Tag Archives: Inspiration

It’s the Customer Baby!

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Bringing the Voice of the Customer Together with a Pursuit of Excellence

LAST UPDATED: November 19, 2025 at 9:37AM

It's the Customer Baby!

by Braden Kelley

One treat at Customer Contact Week (CCW) in Nashville recently was having the opportunity to see and hear basketball legend Dick Vitale. I can’t all share all of the stories here, but one thing that stuck with me from his musings were that the keys to a successful life are passion, preparation and perseverance.

Whether you are successful at anything you attempt is going to come down to your desire, dedication, determination and discipline. AND, guiding your life by eternally asking yourself the following question:

“Was I better today than I was yesterday?”

After Dick Vitale’s talk I attended a few other sessions throughout the day, including one of the Voice of the Customer (VOC) with Tisha Cole of Kenvue. Key session insights include:

The core theme emerging from the session centers on the strategic interpretation and deployment of Voice of the Customer (VOC) data to drive tangible business value. A critical finding is the frequent decoupling of customer sentiment metrics, like Net Promoter Score (NPS), and actual purchase behavior or revenue. This suggests a scenario where customers may express dissatisfaction yet remain “trapped” due to high switching costs or lack of viable alternatives, highlighting the need to look beyond simple scores. To move from raw data to action, organizations must focus on actionable data — tying survey results and other VOC sources to operational metrics to identify specific levers. Analyzing trending topics in sentiment and breaking down verbatims against people, process, and technology provides the necessary granularity to pinpoint the root cause of issues and determine which business function (HR, Finance, etc.) is responsible for influencing the relevant outputs and value drivers.

Effectively leveraging VOC insights also requires robust governance and communication strategies. A significant challenge is defining ownership of insights when multiple groups within an organization are collecting customer feedback, which can lead to fragmented or inconsistent action. To ensure that the data creates value, a Cascade Calendar approach is vital for sharing VOC insights with all relevant teams, facilitating meetings where the information can be discussed and acted upon. Furthermore, as organizations increasingly use AI to process vast amounts of unstructured data like customer recordings, the quality of the analysis depends on the input; utilizing prompts that stress “make no assumptions” can help ensure the AI extracts genuine, unbiased themes from advisory boards and other feedback sources.

🏀 Applying the Fundamentals to Customer Strategy

Ultimately, the challenge of leveraging Voice of the Customer (VOC) data — whether it’s overcoming the disconnect between NPS and revenue, ensuring ownership of insights, or setting up a Cascade Calendar for sharing — comes down to applying the fundamentals of passion, preparation, and perseverance.

The pursuit of truly actionable data requires the passion to look beyond easy vanity metrics and deeply analyze the roots of customer sentiment across people, process, and technology. It demands the preparation to integrate disparate VOC sources with operational metrics, ensuring you aren’t just collecting data but building genuine intelligence. And finally, it requires the perseverance to navigate organizational complexity, break down departmental silos, and consistently act on the insights, even when the required changes are difficult.

Just as Dick Vitale suggests we ask, “Was I better today than I was yesterday?”, organizations must ask themselves: “Was our customer experience better today than it was yesterday?” By dedicating your organization to the determination and discipline of VOC management, you move past simply tracking customer complaints and begin the continuous, dedicated process of making the customer experience undeniably “Diaper Dandy.”

Image credits: Customer Contact Week (CCW)

Content Authenticity Statement: The topic area, key elements to focus on, insights captured from the Customer Contact Week session, panelists to mention, etc. were decisions made by Braden Kelley, with a little help from Google Gemini to clean up the article.

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Do You Have Gumption?

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Do You Have Gumption?

GUEST POST from Mike Shipulski

Doing new work takes gumption. But there are two problems with gumption. One, you’ve got to create it from within. Two, it takes a lot of energy to generate the gumption and to do that you’ve got to be physically fit and mentally grounded. Here are some words that may help.

Move from self-judging to self-loving. It makes a difference.

It’s never enough until you decide it’s enough. And when you do, you can be more beholden to yourself.

You already have what you’re looking for. Look inside.

Taking care of yourself isn’t selfish, it’s self-ful.

When in doubt, go outside.

You can’t believe in yourself without your consent.

Your well-being is your responsibility. And it’s time to be responsible.

When you move your body, your mind smiles.

