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About
More often than not, many businesses and organizations I work with view it as difficult or even impossible to foresee problems before they occur in our unpredictable world. In many ways, the circumstances we faced during the coronavirus pandemic were really nothing new. Sure, we may have never experienced this level of uncertainty before but being ahead of the curve by implementing my Anticipatory Organization Model and understanding what we can be certain about using my Hard Trend Methodology is always applicable. Where Do We Even Begin? Many start their business or career looking to change the world or their industry, but they do not know where to start. Having helped organizations with future planning and innovation for several decades, I applied personal experience and extensive research to develop a methodology for separating Hard Trends, which are future certainties that will happen, with Soft Trends, or future possibilities that are open to influence. Hard Trends cannot be changed while Soft Trends can. Understanding this allows you to see problems before they occur and pre-solve them, allowing you to redefine risk management and boldly innovate with relatively low risk. Conversely, just because Soft Trends may or may not happen does not mean that they won’t happen they are just not a future fact. Should I Avoid Agility? During the pandemic, we witnessed people largely embracing an agile mindset to deal with the accelerating pace of exponential technological change, solely playing defense. Absolutely not! Cyclical change is more or less a future certainty.

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