Dr Patrick Dixon MBE: Futurist Keynote Speaker            			                 -                     
                        
                                                    Futurist Books - free books on Future Trends                                                
	
4th edition of Dr Patrick Dixon's highly acclaimed book on what the future will be like, and strategies for growth: an early warning system for future business and personal life. Dr Dixon's perspectives have stood the test of time. 
FOR LATEST FUTURIST BOOK:  The Future of Almost Everything
Futurewise contained detailed research into latest trends, consumer insights, industry innovation and long range forecasts.  Book describes Six Faces of the FUTURE - F ast, U rban, T ribal, U niversal, R adical, E thical.
DR DIXON HAS BEEN PROVEN A RELIABLE GUIDE ON GLOBAL TRENDS OVER THE LAST 20 YEARS FOR HUNDREDS OF THE WORLD'S LARGEST CORPORATIONS - 4 EDITIONS OF FUTUREWISE SINCE 1998 - SEE LIST OF PREDICTONS IN LINK BELOW.
Reviews of Futurewise:
Business Executive Magazine - 'Fascinating and in some ways terrifying book. It is a vital read if you want to get a glimpse of what the future may hold for all of us.' Professional Manager - 'very readable. Covers a staggeringly wide subject range'.
"The best book on future trends I have ever read" - Hans-Dieter Vontobel, Chairman Bank Vontobel
"A must-read for anyone keen to understand what the future holds for them." - Lynda Gratton, Associate Professor London Business School
"A momentous achievement" - Professor Zuhayr Mikdashi, School of Business Studies, University of Lausanne
"If you want to intelligently invent your own future, this is the guidebook" - James Johnson, President and CEO Eikon Strategies
See Patrick Dixon's latest Futurist book:  The Future of Almost Everything
Can a Futurist REALLY predict the future?  JUDGE FOR YOURSELF:  Here are a stack of predictions I made in Futurewise previous editions going back to 1998 and in other earlier books etc.
Need a world-class Futurist keynote speaker? Phone Patrick Dixon now or email.
Video of keynote at Google travel industry event - structure around Futurewise - Six Faces of Global Change - see below.
Many executives are feeling battered and bruised right now. Hit by one event after  another, there’s little time to regroup or reflect, and the top of a  corporation can be a lonely place. Profit warnings, share price  pressures, mergers, reorganisations, relocations, disposals, painful  layoffs and great geopolitical uncertainties can sweep away even the  most comprehensive strategies – and that’s despite outstanding management over many years.
These are exceptionally difficult times and it has never been more important to connect planning to executive board thinking than now. It’s easy to lose sight  of the bigger picture in the rush to cut infrastructure cost and  conserve cash. Hopefully you succeed in protecting the business,  satisfying shareholders and analysts, but what about capacity and  flexibility, morale and momentum?
To be a winner in the next three years you need to use the downturn to reshape  for growth, propelled by an unshakeable conviction that your mission is  still important, that more prosperous times lie ahead, and that in some  way your company infrastructure is helping to build a better kind of  world. Your own passion for running the race matters most of all in a  downturn when people are insecure, see only savage cost savings, and  loyalty is tested.
The future is about emotion, not just innovation, fashions, technology and political change.  If you want to understand the future - connect with the passions people have.
Your corporation’s future will be dominated by six factors, or faces  of a cube, spelling F U T U R E.
Need a world-class Futurist keynote speaker? Phone Patrick Dixon now or email.
Fast
The world is changing faster than boards can think, and far faster than management can respond. Gone are the days when grand plans could be made with confidence for a post-merger HQ. In today's economy you may be overtaken by further consolidation and perhaps even by the entire reorganisation of the corporation. We  have to think differently. Survival means scenario planning as far as  possible before events happen, with rapid response plans, making every logistics dollar count. Market research can’t predict the future in a rapidly  changing world – it just shows what consumers and internal clients  think. We need bifocal leadership:  clear short-range thinking and sharp action now to steer through the  downturn, as well as accurate vision and steady nerves to see beyond.
Look out for the next big wave of techno-social-change which will profoundly  alter office and manufacturing requirements as well as client relationships – we are still in the first day of the digital age, the first 10 minutes of social networks, and many corporations are distracted by other pressures. Who’s watching your radar screen?  Where does your own team get fresh insights from? Who’s bringing  external perspectives to protect you from institutional blindness? Who’s  watching your own back? New technology is dramatically speeding up  back-end integration of incompatible IT systems but this will continue  to be an area of major concern and should be at the centre of thinking  about every new IT project.
Urban
Big demographic and social “lifestyle” shifts will impact your customer requirements in this new decade with profound changes in working  practices. Every aspect of life is being transformed with fickle  fashions, ageing but wealthy populations, retired people inheriting trillions of  dollars, aggressive war for top talent, female consumer influence,  designer biotech life, human cloning, medical breakthroughs, virtual relationships and a host of other factors, including the huge untapped challenge of  megacity markets in emerging economies. These society changes are  fundamental to the future shape of your business, in many ways  indirectly because they will alter how people think and feel. Soft  factors may create your greatest new business opportunities. But are  your teams gearing up to exploit them?
