Is Futurology a Pseudoscience?

Is Futurology a Pseudoscience?

GUEST POST from Art Inteligencia

Futurology (aka Future Studies or Futures Research) is a subject of study that attempts to make predictions and forecasts about the future. It is an interdisciplinary field that draws from a variety of sources, including science, economics, philosophy, and technology. In recent years, futurology has become a popular topic of debate, with some arguing that it is a pseudoscience and others defending its validity as a legitimate field of study.

One of the main criticisms of futurology is that it relies on speculation and extrapolation of existing trends, rather than on scientific evidence or principles. Critics argue that this makes futurists’ predictions unreliable and that futurology is more of a speculative activity than a rigorous scientific discipline. They also point out that predictions about the future are often wrong, and that the field has had a reputation for making exaggerated claims that have not been borne out by the facts.

“Futurology always ends up telling you more about you own time than about the future.” Matt Ridley

On the other hand, proponents of futurology argue that the field has a legitimate place in the scientific community. They point to the fact that many futurists are well-educated, highly trained professionals who use rigorous methods and data analysis to make accurate predictions. These futurists also often draw on a wide range of sources, such as history, economics, and psychology, to make their forecasts.

Ultimately, the debate over whether or not futurology (aka future studies or futures research) is a pseudoscience is likely to continue. Some may see it as a legitimate field of study, while others may view it as little more than guesswork. What is certain, however, is that the field is still evolving and that the ability of futurists to accurately predict the future will be an important factor in determining its ultimate validity.

Do you think futurology is a pseudoscience?
(sound off in the comments)

And to the futurists and futurology professionals out there, what say you?
(add a comment)

Bottom line: Futurology and prescience are not fortune telling. Skilled futurologists and 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.

Image credit: Pixabay

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Our Fear of China is Overblown

Our Fear of China is Overblown

GUEST POST from Greg Satell

The rise of China over the last 40 years has been one of history’s great economic miracles. According to the World Bank, since it began opening up its economy in 1979, China’s GDP has grown from a paltry $178 billion to a massive $13.6 trillion. At the same time, research by McKinsey shows that its middle class is expanding rapidly.

What’s more, it seems like the Asian giant is just getting started. China has become increasingly dominant in scientific research and has embarked on two major initiatives: Made in China 2025, which aims to make it the leading power in 10 emerging industries, and a massive Belt and Road infrastructure initiative that seeks to shore up its power throughout Asia.

Many predict that China will dominate the 21st century in much the same way that America dominated the 20th. Yet I’m not so sure. First, American dominance was due to an unusual confluence of forces unlikely to be repeated. Second, China has weaknesses—and we have strengths—that aren’t immediately obvious. We need to be clear headed about China’s rise.

The Making of an American Century

America wasn’t always a technological superpower. In fact, at the turn of the 20th century, much like China at the beginning of this century, the United States was largely a backwater. Still mostly an agrarian nation, the US lacked the industrial base and intellectual heft of Europe. Bright young students would often need to go overseas for advanced degrees. With no central bank, financial panics were common.

Yet all that changed quickly. Industrialists like Thomas Edison and Henry Ford put the United States at the forefront of the two most important technologies of the time, electricity and internal combustion. Great fortunes produced by a rising economy endowed great educational institutions. In 1913 the Federal Reserve Act was passed, finally bringing financial stability to a growing nation. By the 1920s, much like China today, America had emerged as a major world power.

Immigration also played a role. Throughout the early 1900s immigrants coming to America provided enormous entrepreneurial energy as well as cheap labor. With the rise of fascism in the 1930s, our openness to new people and new ideas attracted many of the world’s greatest scientists to our shores and created a massive brain drain in Europe.

At the end of World War II, the United States was the only major power left with its industrial base still intact. We seized the moment wisely, using the Marshall Plan to rebuild our allies and creating scientific institutions, such as the National Science Foundation (NSF) and the National Institutes of Health (NIH) that fueled our technological and economic dominance for the rest of the century.

