By Colin Wright - Uspire Chair
A passionate coach and mentor, Colin has a belief that knowledge and experience should be shared to enhance the lives and success of others.
Colin is a former Managing Director of Vodafone, Caudwell Group, Greencore and Hazelwood Foods.
"the nation will find it very hard to look up to the leaders who are keeping their ears to the ground"
Winston Churchill
Leadership has taken me on many journeys, exposing me to the critical importance of future-thinking in organisations. Time and again, I have witnessed the destructive effects of short-termism and the failure to anticipate future scenarios. We’ve all read the cautionary tales of Kodak and Blockbuster, and these were once giants, brought to their knees by an inability to evolve. But seeing these impacts from the inside and outside is far more alarming, and yet, each of these experiences has been a powerful teacher, sometimes just simply “what not to do.”
I think back to my time at Hazlewood Foods in the 1980s, a period when the company was the fastest-growing food stock in the market. What set Hazlewood apart was its entrepreneurial team’s bold vision for the chilled food sector with a vision that anticipated consumer demand long before it became mainstream. Similarly, John Caudwell’s ability to foresee how mobile customers would embrace, agile service, tariff innovation, accessible advice and great value redefined the telecommunications landscape. His leadership capitalised on the gaps left by larger providers who lacked the same foresight.
And then there was Vodafone a remarkable UK company that thrived on acquisitions until it realised the market had fundamentally changed. The leadership pivoted from merely expanding to embracing a globalised service mindset, a transformation critical to staying relevant in an increasingly connected world.
More recently, I’ve been inspired by an entrepreneur with a vision to help organisations become more agile. By rethinking how expensive product development aligns with real market needs, this approach has driven relevance and success where others might have faltered. It underscores a lesson I’ve learned over and over……leaders must adopt a forward-looking perspective.
In my journey, this future-thinking approach has served me well, and it’s a principle I’m passionate about sharing. Through The Uspire Network, I aim to provide the insights and strategies that leaders need to navigate the challenges of today and tomorrow. Leadership is not just about responding to the present, most importantly, it’s about shaping the future.
In an era of rapid change and uncertainty, the ability to think ahead is no longer a luxury; it’s a necessity. Businesses that succeed in navigating the complexities of the modern world do so not by chance but by cultivating leadership teams with the foresight to anticipate, adapt to, and shape the future.
Here are my ten lessons about why future-thinking leadership is essential and how building a forward-looking team can empower your organisation to thrive in the years ahead.
Lesson #1: Vision Beyond the Leader
“A leader’s greatest gift is not their vision but their ability to build a team that sees the horizon together.”
Traditionally, leadership has often been associated with a single visionary figure. While vision remains critical, modern challenges require collective foresight. A team that sees the horizon together ensures the organisations direction is not reliant on one individual. Collaborative visioning fosters resilience, enabling the organisation to adapt seamlessly when leadership transitions occur, or unforeseen challenges arise.
Building a team that collectively envisions the future encourages shared responsibility for success, amplifies creativity, and ensures a diversity of perspectives in decision-making. Leaders should focus on empowering their teams to not just follow a vision but actively co-create it.
A compelling example of a leader who exemplified the principle is Mike Maples Sr. during his tenure at Microsoft.
Joining Microsoft in 1988 from IBM, Maples faced initial scepticism from the younger workforce. However, he quickly demonstrated his value by restructuring the company and empowering teams with decision-making authority. This approach allowed Microsoft to efficiently manage and develop products like Word and Excel.
Maples emphasised the necessity of using a consistent process without dictating specifics, fostering an environment of autonomy and accountability. His management style was non-prescriptive yet effective, earning respect for his subtle but impactful guidance. Bill Gates and colleagues lauded Maples for his warmth and focus on human elements, contrasting with Microsoft’s intense work culture. He also took an interest in nurturing talent and creating opportunities for significant employee bonuses. Maples’ legacy includes both his strategic influence on Microsoft and the mentoring approach he applied in his professional and personal life.