Tribal
Although the world is increasingly globalised, tribalism is the most powerful force on earth, when a group of people identify  only with each other. It’s more powerful than nuclear bombs, or the  combined might of the US, Russian and Chinese military. We see it around  the world in 100s of tribal conflicts and tensions and in recent  events, fuelled by growing global inequality and anger at perceived  injustice. Attention will be focussed around the world on these issues.  Terrorism will continue, but will not win. Individuals will respond by  sacrificing personal liberties for increased security, and by resolving  that normal life must go on.
Yet tribalism is also a huge positive force. It’s the basis of every family and every  neighbourhood. Tribalism makes us proud to be who we are, and gives us  national identity. It also affects us all through niche branding and  product loyalty: every one of your successful products creates a tribe  and every successful organisation is one. Tribalism is the secret of  your strongest teams, corporate character, people movements and product  lines. The key to all successful mergers and leadership is harnessing tribal culture. Team leaders manage up to twelve others, but tribal leaders create dynamic people movements of more than 100,000. Are you making tribalism work for you, rebuilding group confidence and a sense of belonging at a time of workforce reductions?
Are you paying enough attention to tribalism when planning and running global operations? The current geopolitical  situation makes it even more important that all operations on the ground  are conducted with utmost sensitivity to local customs and culture.
Universal
The opposite of Tribal is Universal. Globalisation, the emergence of the global super-brand and huge pressures to manage global operations more effectively, using new technologies, emergence of complex digital communities, multichannel marketing, virtual teams and companies.
We are still playing games with globalisation.  Many executives I know are already spending more than six weeks a year  at 35,000 feet, and it’s no fun anymore. Successful multinationals need  totally new management models to grow beyond constraints of constant air  travel to meetings. Daylight is now the biggest barrier to the global village –  because people have to get out of bed to attend virtual meetings.
The future of Europe – will be dominated by conflict between two equal and opposite forces: tribalism is causing many European countries to fragment, and universalism is  welding these same fragile nations into one super-state.  Expect further stresses in the Eurozone, until some countries are forced out, or force into more rigorous controls on spending by their governments. It is strange  that countries were rushing into total one-ness at the same time as  neighbours were killing each other for speaking with the wrong accent or  language. Low-grade ethnic cleansing by intimidation and violence is a  daily reality in Europe – not only in bits of former Yugoslavia but also  in the UK (Northern Ireland) and elsewhere. Tread carefully in  pan-European business deals. It may all look Euro-ised from the outside,  but beneath may be pure tribalism.
Globalisation will dominate the shape of all large corporations as competitors realign through rapid mergers, acquisitions, disposals or new partnerships. However reactions to globalisation will grow and require careful handling. Powerful global structures will  emerge and affect your international interests. Are you being radical  enough in globalising your operations and structures?
Radical
Few of your workforce or clients are likely to be active members of political parties, compared to the vast numbers who have signed petitions or campaigned for causes. With the death of left / right politics and weakening of “big” government power, corporations are increasingly vulnerable to attack by single issue groups. Examples include the war against terrorism, animal welfare, and child labor in the textiles industry. As Swiss banks found with Nazi gold, Shell found with oil rig dumping, Nestle found  with baby milk products, Nike with factories in emerging nations, and  MacDonalds with beef-contaminated French-fry oil in India, these issues  strike hard and their impact can be hard to predict. Clear policies,  strong values and rapid media response teams are vital.
Sustainability and environment are single issues that will continue to drive innovation and change for the next 20 years.
Ethical
What kind of world do you want to live in anyway? And what about your  children or grandchildren? Whenever I talk to CEOs about the future,  they end up talking about the personal concerns they have, their values,  priorities, ethics, motivation, and spirituality – and all these will be key issues for large corporations, even more so following recent events.
The heart of our society has always been stirred by more than money,  but even more so today. For example in countries like the US 60% of  adults and teenagers give time to causes they believe in – an average of  200 hours a year each, equivalent in value to 4.5% of GDP or 12% of the  Fed budget. We’ve seen a huge increase in a decade. You’ll learn more  in five minutes asking a colleague what organisations or causes they  give time to, than in five months working in a team planning a new  office, call centre or factory.
Retaining and motivating top executives will mean far more than money in future. Personal work motivation has already changed dramatically in the last five years and will continue to do so. It’s much deeper than work-life balance.  The key to capturing people’s passion will be showing how your  operations and infrastructure builds a better kind of world, not only  for individual people and their families, but also for the community and  for the whole of humanity. Then people will be proud to work for you,  and to by your products and services. How do you measure up?
And finally…
The six faces form a cube but the cube is weighted. Most executives see the world mainly as Fast, Urban and Universal – but how  many people in a nation need to be very Radical, Ethical and Tribal to  change your world? Fortune 500 CEOs and Chairmen usually tell me just  0.5-2%. And just one shareholder on a mission to change a corporation  can be enough to keep a CEO awake at night before an AGM. You can’t keep  all the faces in view at once so… keep turning the cube.
Article written in 2002, updated 2012
See Patrick Dixon's latest Futurist book:  The Future of Almost Everything
Need a world-class Futurist keynote speaker? Phone Patrick Dixon now or email.