There are many parallels between the 1920s and the historical moment of today, but there are also many important differences. It was a number of forces, including our geography, two massive world wars, our openness as a culture and a number of wise policy choices that led to America’s dominance. Some of these factors can be replicated, but others cannot.

MITI and the Rise of Japan

Long before China loomed as a supposed threat to American prosperity and dominance, Japan was considered to be a chief economic rival. Throughout the 1970s and 80s, Japanese firms came to lead in many key industries, such as automobiles, electronics and semiconductors. The United States, by comparison, seemed feckless and unable to compete.

Key to Japan’s rise was a long-term industrial policy. The Ministry of International Trade and Industry (MITI) directed investment and funded research that fueled an economic miracle. Compared to America’s haphazard policies, Japan’s deliberate and thoughtful strategy seemed like a decidedly more rational and wiser model.

Yet before long things began to unravel. While Japan continued to perform well in many of the industries and technologies that the MITI focused on, it completely missed out on new technologies, such as minicomputers and workstations in the 1980s and personal computers in the 1990s. As MITI continued to support failing industries, growth slowed and debt piled up, leading to a lost decade of economic malaise.

At the same time, innovative government policy in the US also helped turn the tide. For example, in 1987 a non-profit consortium made up of government labs, research universities and private sector companies, called SEMATECH, was created to regain competitiveness in the semiconductor industry. America soon retook the lead, which continues even today.

China 2025 and the Belt and Road Initiative

While the parallels with America in the 1920s underline China’s potential, Japan’s experience in the 1970s and 80s highlight its peril. Much like Japan, it is centralizing decision-making around a relatively small number of bureaucrats and focusing on a relatively small number of industries and technologies.

Much like Japan back then, China seems wise and rational. Certainly, the technologies it is targeting, such as artificial intelligence, electric cars and robotics would be on anybody’s list of critical technologies for the future. The problem is that the future always surprises us. What seems clear and obvious today may look ridiculous and naive a decade from now.

To understand the problem, consider quantum computing, which China is investing heavily in. However, the technology is far from monolithic. In fact, there are a wide variety of approaches being championed by different firms, such as IBM, Microsoft, Google, Intel and others. Clearly, some of these firms are going to be right and some will be wrong.

The American firms that get it wrong will fail, but others will surely succeed. In China, however, the ones that get it wrong will likely be government bureaucrats who will have the power to prop up state supported firms indefinitely. Debt will pile up and competitiveness will decrease, much like it did in Japan in the 1990s.

This is, of course, speculation. However, there are indications that it is already happening. A recent bike sharing bubble has ignited concerns that similar over-investment is happening in artificial intelligence. Many investors have also become concerned that China’s slowing economy will be unable to support its massive debt load.

The Path Forward

The rise of China presents a generational challenge. Clearly, we cannot ignore a rising power, yet we shouldn’t overreact either. While many have tried to cast China as a bad actor, engaging in intellectual theft, currency manipulation and other unfair trade policies, others point out that it is wisely investing for the long-term while the US manages by the quarter.

Interestingly, as Fareed Zakaria recently pointed out, the same accusations made about China’s unfair trade policies today were leveled at Japan 40 years ago. In retrospect, however, our fears about Japan seem almost quaint. Not only were we not crushed by Japan’s rise, we are clearly better for it, incorporating Japanese ideas like lean manufacturing and combining them with our own innovations.

I suspect, or at least I hope, that we will benefit from China’s rise much as we did from Japan’s. We will learn from its innovations and be inspired to develop more of our own. If a Chinese scientist invents a cure for cancer, American lives will be saved. If an American scientist invents a better solar panel, fewer Chinese will be choking on smog.

Perhaps most of all, we need to remember that what made the 20th Century the American Century was our ability to rise to the challenges that history presented. Whether it was rebuilding Europe in the 40s and 50s, or Sputnik in the 50s and 60s or Japan in the 70s and 80s, competition always brought out the best in us. Then, as now, our destiny was our own to determine.