Maples’ leadership style underscores the importance of building a team that collectively envisions the future, ensuring the organisation’s direction is not reliant on a single individual. By fostering a culture of shared vision and collaborative decision-making, he empowered Microsoft to adapt
seamlessly to challenges and transitions, highlighting the strength of collective foresight in achieving sustained success.
“We always overestimate the change that will occur in the next two years and underestimate the change that will occur in the next ten. Don’t let yourself be lulled into inaction.”
Bill Gates
Lesson #2: Preparing For Futures Beyond Our Reach
“The strength of a leadership team lies in its ability to plan for futures they may never see but are certain will come.”
Long-term planning often involves working towards outcomes that may not materialise during the tenure of current leaders. This principle is particularly evident in industries like healthcare, infrastructure, or education, where decisions today impact generations tomorrow. Future-thinking leaders embrace this challenge, understanding that their work forms the foundation for others to build upon.
This mindset encourages investment in sustainable practices, innovation, and ethical decision-making that transcend short-term gains. By planning for futures beyond their reach, leaders leave a legacy of stability and progress.
A fine example of a leadership team that exemplifies the principle of planning for futures beyond their tenure is The Elders. An independent group of global leaders founded by Nelson Mandela in 2007, with a vision of a world where people live in peace; conscious of their common humanity and their shared responsibilities for each other, for the planet and for future generations.
Comprised of former heads of state, diplomats, and activists, The Elders focus on addressing long-term global challenges, such as climate change, sustainable development, and human rights, with a vision that transcends immediate political cycles. Their commitment to future generations is evident in their initiatives, including the Climate Change program, which emphasises the urgency of combating climate change and the critical role of electing leaders committed to environmental conservation.
By prioritising the well-being of future generations, The Elders demonstrate how a leadership team can invest in sustainable practices and ethical decision-making, leaving a legacy of stability and progress for the world, they have contributed to global discourse and action on critical issues, leveraging their collective experience and moral authority to advocate for positive change.
“If you want to build a ship, don’t drum up people to collect wood and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea.”
Antoine de Saint-Exupery
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Lesson #3: Planting Seeds Today for Tomorrow's Growth
“Great leaders plant seeds of innovation in the present so their teams can harvest progress in the decades ahead.”
Leaders who think ahead know that the decisions and actions taken today shape the opportunities of tomorrow. They are like gardeners, planting seeds of innovation, nurturing them with resources, and protecting them from immediate pressures that might stifle their growth.
Fostering a culture of experimentation and innovation allows teams to explore new technologies, ideas, and business models that may not yield immediate results but can drive transformative change in the long term. Leaders should encourage risk-taking and provide the space for teams to explore innovative solutions without the fear of failure.
A prominent example of a leader who planted seeds of innovation in the present is Frederick Terman, often referred to as the “Father of Silicon Valley.”
As a professor and later dean at Stanford University, Terman recognised the potential for technological innovation and entrepreneurship in the region. In the 1940s and 1950s, he actively encouraged his students, such as William Hewlett and David Packard, to establish their own companies, providing mentorship and fostering a culture of innovation. Terman was instrumental in creating the Stanford Research Park, which attracted technology firms and facilitated collaboration between academia and industry. His visionary leadership and commitment to nurturing talent laid the foundation for the thriving tech ecosystem that Silicon Valley is known for today. Terman’s approach exemplifies how leaders can cultivate an environment that encourages experimentation and innovation, leading to transformative change over time.
“The only thing worse than being blind is having sight but no vision.”
Helen Keller
Lesson #4: Shaping The Next Ten Years
“Future-thinking leadership is not about predicting the next ten years but preparing to shape them.”
The future cannot be predicted with certainty, but it can be influenced. Effective leaders focus not on crystal-ball predictions but on developing the capabilities, mindset, and adaptability within their teams to respond to emerging trends and challenges.