With selfish, you take care of yourself at another’s expense. With self-ful, you take care of yourself because you’re full of self-love.

When in doubt, feel the doubt and do it anyway.

If you’re not taking care of yourself, understand what you’re putting in the way and then don’t do that anymore.

You can’t help others if you don’t take care of yourself.

If you struggle with taking care of yourself, pretend you’re someone else and do it for them.

Image credit: Unsplash

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Top 10 Human-Centered Change & Innovation Articles of March 2025

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Top 10 Human-Centered Change & Innovation Articles of March 2025Drum roll please…

At the beginning of each month, we will profile the ten articles from the previous month that generated the most traffic to Human-Centered Change & Innovation. Did your favorite make the cut?

But enough delay, here are March’s ten most popular innovation posts:

  1. Turning Bold Ideas into Tangible Results — by Robyn Bolton
  2. Leading Through Complexity and Uncertainty — by Greg Satell
  3. Empathy is a Vital Tool for Stronger Teams — by Stefan Lindegaard
  4. The Role Platforms Play in Business Networks — by Geoffrey A. Moore
  5. Inspiring Innovation — by John Bessant
  6. Six Keys to Effective Teamwork — by David Burkus
  7. Product-Lifecycle Management 2.0 — by Dr. Matthew Heim
  8. 5 Business Myths You Cannot Afford to Believe — by Shep Hyken
  9. What Great Ideas Feel Like — by Mike Shipulski
  10. Better Decision Making at Speed — by Mike Shipulski

BONUS – Here are five more strong articles published in February that continue to resonate with people:

If you’re not familiar with Human-Centered Change & Innovation, we publish 4-7 new articles every week built around innovation and transformation insights from our roster of contributing authors and ad hoc submissions from community members. Get the articles right in your Facebook, Twitter or Linkedin feeds too!

SPECIAL BONUS: While supplies last, you can get the hardcover version of my first bestselling book Stoking Your Innovation Bonfire for 44% OFF until Amazon runs out of stock or changes the price. This deal won’t last long, so grab your copy while it lasts!

Build a Common Language of Innovation on your team

Have something to contribute?

Human-Centered Change & Innovation is open to contributions from any and all innovation and transformation professionals out there (practitioners, professors, researchers, consultants, authors, etc.) who have valuable human-centered change and innovation insights to share with everyone for the greater good. If you’d like to contribute, please contact me.

P.S. Here are our Top 40 Innovation Bloggers lists from the last four years:

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Can Leaders Defy Gravity?

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Can Leaders Defy Gravity?

GUEST POST from Mike Shipulski

If you pull hard on your team, what will they do? Will they rebel? Will they push back? Will they disagree? Will they debate? And after all that, will they pull with you? Will the pull for three weeks straight? Will they pull with their whole selves? How do you feel about that?

If you pull hard on your peers, what will they do? Will they engage? Will they even listen? Will they dismiss? And if they dismiss, will you persist? Will you pull harder? And when you pull harder, do they think more of you? And when you pull harder still, do they think even more of you? Do you know what they’ll do? And how do you feel about that?

If you push hard on your leadership, what will they do? Will they listen or dismiss? And if they dismiss, will you push harder? When you push like hell, do they like that or do they become uncomfortable, what will you do? Will they dislike it and they become comfortable and thankful you pushed? Whatever they feel, that’s on them. Do you believe that? If not, how do you feel about that?

When you say something heretical, does your team cheer or pelt you with fruit? Do they hang their heads or do they hope you do it again? Whatever they do, they’ve watched your behavior for several years and will influence their actions.

When you openly disagree with the company line, do your peers cringe or ask why you disagree? Do they dismiss your position or do they engage in a discussion? Do they want this from you? Do they expect this from you? Do they hope you’ll disagree when you think it’s time? Whatever they do, will you persist? And how do you feel about that?

When you object to the new strategy, does your leadership listen? Or do they un-invite you to the next strategy session? And if they do, do you show up anyway? Or do they think you’re trying to sharpen the strategy? Do they think you want the best for the company? Do they know you’re objecting because everyone else in the room is afraid to? What they think of your dissent doesn’t matter. What matters is your principled behavior over the last decade.

If there’s a fire, does your team hope you’ll run toward the flames? Or, do they know you will?

If there’s a huge problem that everyone is afraid to talk about, do your peers expect you get right to the heart of it? Or, do they hope you will? Or, do they know you will?