— Article courtesy of the Digital Tonto blog
— Image credit: Pixabay

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Creating Great Change, Transformation and Innovation Teams

Creating Great Change, Transformation and Innovation Teams

GUEST POST from Stefan Lindegaard

Teams and organizations need to be agile, resilient and able to effectively navigate change and transformation to stay ahead in today’s fast-paced business environment.

Thus, the above question is one I often ponder upon and discuss in my network and circles. I would like to start a conversation here to better identify the key elements to make a team great for adapting to change, managing transformation and driving innovation.

So, this is like a discussion starter. Feel free to engage and follow-up with your ideas and perspectives in the comments!

What are the key benefits for you and your team(s)?

I am working on these three key benefits that a team should strive for as they develop through the building blocks I propose in this context.

1. Improved ability to embrace change and innovation!

Teams need to develop the skills and mindset needed to quickly and effectively respond to new situations, changes, and opportunities, leading to a more agile and adaptive teams and organization.

2. Stronger team cohesion and communication!

By focusing on psychological safety, emotional intelligence, resilience and internal communication around change and transformation, participants can get insights into creating an even more supportive work environment that encourages open communication and collaboration, leading to stronger relationships, a circle of us and a more positive work culture.

3. Continuous growth and development!

When teams and the team-members step outside their comfort zones, foster a culture of continuous learning, and develop a growth mindset this can lead to ongoing personal and professional growth for all team members.

The Building Blocks to Apply for Stronger Teams

Here, I share a range of topics that teams can work more specifically with in order to get better at adapting to changes, managing transformation and driving innovation.

Maybe you can suggest others like this or let me know what you think is really relevant here or not so at all?

1. Adaptability and Agility: The ability to be flexible and responsive in a fast-paced environment, adapting to change and embracing new opportunities.

2. Fostering Psychological Safety: Creating a supportive work environment that encourages open communication, experimentation, and learning.

3. Developing a Growth Mindset as a Team: Cultivating a curious, learning-oriented approach to challenges and opportunities, fostering a team environment that values personal and professional growth.

4. Internal Communication Around Changes and Transformation: Clear and effective communication of vision, strategy, and goals to team members and stakeholders to help them understand and navigate changes and transformations.

5. Collaboration Capabilities: Enhancing the ability to collaborate effectively with stakeholders, partners, and other teams, both within and outside the organization, to achieve common goals.

6. Emotional Intelligence (EI): Recognizing, understanding, and managing emotions to effectively navigate social interactions and build positive relationships.

7. Resilience: Bouncing back from challenges, maintaining positivity, and adapting to adversity through proactive approaches.

8. Strategic Vision: Aligning goals and vision with the organization’s future, anticipating future trends and challenges, and thinking systematically about goals, resources, and challenges.

9. Expanding One’s Comfort Zone: Encouraging personal and professional growth by embracing new challenges and taking calculated risks while continuously learning and developing.

10. Continuous Learning: Fostering a culture of continuous learning, growth, and development.

11. Stakeholder Engagement: Identifying and effectively engaging with internal stakeholders to ensure their support for successful implementation.

12. Data-Driven Decision Making: Making informed decisions by identifying, analyzing, and utilizing relevant data and insights from within the organization.

13. The Circle of Us: Identifying and focusing on the people elements and interpersonal interactions that need to be address to a higher degree to build stronger teams.

14. Empowerment: Many team leaders struggle with empowerment as in giving this to their own teams. Among several reasons for this, two might stand out. 1) They are unsure what they are allowed to do for their own leaders and 2) they don’t know how to increase the level of empowerment for their team members.

15. The “being too busy” Challenge: Everyone is so busy today. This can lead to a focus on the “wrong” things which in particular can have a negative impact in the mid and long-term range. A key issue here is to understand if and how being too busy impacts you in negative ways and then how to address this.

