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Do short-range concerns leave you without the time to plan for the future of your business? Are you vulnerable to missing out on big opportunities and being caught off guard by major problems?
In Lead From the Future, Mark W. Johnson and Josh Suskewicz offer business leaders a new mindset and strategic approach. This mindset and approach will promote the growth and relevance of their organizations far into the future.
Continue reading for an overview of this how-to book for leaders.
Overview of Lead From the Future
In Lead From the Future, Johnson and Suskewicz argue that, as a business leader, you must develop a compelling future vision for your company and take the necessary steps to bring that vision to life. They show how “future-back thinking,” or what we’ll call visionary planning, lets you envision, plot, and take action to drastically improve your organization’s chances of successful long-term growth.
Mark W. Johnson is a co-founder and senior partner at Innosight, a global innovation consulting firm. He helps companies develop growth strategies and manage innovation and has authored several books, including Dual Transformation and Reinvent Your Business Model. Josh Suskewicz is a partner at Innosight.
We’ll first explore why conventional growth mindsets and strategies often fail. Then, we’ll explore the steps of visionary planning and show how you can adopt the process to improve outcomes for your business. Lastly, we’ll outline how you can embed this approach into your organization’s leadership, teams, and processes to ensure that new generations in the company carry on the visionary planning approach.
Why Use Visionary Planning
No one can predict the future. But the authors argue that, as a business leader, you can improve your organization’s longevity, relevance, and growth in the long term. To do so, you must change your focus from short-term concerns and time horizons to the future you want to see five to 10 (or more) years out.
The authors explain that visionary planning allows you to respond to changing market realities by anticipating threats and opportunities on the horizon, thinking outside your company’s established processes and approaches, reinventing your business or an aspect of it, and meeting unmet demands in the market with innovative products, services, and processes.
Additionally, the authors explain that the visionary planning approach can be applied to different types of organizations other than businesses, like governmental and activist organizations and religious institutions, to help them strengthen their relevance and influence in the long term.
Why Current-State Thinking Is Ineffective
The authors explain what the conventional, short-sighted mindset and strategic approach for business leaders is (what they call present-forward thinking and what we’ll call current-state thinking) and why it leads to failure for many businesses. Current-state thinking happens when you focus solely on solving short-term problems, which leaves you unprepared for looming problems and opportunities. When senior leaders get stuck in current-state thinking, they become attached to the past and reactive to the present. As a result, their companies grow rigid and get bogged down in their processes, regulations, and norms.
Current-state thinking makes your business more vulnerable in today’s environment of volatile markets and rapid technological changes. This is because thinking and planning this way blinds you to transformative opportunities that could assure your company’s stability and growth for decades. The authors explain that senior leaders often don’t take the time to imagine a future in which their current offerings could be obsolete. They assume the future won’t look much different from the present and tend only to think one or two years ahead. Therefore, they don’t take the necessary actions to build toward long-term growth and sustainability.
The Foundation of Visionary Planning
According to the authors, it’s important to understand two foundational aspects of visionary planning—embracing and prioritizing breakthrough innovation and adopting a cyclical learning process we’ll call the discovery cycle. Once you understand these aspects of visionary planning, you can move through the three-stage process of visionary planning.
Breakthrough Innovation
Adopting a visionary planning approach for your organization requires you to shift how you think about and execute innovation. According to the authors, breakthrough innovation—innovation that creates new markets rather than just improving or updating current offerings—is at the heart of long-term growth and relevance. Even if your company is doing well currently, its growth will likely stagnate without effective breakthrough innovation strategies, and your company will fail in the long term.
The authors explain that established companies often overlook the importance of breakthrough innovation because they believe they can survive in the long term by focusing only on improving their company’s core offerings—their fundamental activities, resources, capabilities, and so on. These types of incremental core innovations are necessary to improve efficiency within your company and enhance your current product performance, but they’re not enough on their own to ensure growth and longevity.
