Prepare your company and the employees for the future by asking these four questions: (1) What's our process for assessing the future? (2) How are we reading the news (3) Are we constantly testing what we think is working fine? (4) How are we managing information? Article by Faisal Hoque, founder of Shadoka. Presentation design by 24Slides. For presentations like this, visit http://24slides.com

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TO TURN EVERYONE
IN YOUR COMPANY INTO A
By Faisal Hoque

2. WHAT’S OUR PROCESS FOR ASSESSING
THE FUTURE?
1
The assumptions you're making about the future are
embedded directly in the way you're doing things right now.
Analyze the impact of
your current work of
your team, partners, and
customers. Where are the
most obvious places your
results can be improved or
revenue increased?
Evaluate your present
capabilities for making
those improvements.
What assets and resources
do you have at your
command to try
something new?
Closely examine your
current strategy. How
well is your team
executing your current
plan? What changes are
needed today?

3. HOW ARE WE READING THE NEWS?
2
Developing an integrated sense of the changes you're hearing
about can help you sharpen your futurist muscles.
Or that new technology
that's still years away from
hitting the market—what
preceding tech is it building
upon or threatening to
eventually supplant?
Start connecting those dots:
are other companies all
making similar bets? Is there
another existing technology
whose fate might be sealed
by that sci-fi–sounding one?
That big new merger
that's getting so much
buzz—what does it reveal
about the buyer's
priorities and instincts
about what's coming?

4. ARE WE CONSTANTLY TESTING
WHAT WE THINK IS WORKING FINE?
3
You need to know as soon as possible when certain "solutions"
(technological or otherwise) are no longer actually solving
anything, even if they once did.
The answer here isn't to try and turn over every single stone again
and again. It's to keep asking, "What is our purpose?" Why are you
here, and what purpose does your company serve? And are you
serving that purpose as effectively this month as you were last
month? If not, how come?

5. HOW ARE WE MANAGING
INFORMATION?
4
Ensure that you have the right flows in place, and create "filters"
that capture the most valuable ideas while discarding the stuff that
isn't useful or relevant.
You need to distinguish a genuine trend from something that's merely "trending"—to tell
the proverbial signal from the noise. Amy Webb outlines a few guidelines:
A trend evolves even while
it's still emerging.
The dots connect more
and more as the trend
goes mainstream.
A trend is timely but
persists over time.

6. FAISAL HOQUE
Shadoka enables entrepreneurship, growth, and social impact.
Author of Everything Connects, Survive to Thrive, and other books.
Founder of SHADOKA and other companies.
Copyright (c) 2016 by Faisal Hoque. All rights reserved.
Follow him on Twitter @Faisal_Hoque