I believe these capabilities and mindset indicators help teams and employees develop and improve in areas critical to their success and growth, allowing them to be more effective and confident in their roles. This is highly needed for change, transformation and innovation.

Please be sure and share your reactions and additions in the comments.

Image Credit: Pexels

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Five Challenges All Teams Face

Five Challenges All Teams Face

GUEST POST from David Burkus

Teams face a lot of different challenges. Leading a team involves leading through many challenges. You’re given performance objectives. You map out a plan of execution with your team. But pretty quickly, you will run into challenges—both seen and unseen. And while most of these challenges are unique to the work being done and the team doing that work, some challenges are universal for teams.

These challenges all teams face are less about the work and more about teamwork and collaboration. That’s what makes them so common. But because they’re so common, they can be anticipated—and overcome.

In this article, we’ll outline five challenges all teams face and offer some insight on how to overcome them.

1. Finding Direction

The first challenge all teams face is finding direction. Most teams in most organizations don’t get to decide what specifically they get to work on—it comes with their collective job descriptions. However, they still get to make decisions as a team about what the priorities around all their tasks are, and sometimes even who is going to do which task. This is the initial challenge of finding direction. But keeping direction in a changing environment can be just as challenging as well. Priorities often need to change or be rearranged. New tasks are assigned. New changes in the environment happen. And that could mean slight shifts in the direction need to be made.

As a leader, one of the easiest ways to find and keep direction is through a regular “huddle” or weekly meeting. In that meeting, give the team a chance to review what they’re focused on, what they’ve completed, what potential roadblocks they face, and who needs assistance. These weekly meetings help review the large-scale direction and provide space to make any small-scale shifts in direction as well.

2. Improving Communication

The second challenge all teams face is improving communication. Communication is the lifeblood of any relationship, including the relationships on your team. The challenge of improving communication arises because everyone has slightly different communication preferences. Some people prefer to talk in person, some on the phone, some in email. Some people write short, quick emails, others write five paragraph essays. These differences in communication preferences can lead to a lot of miscommunications as well. Many conflicts on a team happen because one person assumed their preferences were shared by everyone else, and they were not.

As a leader, taking the time to have conversations about communication preferences can go a long way toward improving communication. Outline the communication tools the team has available and discuss when the team would prefer to use each one, for what type of communication, and any best practices the team can think of for that tool. Ideally, this leads to a set of group norms around communication and communication tools. Those norms can be revised from time to time but should be done so collectively. Otherwise, everyone goes back to their typical preferences.

3. Building Trust

The third challenge all teams face is building trust. Trust is a core component of teamwork. We need to trust the competency of our teammates—that they’re going to do what they say they’re going to do. But we also need to trust the character of those teammates—we need to know we can admit failures or request help without being demeaned or ostracized. Teams need a climate of trust so that they can safely disagree with each other and engage in task-focused conflict that ensures the best ideas rise to the top.

Research suggests that trust builds through a reciprocal process. So as a leader, the way to build trust on a team is to step out and signal you trust them. The most powerful way to do this is to be vulnerable. Leaders need to share certain vulnerabilities they have. They need to be willing to admit they don’t have all the answers all of the time, and that they need help from the team as well. Lead with vulnerability and teammates will follow, which over time will lead the team into greater levels of trust.

4. Keeping Diversity

The fourth challenge all teams face is keeping diversity. To be fair, many teams still struggle with finding enough diversity, but most leaders and team recognize that diversity on a team is a worthy goal. That creates a new challenge, keeping diversity. Ideally, diverse teams are formed because people with diverse backgrounds bring a diverse set of experience and perspectives to the team. However, as the team works together over time, they start to share the same experiences and perspectives. Eventually, if a team works together long enough, their ideas and opinions will start to become really similar. They may still look like a diverse team, but they act like a monoculture.

As a leader, this means rotating the roster of your team more often than it might seem necessary. It means being comfortable with the idea that people leaving the team can be a net positive as new members, and new perspectives join. It could also mean looking for small scale additions to diversity such as inviting members of different teams into group discussions or encouraging the team to seek out new cross-functional colleagues or new sources of ideas and inspiration.

