PART THREE

MAKING FUTURE-BACK REPEATABLE

Future-back thinking cannot be reserved for just the occasional offsite or even the heavy lift of our months-long vision and strategy development effort and the multiyear implementation process that follows. Once an enterprise reorients itself toward the portfolio of the future, it must ensure that its next generation of leaders continues to lead from the future. Boards must hire new CEOs who are aligned with the company’s vision, and leadership development efforts are needed within the organization to ensure that the up-and-coming executives who will run the next set of initiatives—and ultimately the enterprise as a whole—know how to think, plan, and learn continuously. Leaders and managers at ...

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