Preparation for the future involves staying informed about technological advancements, societal changes, and global trends. It also requires cultivating an agile and resilient culture that embraces change. Leaders must inspire their teams to become active participants in shaping the future rather than passive responders to it.
A pertinent example of future-thinking leadership in Europe is the European Union’s approach to artificial intelligence (AI) regulation. Recognising the transformative potential of AI and the impossibility of predicting its exact trajectory over the next decade, the EU has proactively developed a comprehensive regulatory framework to shape its development and deployment.
The proposed Artificial Intelligence Act aims to ensure that AI systems used within the EU are safe, transparent, and respect fundamental rights. By categorising AI applications based on risk and implementing corresponding regulatory measures, the EU is preparing its member states to adapt to and influence the future landscape of AI technology.
This initiative reflects the often “much maligned” EU’s commitment to fostering an agile and resilient culture that embraces change. By setting clear guidelines and ethical standards, the EU empowers organisations and member states to actively participate in shaping the future of AI, rather than passively responding to technological advancements.
Through this forward-thinking approach, the EU exemplifies how leaders can prepare to shape the future by staying informed about technological trends and cultivating adaptability within their teams and institutions.
“The best way to predict the future is to create it.”
Peter Drucker
Lesson #5: Aligning Short-Term Actions with Long-Term Goals
“A team that thinks ten years ahead empowers an organisation to stay twenty years ahead of its competitors.”
While immediate results are crucial for survival, sustainable success demands a balance between short-term actions and long-term goals. Leadership teams that consistently think ten years ahead ensure the organisation remains on a trajectory of growth and relevance.
Such teams integrate forward-thinking strategies into everyday operations. For instance, investments in employee training, digital transformation, and research and development may not show results immediately, but they build the capabilities needed to outpace competitors in the long run.
A notable example of a leadership team that consistently thinks ahead to maintain a competitive edge is Amazon. From its inception, Amazon has demonstrated a commitment to long-term strategic planning, investing heavily in areas that may not yield immediate returns but position the company for future success.
In the late 1990s and early 2000s, Amazon invested significantly in building a robust distribution infrastructure and pioneering cloud computing services through Amazon Web Services (AWS). These initiatives required substantial upfront investment and were not immediately profitable. However, by anticipating the future needs of e-commerce and digital services, Amazon established a foundation that allowed it to stay ahead of competitors. Today, AWS is a leader in cloud services, and Amazon’s logistics network is a critical component of its e-commerce dominance.
This forward-thinking approach exemplifies how investing in long-term strategies, such as infrastructure development and technological innovation, can empower an organisation to maintain a substantial lead over competitors. By focusing on future growth and anticipating market trends, Amazon has ensured its continued relevance and success in the rapidly evolving global marketplace.
“Imagination is more important than knowledge. For knowledge is limited, whereas imagination embraces the entire world, stimulating progress, giving birth to evolution.”
Albert Einstein
Lesson #6: Building Success for the Next Generation
“Leadership thrives when it focuses not only on what’s next but also on who will lead when ‘next’ arrives.”
Future-thinking leadership involves succession planning and cultivating talent within the organisation. A robust leadership team doesn’t just plan for the next big project; it also ensures the continuity of vision and values by developing future leaders.
Mentorship, coaching, and leadership development programs are critical for identifying and nurturing the next generation of leaders. When today’s leaders invest in their teams’ growth, they secure the organisations future stability and success.
A notable example of effective succession planning is the Wallenberg family in Sweden, who control assets worth approximately £600 billion through family foundations. They have implemented a transparent and structured succession plan to transition power to the sixth generation! This plan includes assigning observer roles on boards and, for the first time, involving greater diversity in key leadership positions. By clearly delineating activities into business, foundations, and family, they ensure that members can pursue roles aligned with their interests. This proactive approach contrasts with traditional secretive succession processes and serves as a valuable model for family businesses across the world.
“It takes ten years to grow trees but a hundred years to rear people.”
Chinese Proverb
Lesson #7: Balancing Today and Tomorrow
“The foundation of sustainable growth is a leadership team that balances today’s needs with tomorrow’s possibilities.”