5. Maintaining Motivation

The fifth challenge all teams is maintaining motivation. Staying motivated as a team, especially when the work gets difficult is a huge challenge for any team. Motivation and engagement happen when the work people are asked to do challenges them just enough to engage their full skillset—but not so much that it seems impossible. It also requires those challenges to be connected to a broader mission or purpose. People want to do work that matters—and teams want to know why their team matters.

As a leader, this requires looking at motivation both individually and teamwide. Individually, pay attention to the task-load of each member of the team. Ensure that they’re being challenged, but not overwhelmed. This may require moving some assignments around to different people on the team. Teamwide, make sure the team understands how its mission and objectives fit into the larger purpose of the organization. Be ready to draw a clear and connecting line between the work the team is asked to do, and the way that work serves a bigger purpose. Perhaps the best way to convey this purpose is by answering the question “Who is served by the work that we do?” and then building in reminders around that “who.”

These five challenges are ones every team faces eventually. But they aren’t the only challenges teams face. However, teams that proactively work to overcome these challenges work together better—and are better able to overcome those new, specific challenges. All teams face these challenges, but the answers to these challenges are how any team can start to do its best work ever.

Image credit: Pexels

Originally published at https://davidburkus.com on January 23, 2023.

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Four Ways Governments Can Accelerate the Digital Transformation of Their Economies

Four Ways Governments Can Accelerate the Digital Transformation of Their Economies

GUEST POST from Art Inteligencia

In today’s digital world, governments have a critical role to play in accelerating digital transformation. As technology continues to evolve, governments must find ways to embrace and apply new technologies, while also ensuring that their citizens have access to the most advanced digital services.

To ensure success, there are several key steps that the government should take.

1. Governments Should Invest in Digital Infrastructure

By investing in the infrastructure necessary to support digital transformation, the government can create a platform for innovation and adoption of new technologies. This includes things like high-speed broadband, 5G networks, and cloud computing capabilities.

2. Governments Should Provide Incentives to Spur Digital Adoption

This could come in the form of tax breaks, grants, and other incentives to organizations that are investing in digital transformation. This will help create a climate of investment and innovation, which will in turn help accelerate the transformation process.

3. Governments Should Create a Supportive Regulatory Environment

This means creating laws and regulations that are conducive to digital transformation, such as data privacy and security laws. This will help ensure that organizations can safely and securely adopt new technologies and services.

4. Governments Should Invest in Digital Literacy and Education

By investing in digital literacy and education, the government can ensure that citizens have the tools and knowledge necessary to take advantage of the digital transformation. This can include programs such as coding boot camps and digital literacy courses for adults.

Conclusion

By taking these steps, the government can create an environment that is conducive to digital transformation and help accelerate the process. In doing so, the government can ensure that its citizens have access to the most advanced digital services and technologies, and that organizations can take advantage of the opportunities that come with digital transformation.

Image credit: Pixabay

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Creating Productive Interactions During Difficult Times

Creating Productive Interactions During Difficult Times

GUEST POST from Mike Shipulski

When times are stressful, it’s more difficult to be effective and skillful in our interactions with others. Here are some thoughts that could help.

Decide how you want to respond, and then respond accordingly.

Before you respond, take a breath. Your response will be better.

If you find yourself responding before giving yourself permission, stop your response and come clean.

Better responses from you make for even better responses from others.

If you interrupt someone in the middle of their sentence so you can make your point, you made a different point.

If you find yourself preparing your response while listening to someone, that’s not listening.

If you recognize you’re not listening, now there are at least two people who know the truth.

When there are no words coming from your mouth, that doesn’t constitute listening.

The strongest deterrent to listening is talking.

If you disagree with one element of a person’s position, you can, at the same time, agree with other elements of their position. That’s how agreement works.

If you start with agreement, even the smallest bit, disagreement softens.

