๐“๐ก๐ž ๐ฅ๐ž๐ฌ๐ฌ๐จ๐ง ๐ก๐ž๐ซ๐ž ๐ข๐ฌ ๐œ๐ฅ๐ž๐š๐ซ: ๐ˆ๐Ÿ ๐ฒ๐จ๐ฎ๐ซ ๐œ๐จ๐ฆ๐ฉ๐š๐ง๐ฒ ๐œ๐š๐งโ€™๐ญ ๐š๐ง๐ฌ๐ฐ๐ž๐ซ ๐ญ๐ก๐ž ๐Ÿ๐ข๐ซ๐ฌ๐ญ ๐ช๐ฎ๐ž๐ฌ๐ญ๐ข๐จ๐ง, ๐ข๐ญ ๐ฐ๐จ๐งโ€™๐ญ ๐ž๐ฏ๐ž๐ง ๐ก๐ž๐š๐ซ ๐ญ๐ก๐ž ๐ฌ๐ž๐œ๐จ๐ง๐. ๐€๐ง๐ ๐ฐ๐ข๐ญ๐ก๐จ๐ฎ๐ญ ๐š๐ง๐ฌ๐ฐ๐ž๐ซ๐ข๐ง๐  ๐ญ๐ก๐ž ๐ฌ๐ž๐œ๐จ๐ง๐, ๐ข๐ญโ€™๐ฌ ๐ข๐ฆ๐ฉ๐จ๐ฌ๐ฌ๐ข๐›๐ฅ๐ž ๐ญ๐จ ๐๐ž๐Ÿ๐ข๐ง๐ž ๐จ๐ซ ๐ฅ๐ž๐š๐ ๐ข๐ง ๐ฐ๐ก๐š๐ญ ๐œ๐จ๐ฆ๐ž๐ฌ ๐ง๐ž๐ฑ๐ญ.

One question is for the present; the other is for those who can see beyond it.

Brian Evergreen recently posed a crucial distinction between two strategic questions:

โ€œ๐–๐ก๐š๐ญ ๐ฉ๐ซ๐จ๐›๐ฅ๐ž๐ฆ๐ฌ ๐๐จ ๐ฐ๐ž ๐ง๐ž๐ž๐ ๐ญ๐จ ๐ฌ๐จ๐ฅ๐ฏ๐ž?โ€ ๐š๐ง๐ โ€œ๐–๐ก๐š๐ญ ๐Ÿ๐ฎ๐ญ๐ฎ๐ซ๐ž ๐๐จ ๐ฐ๐ž ๐ฐ๐š๐ง๐ญ ๐ญ๐จ ๐ฌ๐จ๐ฅ๐ฏ๐ž ๐Ÿ๐จ๐ซ?โ€

๐“๐ก๐ž ๐Ÿ๐ข๐ซ๐ฌ๐ญ ๐ช๐ฎ๐ž๐ฌ๐ญ๐ข๐จ๐ง ๐ข๐ฌ ๐Ÿ๐จ๐ซ ๐›๐ฎ๐ฌ๐ข๐ง๐ž๐ฌ๐ฌ๐ž๐ฌ ๐ ๐ซ๐จ๐ฎ๐ง๐๐ž๐ ๐ข๐ง ๐ญ๐ก๐ž ๐ง๐จ๐ฐ. Itโ€™s a familiar territory, focused on addressing immediate issues. Companies like #Blockbuster Kodak and Borders thrived by solving these problems, until the very end. They were making smart, reasonable decisions, fixing what was in front of them, until the ground shifted beneath their feet. Simple said, they were disrupted.

๐๐ฎ๐ญ ๐ก๐ž๐ซ๐žโ€™๐ฌ ๐ญ๐ก๐ž ๐œ๐ซ๐ข๐ญ๐ข๐œ๐š๐ฅ ๐ข๐ง๐ฌ๐ข๐ ๐ก๐ญ: without perspective, businesses rarely choose the path of whatโ€™s next. Enterprises have a good-โ€˜yetโ€™-bad habit of being risk-averse by nature, classically anchored in solving the problems of today, yet today was last month. This is why many enterprises find themselves in peril, not because they arenโ€™t solving problems, but because theyโ€™re not asking the right question for the future. -๐ถ๐‘œ๐‘›๐‘ก๐‘–๐‘›๐‘ข๐‘’๐‘‘ ๐‘๐‘’๐‘™๐‘œ๐‘ค

๐“๐ก๐ž ๐ฌ๐ž๐œ๐จ๐ง๐ ๐ช๐ฎ๐ž๐ฌ๐ญ๐ข๐จ๐ง: What future do we want to solve for?โ€ is for those who see the bigger picture, yet have a good understanding of self and who are self aware. Itโ€™s a question that requires vision, boldness, and the willingness to blaze a trail where none exists. Yet, in many enterprises, even if this question is raised, itโ€™s often silenced by a culture thatโ€™s too entrenched in the present to entertain the possibilities of tomorrow.

Enterprise organizations can work to solve this by fostering ๐›๐ซ๐š๐ฏ๐ž ๐ฌ๐ฉ๐š๐œ๐ž๐ฌ through ๐€๐ฅ๐ข๐ ๐ง๐ฆ๐ž๐ง๐ญ, ๐‚๐ฅ๐š๐ซ๐ข๐ญ๐ฒ, ๐š๐ง๐ ๐“๐ซ๐š๐ง๐ฌ๐ฉ๐š๐ซ๐ž๐ง๐œ๐ฒ (๐€๐‚๐“). This ensures future-focused ideas are aligned with the companyโ€™s goals, clearly communicated, and transparently executed. Additionally, ๐Ÿ๐ซ๐š๐œ๐ญ๐ข๐จ๐ง๐š๐ฅ ๐ฅ๐ž๐š๐๐ž๐ซ๐ฌ๐ก๐ข๐ฉ can bring in diverse perspectives to help envision and navigate the future effectively

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Doug Shannon

Doug Shannon, a top 50 global leader in intelligent automation, shares regular insights from his 20+ years of experience in digital transformation, AI, and self-healing automation solutions for enterprise success.