Balancing immediate demands with future opportunities is one of the greatest challenges for leadership teams. Organisations often face pressure to deliver short-term results, which can lead to neglecting long-term priorities. Future-thinking leaders resist this pressure by maintaining a clear focus on their vision while addressing current challenges.
This balance requires disciplined decision-making, prioritisation, and the ability to communicate the value of long-term investments to stakeholders. Leaders must consistently ask, “How will this decision affect our organisation five or ten years from now?”
A great example of leadership that effectively balances immediate needs with future possibilities is Honeywell under the leadership of David Cote. When Cote became CEO in 2002, Honeywell was grappling with integration challenges from previous mergers and a focus on short-term financial gains. Recognising the need for a strategic shift, Cote implemented the “One Honeywell” initiative, emphasising a unified internal culture and prioritising both short-term performance and long-term growth. He increased self-funded research and development spending from 3.3% of sales in 2003 to 5.5% in 2016, fostering innovation while delivering consistent financial results. By the end of his tenure, Honeywell’s market value had risen from $20 billion to $120 billion, exemplifying how disciplined decision-making and a clear vision can harmonise present demands with future opportunities.
“The future depends on what you do today.”
Mahatma Ghandi
Lesson 8: Spotting Opportunities in Challenges
“Future-ready leaders are those who can see opportunities where others only see obstacles and prepare their teams accordingly.”
The ability to reframe challenges as opportunities is a hallmark of future-ready leaders. Disruptions whether technological, economic, or environmental, can be devastating for organisations that fail to adapt. However, they also create opportunities for innovation and transformation.
Leadership teams with a future-thinking mindset remain vigilant, scanning the environment for signals of change and proactively positioning their organisations to capitalise on emerging trends. This proactive approach ensures resilience and agility, even in times of crisis.
An example of a future-ready leader who transformed obstacles into opportunities is Lisa Su, the CEO of Advanced Micro Devices (AMD). When Su took the helm in 2014, AMD was struggling to compete in the semiconductor industry, facing significant financial challenges and intense competition from rivals like Intel and Nvidia. Recognising the rapidly evolving landscape and the burgeoning demand for high-performance computing, Su spearheaded a comprehensive strategic overhaul. She refocused the company’s efforts on developing advanced processors and graphics technologies, particularly targeting the growing markets of gaming, data centres, and artificial intelligence. Under her leadership, AMD introduced the Ryzen and EPYC processor lines, which received critical acclaim and revitalised the company’s market position. By viewing the industry’s challenges as opportunities for innovation, Su not only turned AMD’s fortunes around but also positioned the company at the forefront of technological advancement. Her visionary approach exemplifies how leaders can anticipate future trends and prepare their teams to capitalise on them, ensuring long-term resilience and success.
“The future belongs to those who believe in the beauty of their dreams.”
Eleanor Roosevelt
Lesson #9: Embracing Uncertainty
“A leadership team that embraces the uncertainty of the future is the one most equipped to master it.”
Uncertainty is an inherent part of the future. While it can be intimidating, future-thinking leaders recognise it as an opportunity for growth and exploration. Rather than fearing the unknown, they foster a culture of curiosity and adaptability within their teams.
This mindset involves embracing iterative planning, prototyping, and continuous learning. By creating an environment where experimentation is encouraged, leaders empower their teams to navigate uncertainty with confidence and creativity.
Many people will be surprised by this leadership example that exemplifies embracing uncertainty because it’s the National Health Service (NHS) Leadership Academy. Recognising the ever-changing landscape of healthcare, the NHS Leadership Academy has developed programs to equip leaders with the skills to navigate and thrive amid uncertainty. One such initiative is the “Embracing Change & Uncertainty” module, which encourages leaders to view change as a constant and to adopt a mindset that welcomes it. This approach fosters a culture of curiosity and adaptability, enabling leaders to guide their teams through complex and unpredictable healthcare challenges.
