On futures we mistake for change
When the present grows too heavy to move, organizations often reach for the same answer they always reach for, the promise of more control. The reflex is almost automatic. Prutures.
Too Much to Move.
We often imagine change as a clean swap of parts, one process out, another in, and we keep telling ourselves that with enough focus and discipline the machine will run better.
The Art of Letting Go Without Falling Apart
Transformation isn’t subtraction. It’s not about taking something out to make space. It’s the reconfiguration itself that changes everything. Letting go isn’t absence, it’s a shift in how things relate so something new can begin.
After we build: The Ethics of Scaffolds
Most structures are built to last. But what if that isn't the point? Sometime care looks like building, and sometimes care looks like stepping aside.
The Limits of Design: Why Emergence Can’t Be Engineered
We like to believe that if we build the right structures, policies, teams, strategies, or incentive systems, something good will emerge. We hold on to the hope that good intentions paired with solid design will stabilize the future. But if we’re honest, we often don’t know whether they will.
On Frames and Fences
We say we want less regulation—until we need it. The real tension isn’t between freedom and control, but between rules that trap and rules that enable.
The Art of Deconstructing Futures
Helping my child understand quadrilaterals taught me this: real understanding—and real futures—come from breaking things down, questioning assumptions, and rebuilding with meaning and glue.
Simple Thinking in Conversation
In this interview with Sarah Biendarra, explore the approach of Simple Thinking—how it helps navigate complexity and shape future possibilities.
Why Futures matter to me
Futures thinking has always been part of who I am. For me, it’s about seeing beyond the immediate. This is my journey and its learnings.
The Futures Telescope
The Futures Telescope is a tool for uncovering the blind spots in our vision and the assumptions that guide us.
Of Bridges and Vessels
Don’t get me wrong, I understand the notion and see the beauty in all the “Build bridges, not walls” kind of metaphors. But when it comes to strategy and futures, I’m afraid a bridge isn’t the answer.
Because Strategy needs Conversation.
Conversation is not the same as communication. Conversation can create friction. And it is friction you need to create a spark.