You should read this if… you believe your current business model is no longer delivering the growth or resilience it once did. This article explores why business model transformation is often necessary as markets, technologies, funding models, and customer expectations evolve, and explains how futures intelligence can help leaders rethink how value is created and delivered. It shows how stepping back from “business as usual” and using foresight to explore emerging change enables organisations to identify new opportunities, challenge entrenched assumptions, and intentionally design the next phase of their business model—before external pressures force change on their terms

You should read this if… you want to move beyond reacting to disruption and start actively shaping future impact and growth. This article explains what it means to think like a futurist, showing how foresight helps leaders make sense of uncertainty by exploring trends, imagining multiple possible futures, and understanding how today’s decisions influence what comes next. Rather than predicting outcomes, it demonstrates how futures intelligence gives leaders greater agency—helping them minimise downside risk, spot emerging opportunities, and take informed action over a practical five‑to‑ten‑year horizon so growth and impact are designed, not left to chance.

You should read this if… you are building the case for investing time and resources in futures thinking rather than relying solely on historical data and short‑term forecasts. This article sets out the business case for foresight, explaining why traditional data‑driven planning becomes unreliable in fast‑changing, uncertain environments. It shows how foresight complements existing analytics by exploring multiple possible, probable, and preferable futures, helping leaders make decisions with greater confidence, creativity, and reliability. By strengthening strategic agility, alignment, and the ability to shape rather than simply react to change, foresight becomes a practical capability for navigating uncertainty and supporting better long‑term outcomes.

You should read this if… you are interested in an evidence-based view of whether Australia’s charity sector is building balance sheets or converting revenue into service delivery. This post uses publicly available ACNC data (covering over 49,000 charities, with annual datasets available back to 2013) to examine sector “wealth” and balance‑sheet health, and finds that most Australian charities raising revenue from the public in 2019 appeared financially healthy, with assets and liabilities broadly proportionate to sector revenue. It notes that charities holding land and property tend to have larger balance sheets and that property value increases—particularly in metropolitan areas—have supported balance‑sheet strength, while revenue growth did not appear to be disproportionately used to inflate balance sheets; it also argues that adding cashflow data to ACNC reporting would enable a more complete assessment

A good way to create alternative views of futures is by building scenarios. This involves bringing together different trends, phenomena, and uncertainties to understand their interdependence and joint implications.

Forward thinking leaders need to develop the ability to scan for signals, issues and trends that are developing now and create a view on how they might play across a range of futures.

Which futures will appear? There are many different variations of futures emerging. It may sound far fetched… but robots may dance.

You should read this if… you are a leader who recognises that technology alone will not solve your organisation’s cyber security risks. This video explores how applying a design thinking approach to cyber security shifts the focus from detection to prevention by addressing human behaviour—the most common entry point for cyber‑attacks. It explains why employees often undervalue cyber security and how human‑centred design can improve vigilance, decision‑making, and secure behaviour, particularly in organisations with mobile or distributed workforces. By rethinking cyber security through a design thinking lens, leaders can create more effective, practical defences that align with how people actually work.

You should read this if… you are a leader in business who wants your organisation to stay agile and relevant in the face of rapid change rather than relying on slow, reactive innovation cycles. This article introduces responsive innovation as the capability to adapt strategies, processes, and operations quickly as new information, risks, and opportunities emerge. It explains how responsive innovation goes beyond last‑minute change by embedding agility, experimentation, and learning into everyday decision‑making—enabling organisations to respond faster to shifting customer needs, unlock new opportunities, and build resilience and long‑term success in uncertain environments.

You should read this if… you want to understand how artificial intelligence can practically support business growth rather than being seen as a distant or purely technical concept. This video explains what AI is, clarifies common misconceptions, and explores how tools such as machine learning and deep learning can improve efficiency, create new ways of working, and free teams from repetitive, low‑value tasks. It highlights how AI can help organisations focus on higher‑value activities, make better use of data, and design smarter processes—positioning AI as an enabler of growth and impact when applied thoughtfully and aligned with organisational purpose.