By promoting continuous learning and flexibility, the NHS Leadership Academy prepares its leaders to handle unforeseen circumstances effectively, ensuring that the organisation remains resilient and responsive to the needs of patients and staff alike.
Lesson #10: The Collective Vision
“The vision of one leader can spark change, but a team aligned in future-thinking can ignite a revolution.”
While individual leaders can inspire and drive change, true transformation happens when a team shares a collective vision for the future. Aligned teams amplify the impact of their efforts, creating a unified force capable of driving innovation and achieving ambitious goals.
To foster alignment, leaders must communicate their vision clearly and involve their teams in its development. When team members feel ownership of the future vision, they are more motivated to contribute to its realisation.
“Innovation distinguishes between a leader and a follower.”
Steve Jobs
It would be impossible when expanding on a collective future thinking vision not to include an example of Apple Inc. during the development of the iPhone. Under the leadership of Steve Jobs, Apple assembled a cross-functional team of experts from various departments, including hardware, software, and design. This collaborative approach allowed the team to integrate diverse perspectives and expertise, leading to the creation of a revolutionary product that transformed the smartphone industry. By aligning the team around a shared vision and fostering an environment of innovation, Apple was able to achieve a level of success that redefined the company’s future and had a lasting impact on technology and society.
Insights
In this next section we will explore some of the great insights into visionary thinking and techniques that have assisted my creativity and strategic mindset.
The Art of the Long View
Peter Schwartz’s, The Art of the Long View, is a seminal work on scenario planning, offering readers a guide to navigating the uncertainties of the future. The book, published in 1991, is particularly relevant for leaders, policymakers, and strategists seeking to anticipate and shape long-term opportunities and risks. Schwartz, a futurist and co-founder of the Global Business Network, presented a practical framework for developing scenarios that foster strategic thinking and prepare organisations for diverse future possibilities.
Key Concepts of the Book
1. The Future-Back Approach
The future-back approach consists of three main steps:-
Define the vision
Envision a detailed and inspiring picture of the organisation’s desired future state. This vision must be ambitious but grounded in the organisation’s purpose and capabilities.
Map the strategy backward
Work in reverse to outline the pathways, capabilities, and investments needed to make the vision a reality.
Act in the present
Align current priorities and resources with the long-term strategy, ensuring the organisation starts building toward the future today.
This process forces leaders to think expansively about possibilities while connecting them to actionable steps.
2. Ambidextrous Leadership
The book highlights the importance of leaders balancing two roles:-
Operators - Ensuring the organisation runs effectively in the present.
Visionaries - Looking ahead to identify transformative opportunities.
The authors stress that effective leaders must integrate these roles, maintaining operational excellence while simultaneously investing in the future.
3. Building Future-Back Capabilities
Organisations must develop the following capabilities to succeed with the future-back approach:-
Foresight - Understanding emerging trends and their potential impact.
Visioning - Creating a compelling and vivid picture of the future.
Innovation - Generating and implementing ideas that drive long-term success.
Cultural alignment - Building a shared belief in the vision across the organisation.
The Good Ancester: A Radical Prescription for Long-Term Thinking
Roman Krznaric’s , The Good Ancestor: A Radical Prescription for Long-Term Thinking, is a compelling exploration of how humanity can shift its focus from short-term gains to long-term, intergenerational thinking.
Published in 2020, the book challenges the pervasive culture of short-termism in politics, business, and daily life, urging individuals and organisations to make decisions that prioritise the well-being of future generations.
Krznaric introduces the concept of becoming a “good ancestor,” someone who consciously considers the impact of their actions on the distant future. He argues that the decisions we make today, whether in governance, environmental stewardship, or innovation have profound consequences for generations yet to come. However, our current systems often prioritise immediate gratification, quarterly profits, and election cycles over the long-term health of the planet and society.
Krznaric presents a framework for cultivating long-term thinking, advocating for a profound cultural and psychological shift in how we approach the future. He believes this transformation is necessary to address existential threats such as climate change, biodiversity loss, and unsustainable resource consumption.
