Imagine What's Next Daniel Forrester

This episode of Imagine What’s Next features economist and future design expert Professor Saijo, an advocate of “future design” as a framework for research related to sustainability, including the decision-making that takes future generations into consideration. These ideals are being put into practice in workshops for local Japanese governments and other organizations, and have the potential to impact the world in a variety of positive ways. Professor Saijo completed his studies at the University of Minnesota’s Graduate School of Economics and is currently a professor at Osaka University’s Center for Environmental Innovation Design for Sustainability and a professor at Hitotsubashi University’s Institute of Economic Research. He is also the Program Director of the Research Institute for Humanity and Nature and a Research Director with the Tokyo Foundation for Policy Research. Today he sits down with Daniel Forrester for a conversation about future design — its impact, possibilities, and the value that will come with a successful alignment of future design and the multi-generational thinking in Japan into other global cultures. Together Daniel and Yoshi consider the benefits of allowing the future to speak and make a case against the unintended consequences and blind spots that are too often associated with today’s short-term approach to design and planning.
 
Key Takeaways:
[1:09] Tatsuyoshi Saijo introduces future design and seven-generation planning.
[7:20] The impact of the intergenerational sustainability experiment.
[10:45] Surprising results from this experiment and what we need to do about them.
[15:10] Considerations regarding those who came before us and who will come after us.
[19:30] A definition and example of Yoshi’s high-impact workshops and use cases of future design.
[26:00] Distinguishing features of future thinkers and their level of influence on current plans.
[28:15] The implementation of future design plans in Japan.
[32:49] Activating the possibilities and incentives of future-ability.
[35:48] The importance of transferring the successful alignment of multi-generational thinking in Japan into other global cultures.
[41:37] The sense of urgency that Yoshi feels when educating others on the impact of future design.
[45:05] The role that bias can play and other potential negatives in future design.
[51:35] The quiet revolution of future design and Yoshi’s view of the world from his great-grandchildren’s point of view.
 
Brought to You By: Daniel Forrester
Podfly Productions
 
Continue the Journey:
Tatsuyoshi Saijo
The Long View, by Richard Fisher 
Daniel Forrester’s new edX Course — Generating Vision: Long-Term Big Ideas That Motivate Employees and Stakeholders
 

In this episode of Imagine What’s Next, Daniel Forrester is joined by Princeton scholar Dr. Eddie S. Glaude Jr. One of the nation's most prominent scholars, Dr. Glaude is a passionate educator, author, political commentator, and public intellectual who examines the complex dynamics of the American experience. He is the James S. McDonnell Distinguished University Professor of African American Studies at Princeton University, where he is also the Chair of the Center for African American Studies and the Chair of the Department of African American Studies. Together Eddie and Daniel consider the history and future of bringing into reality a long-term vision of American ideals. They discuss short-termism, long-term hope, the work that has already been done, and all that will yet be required of our young country to make America the place that our founding fathers envisioned it to be.
 
Key Takeaways:
[1:09] Eddie Glaude defines short-termism as it impacts policymaking in America today.
[4:55] Though imperfect, America’s founding documents did get these points right.
[7:20] Our work in realizing America’s ideals is far from done — what are the next steps?
[9:45] Imagining a sense of common good starts with identifying our obligations to one another.
[13:58] Reflections on the power of Dr. Martin Luther King’s “I Have a Dream” speech.
[18:45] Understanding James Baldwin’s view of the nature of the country.
[21:22] The long-term American ideal questions that 2024 presidential candidates need to be able to answer.
[24:01] Eddie’s hopeful views of where America is headed in spite of all that our history holds and the challenges we currently face.
 
Brought to You By: Daniel Forrester
Podfly Productions
 
Continue the Journey:
Eddie Glaude
Daniel Forrester’s new edX Course — Generating Vision: Long-Term Big Ideas That Motivate Employees and Stakeholders
 
Tweetables:  
“When I imagine what’s next, I imagine a world where your skin color, who you love, your gender, your ability, where you live, your zip code, doesn’t matter in how you perceive your dreams and how we live together.”
 
“We’ve been living in a society that has been driven by a certain kind of consumerist ethic that has spilled over into our politics that has shadowed our conceptions of the good and our understanding of what it means to flourish.”
 
“Often we become complacent in the face of the giants who bequeathed to us extraordinary ideas. We think the work has already been done.”
 
“We have to reject the idea that we are all self-interested persons in competition and rivalry with one another.”
 
“The common good isn’t possible until we recognize some sense of commonality between us.”
 
“To be optimistic is naive, but to be hopeful is to fight for a future that you have yet to see.”

In this episode of Imagine What’s Next, Daniel Forrester welcomes Sarah Williamson, CEO at FCLTGlobal. Sarah leads the FCLTGlobal efforts at conducting innovative, practical research, engaging with their global membership, sharing their perspectives and research with constituents globally, and building a strong team. Together Sarah and Daniel explore the value of long-term thinking when developing powerful, lasting company strategies. Sarah addresses the pitfall of short-termism, the power of incentives, and what it truly means to have a long-term vision for a company that will benefit not only our current capital allocation efforts but our children’s children’s well-being as well.
 