If it’s time to defy gravity, do they know you’re the person to call?

And how do you feel about that?

Image credit: Pexels

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Disagreements Can Be a Good Thing

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Disagreements Can Be a Good Thing

GUEST POST from Mike Shipulski

When you have nothing to say, don’t say it.

But, when you have something to say, you must say it.

When you think your response might be taken the wrong way, it will.

When you take care to respond effectively, your response might be taken the wrong way.

When you have disagreement, there’s objective evidence that at least two people are thinking for themselves.

When you have disagreement, confrontation is optional.

When you have disagreement, everyone can be right, even if just a little.

When you have disagreement, that says nothing about the people doing the disagreeing.

When you have disagreement at high decibels, that’s an argument.

When you have disagreement, disagreeing on all points is a choice.

When you have disagreement, if you listen to sharpen your response, it’s a death spiral.

When you have disagreement, it’s best to disagree wholeheartedly and respectfully.

When you have disagreement, if you listen to understand, there’s hope.

When you have disagreement, it’s a disagreement about ideas and not moral character.

When you have disagreement, intentions matter.

When you have disagreement, decision quality skyrockets.

When you have disagreement, thank your partner in crime for sharing their truth.

When you have disagreement, there is sufficient trust to support the disagreement.

When you have disagreement, sometimes you don’t, but you don’t know it.

When you have disagreement, converging on a single point of view is not the objective.

When you have disagreement about ethics, you may be working at the wrong company.

When you have disagreement, there are no sides, only people doing their best.

When you have disagreement, the objective is understanding.

When you have disagreement, it’s the right thing to have.

When you have disagreement, there may be disagreement on the topic of the disagreement.

When you have disagreement, you are a contributing member, even if you stay quiet.

When you have disagreement, why not be agreeable?

When you have disagreement, it’s okay to change your mind.

When you have disagreement, you may learn something about yourself.

Image credit: Unsplash

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Let Yourself Draw Inspiration from Others

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Let Yourself Draw Inspiration from Others

GUEST POST from Mike Shipulski

When you try something new, check to see who has done something similar. Decompose their design approach. What were they trying to achieve? What outcome were they looking for? Who were their target customers? Do this for at least three existing designs – three real examples that are for sale today.

Here’s a rule to live by: When trying something new, don’t start from scratch.

What you are trying to achieve is unique, but has some commonality with existing solutions. The outcome you are looking for is unique, but it’s similar to outcomes others have tried to achieve. Your target customers are unique, but some of their characteristics are similar to the customers of the solutions you’ll decompose.

Here’s another rule: There are no “clean sheet” sheet designs, so don’t try to make one.

There was an old game show called Name That Tune, where contestants would try to guess the name of a song by hearing just a few notes. The player wins when they can name the tune with the *fewest* notes. And it’s the same with new designs – you want to provide a novel customer experience using the fewest new notes.

A rule: Reuse what you can, until you can’t.

Because the customer is the one who decides if your new offering offers them new value, the novel elements of your design don’t have to look drastically different in a side-by-side comparison way. But the novel elements of your offering do have to make a significant difference in the customer’s life. With that said, however, it can be helpful if the design element responsible for the novel goodness is visually different from the existing alternatives. But if that’s not the case, you can add a non-functional element to the novelty-generating element to make it visible to the customer. For example, you could add color, or some type of fingerprint, to the novel element of the design so that customers can see what creates the novelty for them. Then, of course, you market the heck out of the new color or fingerprint.

A rule: It’s better to make a difference in a customer’s life than, well, anything else.

Don’t be shy about learning from what other companies have done well. That’s not to say you should violate their patents, but it’s a compliment when you adopt some of their best stuff. Learn from them and twist it. Understand what they did and abstract it. See the best in two designs and combine them. See the goodness in one domain and bring it to another.

Doing something for the first time is difficult, why not get inspiration from others and make it easier?

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What Do You Like to Do?

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What Do You Like to Do?

GUEST POST from Mike Shipulski

I like to help people turn complex situations into several important learning objectives.

I like to help people turn important learning objectives into tight project plans.

I like to help people distill project plans into a single-page spreadsheet of who does what and when.

I like to help people start with problem definition.

I like to help people stick with problem definition until the problems solve themselves.

I like to help people structure tight project plans based on resource constraints.