Before you can disagree, it’s important to listen and understand. And it’s the same with agreement.

It’s easy to agree if that’s what you want to accomplish. And it’s the same for disagreement.

If you want to move toward agreement, start with understanding.

If you want to demonstrate understanding, start with listening.

If you want to demonstrate good listening, start with kindness.

Here are three mantras I find helpful:

  1. Talk less to listen more.
  2. Before you respond, take a breath.
  3. Kindness before agreement.

Image credit: Wikimedia

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Cultivating Prescience to Increase Innovation

Cultivating Prescience to Increase Innovation

GUEST POST from Art Inteligencia

Prescience is the ability to foresee or predict the future with accuracy. Although it may be perceived as a supernatural power, prescience is actually a skill that can be cultivated through practice and dedication. Here are some tips for developing prescience and leveraging these skills in your innovation efforts:

1. Learn About the Past

The past is a great teacher, and it can provide valuable insight into the future. By studying history, you can get an understanding of how certain events have played out in the past, and you can use that information to make predictions about the future.

2. Develop Your Intuition

Intuition is a powerful tool that can help you make decisions and anticipate upcoming events. Spend some time each day focusing on your intuition and trying to hone in on your instincts.

3. Practice Mindfulness

Mindfulness is the practice of being present in the moment and paying attention to your thoughts and feelings. This can help you become more aware of your surroundings and the potential future outcomes of any given situation.

4. Take Risks

Taking risks can be a great way to develop prescience. By pushing yourself out of your comfort zone, you can learn to anticipate potential outcomes and see things from different perspectives.

5. Study Patterns

Pay attention to patterns in your life and the world around you. This can help you identify potential trends and make predictions about the future.

By developing these skills, you can begin to cultivate your own prescience and become better prepared for whatever the future may bring. With practice and dedication, you can become a master of predicting the future and leverage this to increase your innovation capabilities and capacity.

Bottom line: Futurology and prescience are 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.

Image credit: Pixabay

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Frontier Airlines Ends Human-to-Human Customer Service

Frontier Airlines Ends Human-to-Human Customer Service

GUEST POST from Shep Hyken

In a bold move to cut costs, Frontier Airlines announced that it would no longer offer human-to-human customer support. As a customer service expert, I was surprised at this move. I have waited to see the fallout, if any, and thought the company might backpedal and reinstate traditional phone support. After almost two months, it hasn’t returned to conventional customer support. The dust has settled a bit, and people (passengers and employees) are adjusting to the decision.

The decision to go digital is different from the decision Northwest Airlines (which eventually merged with Delta) made in 1999 to introduce online check-in to its passengers. The idea behind that technology, and eventually the technology driving online reservations, was to give the customer a better and more convenient experience while at the same time increasing efficiency. The big difference in that decision versus Frontier’s was that there has always been (and still is) an option to connect to a live agent. If passengers didn’t want to use the self-service tools the airline provided, they could still talk to someone who could help them.

That does not appear to be the case with Frontier. There is no other option. The airline is relying on digital support. If you check the website for ways to contact them outside of their self-service options on the site or mobile app, you can use chat, email or file a formal written complaint. Chat is in the moment, and can deliver a good experience—even if it’s AI doing the chatting (and not a human). Email or a written complaint could take too long to resolve an immediate problem, such as rebooking a flight for any last-minute reason.

For some background, Frontier Airlines is a low-cost carrier based in Denver. It has plenty of competition, and when you combine that with rising expenses in almost every area of business and a tough economy, Frontier, just like any other company in almost any industry, is looking to cut costs. In a recent Forbes article, I shared the prediction that some companies will make the mistake of cutting expenses in the wrong places. Those “wrong places” are anywhere the customer will notice. Cutting off phone support to a live human, just one of Frontier’s cost-cutting strategies, is one of those places the customer may notice first.