Key Takeaways:
[:56] Sarah Williamson highlights the mission and counterculture efforts at FCLTGlobal.
[3:35] The scope of the FCLTGlobal membership and platform.
[6:03] Defining short-termism and its warning signs, symbols, and examples.
[10:00] Do companies have choices regarding their quarterly reporting behavior?
[15:53] Noteworthy distinctions between short- and long-term investors.
[19:45] A look inside the long-term thinking conversations that Sarah guides.
[23:28] The key role of incentives in supporting a long-term vision.
[27:10] Sarah highlights best practices in utilizing incentives.
[31:45] The role that CEOs play in driving a long-term agenda.
[35:28] Long-term thinking is the only way to approach ESG.
[40:06] Sarah shares her vision for the long-term future and outcomes at FTLCGlobal.
 
Brought to You By: Daniel Forrester
Podfly Productions
 
Continue the Journey:
Sarah Williamson
FTLCGlobal

Daniel Forrester’s new edX Course — Generating Vision: Long-Term Big Ideas That Motivate Employees and Stakeholders

In this episode of Imagine What’s Next, Daniel Forrester is joined by Adam Brase, Executive Director and Division Chair of Strategic Intelligence at Mayo Clinic. In his role, Adam works to construct a positive vision of all that is possible in the future at Mayo Clinic. In their conversation, Adam highlights the work that he does in his strategic intelligence role, how he draws others into a more positive vision of the future with future-back planning sessions, and the effective strategies he uses to engage the C-suite in the future of medicine, the possibilities presented by AI technologies and the value of the third dimension of knowledge assembly.
 
Key Takeaways:
[:52] Adam Brase describes how the Mayo Clinic is organized and the unique aspects of the organization’s governance.
[4:39] What are the demands of Adam’s strategic intelligence role?
[6:46] Three key points of future-back planning when preparing for what is coming next.
[9:30] Setting the conditions for optimal future-back planning sessions.
[12:47] How to prepare for and who to invite into a successful future-back planning session.
[16:02] Effective strategies for facilitating positive, visionary meetings.
[25:04] Using analogy to make a clear and effective point.
[29:48] Navigating conversations surrounding the third dimension of knowledge assembly.
[34:30] The role that humility mixed with curiosity plays in forward thinking and planning.
[36:33] What has Adam learned about future thinking dosage and potency in the C-suite?
[40:18] How can disruptive AI technology be weaved into strategic planning, and what problems could it solve?
[44:51] Adam highlights the newest emerging pieces of progress at the Mayo Clinic.
 
Brought to You By: Daniel Forrester
Podfly Productions
 
Continue the Journey:
Adam Brase
The Mayo Clinic
 
Daniel Forrester’s new edX Course — Generating Vision: Long-Term Big Ideas That Motivate Employees and Stakeholders
 

Welcome back to Imagine What’s Next, the podcast that highlights interviews with leading thinkers in the space of foresight, vision, long thinking, and getting big ideas right. In this episode, Daniel is joined by David Reimer, CEO of The ExCo Group. The ExCo Group is a firm of former CEOs and board members who act as mentors and advisors to current CEOs and board members in regard to leadership development and the leadership of the future. David shares the characteristics and vision of 21st Century leaders, how the pandemic has changed what is expected of a visionary leader, and what The ExCo Group is doing to support the leaders of tomorrow today.
Brought to You By: Daniel Forrester
Podfly Productions
 
Continue the Journey:
David Reimer
The ExCo Group
 
The CEO Test: Master the Challenges That Make or Break All Leaders
Daniel Forrester’s new edX Course — Generating Vision: Long-Term Big Ideas That Motivate Employees and Stakeholders

Welcome to Imagine What’s Next, the podcast that highlights interviews with leading thinkers in the space of foresight, vision, long thinking, and getting big ideas right. This podcast has been created in tandem with Daniel Forresters’s new edX course VISION01 — “Let the Vision Journey Begin.” Both explore the “why movement” linked to crafting purpose and mission statements that are now being supplanted by the emerging “where movement.” This movement goes beyond brainstorming towards declaring the “big ideas” that will inspire stakeholders. “Where are we going?” as an organization is the primal question posed by employees that CEOs and product managers must smartly address.
 
In this episode, Daniel is joined by Cris Gardner, head of Strategic Development and VP of Futurecasting at AARP. Cris talks about her futurecasting role at AARP, how her team determines which trends and technologies are worth presenting to the C-suite, and the critical role that storytelling plays in proposing new ideas. Cris offers her insights into the role that futurecasting should play in every major company and exactly how much time forward-thinking C-suites should spend investing in the long-term big ideas that generate vision.
 
Key Takeaways:
[:44] Daniel introduces his guest for this episode — Cris Gardner.
[2:25] According to ChatGPT, why does AARP matter? Cris weighs in on the innovation component of this massive organization.
[5:36] The innovation and strategy component of Cris’ futurecasting role at AARP.
[8:48] Addressing multigenerational strategic thinking starts with insights into the audience AARP serves.
[14:24] How does Cris down-select ideas to determine which ideas are worth presenting to management?
[20:10] The process of approaching the C-suite and framing conversations with a longer-term view.
[25:54] Cris reveals the scenarios and artifacts she brings into the room when proposing a new trend or technology.
[30:35] Why does having empathy matter as Cris is bringing the future into a conversation?
[32:13] Co-creation helps leaders imagine new possibilities — what does AARP do with new knowledge?
[38:04] Does the futurecasting division of AARP create a competitive advantage?
[42:09] Are strategic intelligence and foresight functions a necessary component of every major company’s future?
[44:33] Dosage matters when it comes to talking about the future — how many units of energy does Cris recommend a C-suite dedicate to future thinking?
Brought to You By: Daniel Forrester
Podfly Productions
 
Continue the Journey:
Cris Gardner on LinkedIn
AARP
Generating Vision: Long-Term Big Ideas That Motivate Employees and Stakeholders