I like to help people create objective measures of success to monitor the projects as they go.

I like to help people believe they can do the almost impossible.

I like to help people stand three inches taller after they pull off the unimaginable.

I like to help people stop good projects so they can start amazing ones.

If you want to do more of what you like and less of what you don’t, stop a bad project to start a good one.

So, what do you like to do?

Image credit: Pexels

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Did You Make a Difference Today?

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Did You Make a Difference Today?

GUEST POST from Mike Shipulski

Did you engage today with someone that needed your time and attention, though they didn’t ask?

You had a choice to float above it all or recognize that your time and attention were needed. And then you had a follow-on choice: to keep on truckin’ or engage. If you recognized they needed your help, what caused you to spend the energy needed to do that?

And if you took the further step to engage, why did you do that?

For both questions, I bet the answer is the same – because you care about them, and you care about the work. And I bet they know that, and I bet you made a difference.

Did you alter your schedule today because something important came up?

What caused you to do that?

Was it about the thing that came up or the person(s) impacted by the thing that came up?

I bet it was the latter. And I bet you made a difference.

Did you spend a lot of energy at work today?

If so, why did you do that? Was it because you care about the people you work with?

Was it because you care about your customers?

Was it because you care enough about yourself to live up to your best expectations?

I bet it was all those reasons. And I bet you made a difference.

Image credit: Dr. Matthias Ripp

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Designing Workplaces That Inspire Innovation

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Beyond the Cubicle

Designing Workplaces That Inspire Innovation

GUEST POST from Chateau G Pato

Cast your mind back to the quintessential office of the past: a sprawling grid of beige cubicles, each a miniature fortress of solitude. Designed for individual output and managerial control, these spaces implicitly signaled that work was about compartmentalized tasks and structured conformity. Yet, as a human-centered change and innovation thought leader, I’ve observed a profound and growing disconnect. In an era where innovation is the very lifeblood of competitive advantage, the traditional cubicle farm isn’t just inefficient—it actively stifles the very creativity it needs to cultivate.

The future of work, in all its evolving forms—physical, remote, and hybrid—demands a radical reimagining of our workspaces. We must move **beyond the cubicle** to design environments that genuinely inspire breakthrough thinking, foster deep collaboration, and nurture the human spirit. An innovation-inspiring workplace isn’t merely aesthetically pleasing; it’s a strategically crafted ecosystem that understands human psychology, optimizes for different modes of work, encourages serendipitous discovery, and provides the essential balance between focused effort and rejuvenating rest. It’s about designing for the complete human experience, recognizing that our surroundings profoundly shape our mood, productivity, and ultimately, our capacity for creative thought.

The Human Impact: How Thoughtful Design Unleashes Creativity

What truly transforms a space from a functional necessity into a catalyst for innovation?

  • Fostering Cognitive Flow & Choice: Recognizing that different tasks demand varied cognitive states, innovative workplaces offer a spectrum of settings. From quiet zones for deep concentration (allowing uninterrupted “flow” states) to vibrant, open areas for dynamic collaboration, to cozy nooks for informal one-on-one discussions – choice empowers individuals to optimize their environment for peak performance and creative output.
  • Engineering Serendipitous Collisions: The “water cooler effect” is real. Design choices that subtly encourage chance encounters and informal conversations (e.g., strategically placed coffee stations, central atriums, accessible staircases) are powerful. These unplanned interactions are fertile ground for cross-pollination of ideas, leading to unexpected solutions and deeper connections.
  • Stimulating the Senses & Inspiring Minds: Human beings thrive on stimulation. Thoughtful design incorporates elements that inspire and energize: abundant natural light, biophilic elements (plants, natural materials), vibrant colors, diverse textures, and visible displays of ongoing projects or organizational vision. These elements reduce cognitive fatigue and spark imagination.
  • Empowering Experimentation & Play: Spaces equipped for rapid ideation, spontaneous whiteboarding, and even light physical prototyping (e.g., dedicated maker spaces, reconfigurable furniture, writable walls) send a clear message: experimentation is not just tolerated, it’s actively encouraged. These “playgrounds for ideas” reduce the perceived risk of failure.
  • Prioritizing Holistic Well-being: Innovation is mentally and emotionally demanding. Workplaces that genuinely prioritize employee well-being—through ergonomic furniture, access to outdoor spaces, quiet wellness rooms, and areas for mental and physical breaks—contribute to sustained creative output and reduce burnout. A well-rested mind is a creative mind.
  • Seamless Technological Integration: The physical space must fluidly integrate with necessary technology. This means reliable connectivity, intuitive collaboration tools, and seamless transitions between individual digital work and collective virtual interactions, ensuring that technology serves, rather than hinders, human connection and creativity.

