role in accelerating our adaptation – I explore this in much greater detail in The Journey Beyond Fear.

Adaptation and evolution

But, wait a minute. I can hear some real push back around this notion of anticipation as a foundation for adaptation. Many people are likely to point to the evolution of species on Earth and say that they have evolved and survived based purely on adaptation, without anticipation.

Agreed. But the evolution of species has been driven by the law of large numbers. Each being may seek to adapt, but very few are successful. The good news is that there are generally a lot of beings in a species and most of them will die off to make room for the few lucky beings that pursue the right kind of adaptation. Those lucky beings will proliferate and eventually dominate the species until the next set of changes require further adaptation and then the cycle starts over again.

What I’m seeking is a way for all of us to not just survive, but thrive. I believe that’s a realistic objective if we all move beyond adaptation and focus on anticipation. Of course, this will take some time and we’ll need to cultivate the capability of anticipation. It won’t be easy, but it can be done if we come together and make the effort.

Bottom line

Don’t get consumed by the imperative to adapt. Begin by seeking to anticipate how the world is likely to evolve and the really big opportunities that will emerge in that world, providing us with the ability to have impact that’s much more meaningful to us. Once we begin to see those opportunities, we’ll be able to focus on adaptation that really matters. We’ll also be able to come together with others who excited about these opportunities and find ways to adapt much more rapidly and effectively than if we attempt to adapt in isolation. If we get this right, we won’t just survive, we’ll thrive in ways that are difficult to imagine in a world that is rapidly changing.


NEW BOOK

(if you've read the book, click here)

My new book, The Journey Beyond Fear, starts with the observation that fear is becoming the dominant emotion for people around the world. While understandable, fear is also very limiting.

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The book explores a variety of approaches we can pursue to cultivate emotions of hope and excitement that will help us to move forward despite fear and achieve more of our potential. You can order the book at Amazon.

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