It’s Hard to Keep an Entire Company Aligned

A Shared Futureview Could Be the Answer

It’s Hard to Keep an Entire Company Aligned.  A Shared Futureview Could Be the Answer. 

In speaking to audiences, I often point out my surprise at how little time we spend in business really thinking about the future. It’s easy to do when there are numerous tasks at hand. But, since it’s where we’re all going to be spending the rest of our lives, you would think that we’d devote a bit more time to considering the future.

Taking the time to think about the future isn’t limited to pondering tomorrow, next week or next year. Instead, it’s much more of a two-way street. That’s because how you think about the future—whatever the time frame you attach to that term—has a very real effect on what you do in the present.

That’s what I call a Futureview. And it’s essential that an organization have a consistent and aligned Futureview to best anticipate the future with the utmost confidence.

Futureview Defined

My definition of Futureview, which I began to develop several decades ago, refers to your perception of the future.

In essence, when you think of the future, what comes to mind? Are you optimistic and excited? By the same token, are you discouraged, perhaps convinced that your best days are well behind you?

As I mentioned earlier, how you view the future has a clear impact on your present thoughts and actions. For example, if your Futureview is upbeat and energized, you’re undoubtedly going to approach what you do in the present with a similar level of energy and engagement.

But what if your Futureview is less optimistic? It stands to reason that your actions and thoughts in the present moment are going to reflect that attitude.

In that sense, Futureview is very circular. Not only does it define how you see the days to come, it also exerts a powerful influence in the moment, potentially influencing everything you both see and do.

An Aligned Futureview: An Organizational Advantage

Futureview is critical when it comes to the individual. But, when you stop to think about it, it can be even more important when considered on an organization-wide basis.

Think about the varied people within an organization. Some have an optimistic Futureview of where the organization is headed. They look forward to coming to work and contributing on every level possible.

On the other hand, those with a negative Futureview may see little more than a dead end. They don’t have optimistic expectations for the organization as a whole or, for that matter, their place in it. Their performance may be lackluster, drained by a negative Futureview (not to mention by the energy expended looking for some other place to work).

If nothing else, that sets up a contradictory dynamic where people can effectively be working against each other. Take sales as an example.

A salesperson with a positive Futureview expresses optimism and opportunity to prospects. By contrast, a salesperson with a negative Futureview may be only going through the motions in dealing with customers. Consider the mixed, confusing message that may be sending to your overall pool of both existing clients and prospects.

In short, a shared, positive Futureview is pervasive. It can help boost communication, innovation and a shared sense of moving in the same direction as a group. It’s both engaging and energizing.

Developing an Aligned Futureview 

Since a shared Futureview can be so powerful, how can an organization develop it?

One way is through identifying Hard Trends, those future certainties. Consider those Hard Trends that are shaping the future of your organization and your industry. From there, consider: Is your Futureview aligned with those powerful forces, those things that we know for a fact are going to occur?

That’s a great way to build a shared, positive Futureview—not only does it encourage widespread buy-in (after all, we know these things are going to happen), but it also underscores the enormous opportunity of leveraging those future certainties.

An organization with a shared, constructive Futureview also stresses communication. If leadership has an optimistic Futureview, not only do they make certain that it is a working part of their organization’s function and culture, they also communicate it to everyone else in the group, in effect: This is where we’re going, this is why we’re so excited and this is why we want to make certain you share this view as well.

That’s a Futureview that builds a powerful, inclusive culture, one that can be singular to your organization.

Wondering what steps you need to take to align your company’s Futureview? These and other insights are in my new book, The Anticipatory Organization

Watch the Reaction

Watch the reaction to Daniel Burrus’ Recent Keynote presentation.

Daniel Burrus has over three decades of being right about where things are going, which is evidenced by his long and diverse list of repeat clients. Daniel has worked with leaders from Fortune 500 companies, the Pentagon, and heads of State-delivering powerful insights and actionable strategies.

A ‘must-hear’ presentation.

Steven A. Ballmer, CEO, Microsoft

Your thoughts on how to create an opportunity for change through a customer focus is the excellence our team is striving for. The framework you provided on innovation, creativity and customer value will be instituted as a management practiceto enable the technology infrastructure group to take Wells Fargo to the next stage.

Victor Nichols, Wells Fargo

By applying Daniel Burrus’ principles to our business, in less than a year we have been able to double our revenues and increase the value of our company by a factor of four, and we feel the biggest impact is yet to come.

Arni Bellini, CEO, ConnectWise

Recent Work

Recent Work

When IBM launched IBM Global Business Services with their top 40 industry experts to plan a game‑changing future for IBM, the only outside resource they used was Daniel Burrus. (The meeting was a great success, and he has continued to work with IBM).

When Vodafone launched its Global Mobile Enterprise service to Fortune 200 companies, they chose Daniel Burrus to deliver the message to C-level Executives in multiple national events.

When Deloitte gathered leaders from China and SE Asia for a major forecasting event, they chose Daniel Burrus. (Based on the success of that event, Deloitte has changed their industry-forecasting model to incorporate Burrus’ Hard-Trend methodology.

A Master at Tailoring Presentations

A master at tailoring his presentations to the specific needs of your audience, Daniel is a futurist keynote speaker who identifies game-changing trends and strategies to help you:

  • Empower audiences to take positive action.
  • Separate the Hard Trends that will happen from the Soft Trends than might happen
  • Learn which current and emerging technologies will have the biggest impact on your industry.
  • Learn how to creatively apply these technologies to create strategic value and competitive advantage.
  • Anticipate Disruptions, Problems, Customer Needs and New Opportunities
  • Learn how to leverage the skills and talents within your organization in new ways.
  • Learn how to use new tools to change the rules of your industry with honesty and integrity.
  • Learn powerful personal strategies for shaping your future.
Daniel Burrus’ Speaking Accolades

Daniel Burrus’ Accolades

  • The New York Times named Daniel as one of the top three gurus in the highest demand as a speaker.
  • One of the Top 21 Speakers For the 21st Century by Successful Meetings Magazine.
  • He has been voted by his peers and clients as one of the Top Five Futurists and Technology Speakers every year since the award program started.
  • A member of the Professional Speakers Hall of Fame.
  • He has delivered over 2,700 keynote speeches on six continents to audiences from 25 to 12,000.