Chapter 3

CREATING AN INSPIRING AND ACTIONABLE VISION

The future cannot be predicted, but futures can be invented.

—Dennis Gabor

Industry inflection points  •  Jobs to be done of the future  •  View of the world statements  •  An impressionist painting, not a photograph  •  Four archetypal implications for your future  •  Vision as aspiration and purpose  •  Strategic narratives

Future-back work begins with a series of structured dialogues in which senior leaders develop a compelling long-term vision or add definition to one that is already conceived but is meeting organizational resistance (as with William Hait’s). That said, future-back should never be thought of as a rote process with checklists and prescribed timelines. The phases ...

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