If a customer wants to change or cancel a flight, make a lost-luggage claim and more, if they have the information they need on hand and the system is intuitive and easy to navigate, the experience could be better than waiting on hold for a live agent. Our customer service research found that 71% of customers are willing to use self-service options. That said, the phone is still the No. 1 channel customers prefer to use when they have a problem, question or complaint.

Frontier’s decision to stop human-to-human customer support has generated controversy and criticism from customers/passengers and employees. The company’s management defends its decision, stating that they need to cut costs to remain competitive. They claim you can eventually reach a human, but their passengers will first have to exhaust the digital options. While self-service automated customer support may help the airline cut costs and increase efficiency, it obviously frustrates customers and negatively impacts employees.

The big concern is that 100% digital or self-service support is still too new. We are still a long way from technology completely replacing the human-to-human interactions we’re used to in the customer service and support worlds. Efficiency is important, but so is the relationship you maintain with your customers and employees. It takes a balance. The best companies figure this out.

Consider this: Video did not kill the radio star. ATMs were predicted to eliminate the need for bank tellers. And for the foreseeable future, technology will not kill live, human-to-human interactions. Frontier customers looking to save money will be forced to adapt to its new way of customer service. Knowing this upfront will help. But also consider this, something I’ve been preaching for several years: The greatest technology in the world hasn’t replaced the ultimate relationship-building tool between a customer and a business, and that is the human touch.

This article was originally published on Forbes.com.

Image Credit: Pixabay

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Top 10 Human-Centered Change & Innovation Articles of January 2023

Top 10 Human-Centered Change & Innovation Articles of January 2023Drum 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 January’s ten most popular innovation posts:

  1. Top 40 Innovation Bloggers of 2022 — Curated by Braden Kelley
  2. Back to Basics: The Innovation Alphabet — by Robyn Bolton
  3. 99.7% of Innovation Processes Miss These 3 Essential Steps — by Robyn Bolton
  4. Top 100 Innovation and Transformation Articles of 2022 — Curated by Braden Kelley
  5. Ten Ways to Make Time for Innovation — by Nick Jain
  6. Agility is the 2023 Success Factor — by Soren Kaplan
  7. Five Questions All Leaders Should Always Be Asking — by David Burkus
  8. 23 Ways in 2023 to Create Amazing Experiences — by Shep Hyken
  9. Startups Must Be Where Their Customers Are — by Steve Blank
  10. Will CHATgpt make us more or less innovative? — by Pete Foley

BONUS – Here are five more strong articles published in December 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!

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 three years:

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Leveraging Hindsight and Foresight for Innovation

Leveraging Hindsight and Foresight for Innovation

GUEST POST from Art Inteligencia

Innovation is essential for businesses to stay competitive in today’s ever-changing economy. To stay ahead of the competition, businesses need to be able to anticipate the future and plan accordingly. To do this, they must leverage both hindsight and foresight in their innovation processes.

Hindsight is the ability to look back and learn from the past. By understanding the successes and failures of prior initiatives, businesses can identify areas for improvement. This can help them to create better decision-making processes and develop more effective strategies. By leveraging hindsight, businesses can also avoid repeating past mistakes and take advantage of opportunities that may have been overlooked.

Foresight is the ability to plan for the future. By gaining an understanding of current trends and anticipating future changes, businesses can stay ahead of their competitors. This requires the ability to think creatively and develop innovative solutions. By using foresight, businesses can take calculated risks and create new products and services to meet emerging customer needs.

The best way to use both hindsight and foresight for innovation is to create a dynamic innovation process. This process should be agile and responsive to changes in the market. It should also incorporate feedback from customers, partners, and other stakeholders. This feedback should be used to inform the innovation process and help businesses to identify areas for improvement.

Innovation is essential for businesses to stay relevant in the ever-changing marketplace. By leveraging both hindsight and foresight, businesses can create more effective strategies and develop innovative solutions to meet customer needs. By creating a dynamic innovation process, businesses can stay agile and responsive to changes in the market, allowing them to stay one step ahead of the competition.

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.

Image credit: Pixabay

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