Case Study 1: Google – Designing for Playful Productivity

Google’s Campuses: A Living Ecosystem of Innovation

Google’s offices globally are legendary for their unconventional and often playful designs, frequently likened to adult playgrounds. While some initially dismissed them as mere extravagance, the underlying philosophy is profoundly tied to fostering psychological safety, informal collaboration, and continuous innovation on a massive scale.

  • The Human Challenge: To attract and retain the world’s top engineering and creative talent, and to cultivate a culture where complex problem-solving and radical new ideas could emerge from serendipitous interactions, rather than rigid hierarchies.
  • Workplace Design in Action: Google’s campuses feature an astonishing variety of unique spaces: themed micro-kitchens overflowing with snacks, brightly colored shared areas, reconfigurable “maker spaces,” and unconventional meeting zones (e.g., giant slides, outdoor cabanas). The design deliberately encourages movement and chance encounters. Engineers are encouraged to mingle with marketers, designers with data scientists, often over a casual meal or a coffee. Whiteboard walls are ubiquitous, inviting spontaneous ideation and problem-solving. This fosters a sense of psychological freedom to be curious and experimental.
  • The Outcome: While not the sole factor, Google’s consistent track record of groundbreaking innovations (e.g., Gmail, Chrome, Android, Google Maps) and its perennial status as a top employer are inextricably linked to a culture and a workplace specifically designed to stimulate curious thought, informal knowledge sharing, and a deep sense of psychological safety that allows for bold risk-taking and rapid experimentation. The physical environment directly reinforces the cultural values of curiosity, collaboration, and even playful disruption.

**The Lesson:** A thoughtfully curated, human-centric physical environment can be a powerful amplifier for continuous innovation and a magnetic force for top talent.

Case Study 2: Pixar – The Serendipity Machine

Pixar Animation Studios: Engineering Creative Collisions

Pixar, renowned for its paradigm-shifting animated films, attributes much of its unparalleled creative success to a deliberate architectural design philosophy, championed by none other than Steve Jobs, particularly in the central atrium of their Emeryville campus.

  • The Human Challenge: To foster seamless collaboration and spontaneous cross-pollination of ideas among highly specialized creative teams—animators, storytellers, technologists, sound designers—who might otherwise remain siloed in their specific expertise.
  • Workplace Design in Action: Jobs insisted that Pixar’s main building revolve around a massive central atrium where mailboxes, the sole cafeteria, all meeting rooms, and even the main restrooms were strategically located. His vision was to literally “force collisions”—accidental, unplanned encounters between individuals from different departments. The architectural layout was meticulously designed to make it nearly impossible for anyone to navigate the building without passing through this central common area. The idea was simple: if people from different disciplines met unexpectedly, they might start conversations they wouldn’t have otherwise, leading to unforeseen ideas, creative problem-solving, or a deeper understanding of each other’s work.
  • The Outcome: This intentional design has been widely credited with fostering Pixar’s unique and highly effective collaborative culture, directly leading to the “creative collisions” that underpin many of their innovative storytelling and technological advancements. The physical space actively encourages informal knowledge sharing, builds strong interpersonal bonds, and strengthens the social fabric of the organization—all critical components for deep, sustained creative work.

**The Lesson:** Strategic architectural design can deliberately engineer serendipitous human interactions, proving that intentional physical space can directly ignite creative breakthroughs.

