We should always take frameworks and models with a healthy amount of skepticism. Just like a map is a gross simplification of the richness and complexity of the real world, a framework is a simplification of processes and behaviour. That being said, even though a map is far less complex
Welcome to this week’s edition of Simon Sees! Inspired by our Future With Friends conversation with Michelle Newell, this week, we’re stepping into the shadowy – yet strangely illuminating – realm of death and dying. But not in the way you might expect. From bringing long-extinct dire wolves back to life, to using
Over the last few weeks, we’ve been diving into the various layers of my strategic planning pyramid. So far, we’ve discussed the need for shared understanding and the power of collective purpose In this post, we’re taking a closer look at the value of having diverse options. The concept of
Welcome to this week’s edition of Simon Sees! This week, we’re exploring the ever-shifting terrain of work and life – and how the ways we design it, measure it, and show up in it are quietly being rewritten. We’ll question our obsession with numbers (and whether they’re telling us the
One of the most common mistakes when it comes to identifying collective purpose is that we confuse it with an organisation’s vision. Whereas an organisation’s vision is an ‘idealistic view of what everyone is working towards over the long term’ a groups collective purpose is a ‘realistic view of what
Today I’m ridiculously over the moon, jumping out of a cake excited to be announcing my new podcast ‘The Future With Friends’. The first episode featuring fellow futurist Steph Clarke exploring ‘the future of friendships’ is now live. And upcoming episodes with Dr Adrian Medhurst, Michelle Newell, Col Fink and
Last week, I shared my strategic planning model called The Strategic Planning Pyramid (the name is accurate, if not a little obvious). It has been developed through two decades of working in strategic foresight and planning, and although simplistic on the surface, it highlights some of the fundamental problems leaders
December and January are generally quiet months for consultancy types like me. I’m quite happy with that. I get to spend time with my two girls while they’re still young enough to want to hang out with me. I also tend to read a lot of books, and we’ve been
In last week’s post, I dove into the idea of the ‘Olympic Year’ and how we can use metaphor to gain deeper insights and uncover new opportunities. One of the insights gleaned from the metaphor was that unlike Olympians who get three years to develop the skills and teamwork before
As leaders, there are different cycles in the work we undertake. Some cycles are weekly, others are monthly, and some might only happen annually. And then there are those, that like the Olympics, only happen once every few years. I recently caught up with a friend who is a director
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