Additionally, many executives fail to prioritize breakthrough innovation because they often overestimate the risks of investing in such innovations. As a result, companies tend to fund projects that only improve efficiency and current offerings. But the authors argue that you can manage these risks and, importantly, that the cost of not taking innovation risks is much higher than sticking to safer incremental innovations. The visionary planning mindset broadens your perspective beyond the familiar and prioritizes strategies for breakthrough innovation initiatives, despite the perception of the higher risks it carries.
The Discovery Cycle
The other foundational aspect of visionary planning is an exploratory, cyclical learning approach in which you investigate, imagine, and experiment to develop insights and solutions to problems and opportunities. The steps of the discovery cycle are:
- Investigate: Explore possibilities and develop insights and assumptions about the problem or opportunity by collecting information.
- Imagine: Brainstorm solutions to the problem or innovative ideas.
- Experiment: Test your ideas to yield more insights. Take the insights you gain and return to step one to investigate and develop them further.
This approach supports the visionary planning process, which is not a linear journey from point A to point B but instead is dynamic and constantly evolving in response to changing environments and new insights.
The Three Stages of Visionary Planning
The authors break the visionary process into three stages: Creating the vision, converting the vision to strategy, and executing the visionary plan. They explain that they don’t intend for you to use these stages as a rigid checklist but, instead, as a flexible framework that you can adapt to your company’s unique context and challenges.
The stages of visionary planning work best as a collaborative process that includes regular, structured dialogues between senior leaders informed by the discovery cycle process. These discussions should emphasize exploration over finding consensus and making decisions. The dialogues should include people with diverse perspectives, relevant experience, and knowledge, including those who make resource allocation decisions.
Stage 1: Create Your Vision
First, you must create a vision for your company’s future. This stage involves three steps: anticipating the future market landscape, identifying major implications of this environment for your company, and imagining how your company can fit into that future.
Step 1: Anticipate the Future Landscape
The first task in anticipating what the future landscape will look like is identifying a time horizon—how far into the future to set your vision for the company. The authors recommend you and your team imagine as far into the future as necessary to find the point where you become uncertain of your company’s significance and likely growth. Consider when new paradigms and trends, like technology breakthroughs, may become relevant and mature enough to create market disruptions.
Once you set your target time horizon, discuss what you think the market will look like at this time. Given likely technology and market trends at your target time, what assumptions can you make about market activity? Discuss if there are aspects of your company that would not respond well during these likely disruptions and changes in the future. Additionally, discuss if your customers’ needs will shift and what types of future technology and services you can imagine—or create—to fill those needs.
At this point, it’s important to bring together your team’s differing ideas about what the future will look like and create a clear statement about what you think will happen. This statement should be exciting and should summarize a consensus perspective on the future, which will help shape your strategy and get others to support your vision. For instance, you might predict, “By 2050, all personal assistants and routine customer service tasks will be automated by AI.”
Step 2: Think About How Your Business Will Fare in the Future
In the second step of creating your vision, identify what your company’s future looks like given the assumptions you’ve developed about the future landscape and your current strategies. Discuss with your team whether the company would still have long-term relevance and sustained growth relevance if you continued doing what you’re doing now.
The authors advise that you examine potential threats and opportunities and determine which is likely to play a larger role in your future so that you can develop a strategy to either respond to threats or take advantage of opportunities.
Step 3: Finalize Your Future Vision
Now that you’ve thought about the future landscape at your target time horizon and identified implications for your business, you can construct a future vision. A future vision describes what services or products you’ll offer, how you’ll create value in the market, and how you’ll address necessary factors in future growth—for example, gaps in your company’s current capabilities that need to be modified to support change and growth.
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Here's what you'll find in our full Lead from the Future summary:
- Why it's important to anticipate future change rather than reacting to it
- A three-stage framework for staying ahead of the competition
- How to understand and adopt the visionary planning process