Designing Your Innovation Hub: A Human-Centered Blueprint

Whether you’re crafting a new corporate campus, optimizing an existing office, or building a thriving hybrid model, the human-centered principles for inspiring innovation remain universal:

  1. Start with Deep Empathy: Before any design decisions, truly understand the diverse ways your teams work, their varying needs for focus vs. collaboration, and what genuinely energizes or drains their creativity. Conduct ethnographic studies, empathy interviews, and journey mapping.
  2. Design for Multi-Modal Work: Avoid monolithic solutions. Offer a spectrum of spaces and digital tools that cater to different work modes—from quiet zones for deep focus to vibrant collaborative hubs, and seamless virtual meeting environments. Empower choice.
  3. Prioritize Organic Connection & Flow: Think beyond static desks. Design pathways, both physical and digital, that encourage fluid movement and spontaneous interactions. Ensure technology seamlessly supports collaboration, bridging the gap between in-person and remote team members.
  4. Cultivate Psychological Safety Through Space: The physical and virtual environment should tangibly signal a culture of trust and psychological safety. Create spaces that feel welcoming for risk-taking, open experimentation, and transparent sharing of ideas, reinforcing that “failure” is a learning opportunity.
  5. Treat Your Workplace as a Living Lab: Don’t design it once and forget it. Treat your workplace design as an ongoing experiment. Continuously gather feedback (both formal and informal), observe how people interact with the space, and be willing to iterate, adapt, and evolve your environment as your organization and the nature of work itself change.

The era of the restrictive cubicle is behind us. The future belongs to workplaces—physical, virtual, and hybrid—that profoundly understand and actively respond to the complex needs of the human beings who inhabit them. By thoughtfully designing environments that spark curiosity, facilitate authentic connection, and unapologetically celebrate creativity, we can unlock an unprecedented wave of innovation, transforming not just our offices, but the very nature and potential of work itself.

“We shape our buildings; thereafter they shape us.”
– Winston Churchill

Extra Extra: Because innovation is all about change, Braden Kelley’s human-centered change methodology and tools are the best way to plan and execute the changes necessary to support your innovation and transformation efforts — all while literally getting everyone all on the same page for change. Find out more about the methodology and tools, including the book Charting Change by following the link. Be sure and download the TEN FREE TOOLS while you’re here.

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How to Engage and Inspire Employees during Times of Change

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How to Engage and Inspire Employees during Times of Change

GUEST POST from Art Inteligencia

Change is an integral part of growth; it is the very essence of development and innovation, an inevitability in the realm of business. However, it’s not always perceived positively within an organization, primarily by the employees. It is here that leadership can play a pivotal role, not only in catalyzing that change but also in inspiring and engaging the employees to adopt it. With two pertinent case studies, we will demystify this proceed.

Case Study 1: Google’s Capitalizing on Innovation and Creativity

Unarguably one of the most progressive companies globally, Google continually inspires its employees amidst ongoing changes. Google set an example with its “20% time” policy, where employees were encouraged to spend 20% of their time working on their passion projects. This innovative approach fostered an environment of creativity, reinforcing the idea that change is the harbinger of innovation. Products like Google News, AdSense and Gmail were outcomes of this policy.

Key Takeaway: Create avenues for employees to express their creativity and initiate their change, making them active participants rather than reluctant bystanders. Change, then, is inspirational rather than inhibitive.

Case Study 2: Ford’s Turnaround Story

During the economic crisis of 2008, Ford faced monumental challenges. Alan Mulally, the then CEO, led Ford through this turbulent period, not through cost-cutting alone, but by engaging employees in the process of transformation. The turnaround strategy involved every employee through “One Team, One Plan, One Goal” mantra, with weekly Business Plan Review meetings. This transparent approach made the employees feel included and vital to the process of change.

Key Takeaway: Communication and collaboration make a critical difference. During times of change, employees must feel they aren’t just witnessing the change but are integral parts of that transformation.

Strategies for Engaging and Inspiring Employees in Times of Change:

1. Establish a Clear Vision: Clarity is the first step towards acceptance. Articulate the need for change and picture it helps employees visualize the future, easing their transition.

2. Emphasize on Communication: Regular, transparent updates, discussions, and feedback sessions are crucial during transition phases. They make the employees feel considered and valued.

3. Build a Culture of Learning: Learning breeds adaptation. Encourage a culture of continuous learning, providing employees with resources to learn new skills and adapt to changes.

4. Acknowledge and Reward: Recognizing the efforts of employees in adapting to and driving change increases morale. Rewards, recognition, and incentives can play a significant role here.

Conclusion

Change, while challenging, also presents opportunities for growth, innovation, and improved performance. However, the responsibility of leadership doesn’t end with implementing change. As leaders, we must ensure that our teams not only embrace this change but are inspired by it. We must remember: an engaged employee is not a spectator of change but a robust pillar shouldering it.

Bottom line: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

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