As globalization and technological innovation accelerate change, organizations, whether large or small, young or mature, business or municipalities, must face three critical questions:

  • Where is the future headed?
  • How does the future specifically affect our unique circumstances?
  • What are we going to do about it?

Q1: “Where is the Future Headed?”

It is natural for organizations to focus on current operational, budgetary, and competitive challenges. Over time, this unintentionally creates blind spots and rear-view-mirror mindsets. Organizations without accurate future-vision are making questionable and problematic decisions today. When there are many different internal views of the future, strategic and operational alignment suffer. With the future coming so quickly, it is easier than ever to be disrupted or left behind. Foresight makes all the difference.
For nearly 20 years, The DaVinci Institute has been tracking the trends that become future facts and sharing our findings as illuminating presentations and advice with corporations, investors, and governments on five continents. With innovations coming from so many different countries and technological domains, trend tracking and filtering the wheat from the chaff is a full-time effort.
Like never before, poor foresight might be your organizations greatest risk. Don’t be left in the dark. Let us help your strategy team by illuminating what’s coming.

Q2: “How Does the Future Specifically Affect Our Organization’s Unique Circumstances?”

Understanding all the implications of the change to every aspect of an organization requires methodical assessment and deep contemplation.

  • What innovations alter internal core processes? Functions?
  • How will internal operations change, and when should integration start?
  • What needs and expectations will change for customers?
  • What markets fade, which grow, and when do new ones open up?
  • What are the likely roadmaps for products and services?
  • How will competitive advantages shift in the future?
  • Where will margins shrink from competitive pressures; where and how can other margins be exploited and reinforced?
  • Where will the disruptive forces come from and in what form?
  • What business models will lose favor, and which new ones will replace them?
  • What regulatory gaps and impediments need adjustments to facilitate the future?
  • What current strategic assumptions, decisions, plans, and initiatives are incongruent with the direction of the future?

Every organization and its situation is unique. The specific consequences are unknowable without working through both discovery and assessment efforts. Wouldn’t it be wise to take advantage of our honed techniques for creating “ah-ha” experiences using proven provocative questions, imaginative exercises, and Situational FuturingTM? In addition, our toolsets act as excellent checklists for assessing alignment with the future. Armed with the explicit impacts to your situation, leaders can make intelligent decisions, employees can innovate relevant solutions, and the culture focuses on identifying issues and problems before they occur.

Q3: “What are We Going to Do About It?”

Some organizations want to deeply explore and solidify their strategic vision, and then disseminate it throughout the organization to align hearts and minds. For organizations seeking a new, sustainable competitive advantage, installing an ongoing, internal foresight system is a top priority. Others want to focus on innovating solutions to counter pending disruptive forces. Others want to find and boldly stake their claim to hidden, breakthrough opportunities.
Every client situation calls for a unique proposal. Our approach is to help each client formulate key objectives and metrics, then successfully partner to achieve mutually agreed upon benefits. Whatever is most important to you, The DaVinci Institute is equipped to help you get there.

Keep in mind that the future is coming for every organization on the planet whether it’s prepared or not. How will you add value, mitigate risks, and take control? Where can you dramatically lower costs and bubble up new revenue streams? If the answer isn’t Strategic Futurism, then what is it?
In our opinion, Strategic Futurism is the newest, most powerful competitive advantage available today for moving organizations ahead of the future. Let us help you thrive throughout the 21st century.


Michael Cushman
Michael Cushman is the Director of Vizionarium, the consulting practice at the DaVinci Institute, and has been a Sr. Fellow for more than a 15 years. Michael’s career focused on strategic formulation and execution within high-tech industries over several decades, from the Fortune 500 to multiple software startups, as a consultant and as an executive, on three continents. Michael has designed consulting methodologies for more than a half-dozen firms. He has won several product-of- the-year awards and holds patents in learning.

Thomas Frey
Since founding DaVinci Institute in 1997, Thomas Frey has built an enormous following around the world based on his ability to develop accurate visions of the future and describe the opportunities ahead. Having started seventeen businesses and assisting with the development of hundreds more, he brings a rare blend of reality-based thinking.

As part of the celebrity speaking circuit, Thomas continually pushes the envelope of understanding, creating fascinating images of the world to come. His presentations on have captivated people ranging from high-level government officials to executives in Fortune 500 companies including NASA, IBM, AT&T, Toshiba, Lucent Technologies, Boeing, Capital One, Bell Canada, Visa, Ford Motor Company, Hunter Douglas, YMCA, Times of India, and much more.
Each year his talks inspire tens of thousands of people to see the future differently.