Published: 20 June 2024
Every executive leader must be somewhat of a futurist, as conventional wisdom holds that foresight creates the context in which to strategize and make good decisions. But this Maverick research argues that, to become better futurists, we must thoroughly question the fundamentals of “futuring.”
This Maverick research contradicts conventional wisdom at the heart of the established process of trying to gain strategically relevant foresight. We dispute the very existence of the future, argue that time is not the most relevant dimension for executive leaders engaged in the process of “futuring,” and propose that the principal aim of futuring is not to make predictions that come true. As Maverick research, this document’s findings and advice should be treated with caution.
We live in an eternal present. History is nothing but our collective memory, and the future nothing but our collective imagination.
Futuring is
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