Key Themes and Concepts
1. The Tyranny of the Now
Krznaric critiques the dominance of short-term thinking, which he terms “the tyranny of the now.” He explores how this mindset, fuelled by consumerism, 24/7 news cycles, and rapid technological change, inhibits our ability to plan for the long term. The book highlights the consequences of this short-sightedness, including environmental degradation, social inequality, and political instability.
2. The Long Time Lens
The core of the book is the introduction of the ‘Long Time Lens’, a perspective that encourages thinking across multiple generations. Krznaric explores examples from history, such as the builders of medieval cathedrals who planned for projects that would take centuries to complete, or the Indigenous concept of the Seventh Generation Principle, which evaluates decisions based on their impact seven generations into the future.
3. Six Ways to Think Long-Term
Krznaric identifies six practical strategies to cultivate long-term thinking:-
Deep Time Humility - Recognising our place in the vast timeline of history.
Legacy Mindset - Acting with an awareness of the legacy we leave behind.
Cathedral Thinking - Planning ambitious, multi-generational projects.
Intergenerational Justice - Ensuring fairness across generations.
Holistic Forecasting - Considering a broad range of possible futures.
Transcendent Goals - Focusing on enduring values and aspirations.
Theory U: Leading from the Future as It Emerges
Otto Scharmer’s ,Theory U: Leading from the Future as It Emerges offers a profound framework for innovation, leadership, and change management. The book, first published in 2007 and expanded in later editions, challenges traditional top-down leadership models and introduces a process for transforming systems by connecting with the deeper, emerging future. Scharmer’s central premise is that to create meaningful change, leaders must let go of the past, become fully present, and engage with future possibilities.
The “U” in Theory U represents a journey that leaders and organisations take to access deeper levels of awareness and creativity.
This process consists of three main movements:-
Co-Sensing (Descending the U) - Observing current systems with an open mind and heart. Leaders must suspend judgment and preconceived notions, deeply listen, and immerse themselves in the realities of those they serve.
Presencing (The Bottom of the U) - The transformative moment where leaders let go of the past and connect with their highest potential. This is the state of “being present” to what the future wants to bring into existence.
Co-Creating (Ascending the U) - Acting from this renewed state of awareness to prototype and implement innovative solutions that align with the emerging future.
This journey through the U emphasises not only intellectual engagement but also emotional and spiritual connection, making it a holistic approach to leadership.
Key Principles of Theory U
Scharmer identifies three inner capacities required for the U-process:-
Open Mind - The willingness to challenge assumptions and explore new perspectives.
Open Heart - Empathy and the ability to connect emotionally with others’ experiences.
Open Will - Letting go of ego and control to embrace vulnerability and change.
Letting Go and Letting Come
A core element of Theory U is the practice of letting go of old habits, mental models, and fears that anchor leaders in the past. This is followed by “letting come,” a process of opening oneself to new ideas, possibilities, and visions of the future.
Presence: Human Purpose and the Field of the Future
‘Presence: Human Purpose and the Field of the Future’, is a ground-breaking work that explores how individuals and organisations can engage in profound learning cycles to sense and actualise future possibilities. Published in 2005, the book provides a synthesis of insights from systems thinking, leadership, and spirituality, offering a holistic approach to change and transformation. The authors, Peter M. Senge, Otto Scharmer, Joseph Jaworski, and Betty Sue Flowers bring together decades of research and practical experience to present a framework for addressing complex challenges in a deeply interconnected world.
The central premise of the book is that transformative change begins with a shift in how we perceive ourselves, our organisations, and the systems we operate within. This shift requires us to embrace presence, a state of being fully aware, connected, and attuned to the emerging future.
Key Themes and Concepts
1. The Deep Learning Cycle
At the heart of the book is the deep learning cycle, a process of transformation that unfolds through four key stages:-
Suspending - Letting go of habitual ways of thinking and seeing the world.
Redirecting - Reconnecting with deeper sources of knowledge, intuition, and creativity.
Letting Go - Releasing attachment to the past and opening to new possibilities.
Letting Come - Embracing what is emerging and acting in alignment with the future.
This cycle enables individuals and organisations to move beyond reactive problem-solving and engage in generative learning that creates new realities.
2. Systems Thinking and the Interconnectedness of Life
The authors emphasise the importance of systems thinking, a way of understanding the interdependence of all elements within a system. Rather than focusing on isolated problems, systems thinking encourages leaders to see the bigger picture and understand the dynamics that shape behaviour over time.
Key insights include:-
Seeing the Whole - Recognising that individual actions impact the larger system and that systemic issues require systemic solutions.
Feedback Loops - Understanding how patterns of cause and effect operate within systems.
Leverage Points - Identifying areas where small changes can create significant impact.
The authors argue that true transformation requires a shift from linear, mechanistic thinking to a more holistic, relational perspective.
3. The Practice of Presence
Presence is not merely about being in the moment; it is about connecting with a deeper sense of purpose and aligning actions with that purpose.
The practice of presence involves:-
Mindfulness - Cultivating awareness of thoughts, emotions, and surroundings.
Embodied Learning - Engaging the whole self, mind, body, and spirit, in the process of transformation.
Dialogue - Engaging in authentic conversations that foster mutual understanding and collective wisdom.
The authors highlight the importance of creating spaces for reflection and dialogue within organisations, enabling teams to connect with their shared purpose and co-create the future.
The book also introduces the concept of generative leadership, a style of leadership that focuses on nurturing the conditions for growth, innovation, and transformation.
Generative leaders:-
Sense the Emerging Future - Stay attuned to signals of change and opportunities for innovation.
Create Safe Spaces - Foster environments where individuals feel empowered to share ideas and take risks.
Act with Integrity - Align actions with values and purpose.
This approach contrasts with traditional command-and-control leadership, emphasising collaboration, adaptability, and vision. A significant insight in ‘Presence’, is the potential of collective intelligence, the ability of groups to achieve greater understanding and creativity than individuals acting alone.
The authors explore how organisations can tap into this potential by fostering:-
Shared Vision - Creating a compelling and unifying sense of purpose.
Collaborative Practices - Encouraging open dialogue and cross-disciplinary collaboration.
Learning Organisations - Building cultures that prioritise continuous learning and adaptation.
By leveraging collective intelligence, organisations can tackle complex challenges and co-create innovative solutions.
Conclusion……The Power of Future-Thinking Leadership
The best leaders don’t just react to change, they shape it. Future-thinking leadership is not about predicting the next decade with certainty but about cultivating the mindset, culture, and strategy to prepare for it. It is about recognising that today’s actions lay the groundwork for tomorrow’s success and that leadership is not just about guiding a company but about ensuring its resilience, adaptability, and long-term relevance.
As explored throughout this blog, visionary leaders are gardeners, not just architects plant seeds of innovation, nurture their teams, and create the conditions for sustainable success. Whether it’s building a collective vision, investing in long-term capabilities, or fostering a culture of adaptability, the leaders who think ahead empower their organisations to stay ahead.
The lessons all underscore the same truth that short-term wins are necessary, but long-term vision determines legacy. The most successful organisations are those led by individuals and teams who balance today’s needs with tomorrow’s possibilities, who can see opportunities where others see obstacles and prepare for futures beyond their own tenure.
As we continue to navigate an era of rapid change and disruption, the challenge for leaders is clear……Will you simply respond to the future, or will you actively shape it?
Your Future Starts Now
The greatest investment a leader can make is not just in their own vision, but in a team that sees the horizon together. If you’re ready to take the next step in future-thinking leadership, start by cultivating foresight, developing your team, and embedding long-term thinking into everyday decision-making. Because the future doesn’t just happen, it is built, shaped, and led. And the leaders who prepare for it today will define it tomorrow.