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FuturesThink
About
Futurist. AI Ethics Specialist. Strategic Change Agent.
Leon B Rademeyer is a qualified futurist, political scientist and journalist* who works with leaders and organisations to transform uncertainty into decision-making confidence. He has 30+ years corporate experience across a diverse range of industries in Australia and abroad.... and has served on multiple professional boards.
* Leon holds an MPhil in Futures Studies, BA(Hons) in International Politics, BA in African Politics and NDIP in Journalism.
Leon is not your typical futurist. In fact, he can be described as 'anti-futurist' in his approach to the future. This means he doesn't frustrate leadership teams with jargon, endless trend analysis or yet another unattainable future vision. Instead, he delivers clarity and confidence to those who ready themselves to step into the unknown. He cuts through the noise to humanise the transformation journey to a new tomorrow.
Leon has developed the Future-Think® Framework as a blueprint for negotiating change irrespective of the situation or perceived level of disruption. It is a mental model update for leaders and organisations engineered to adjust their future trajectories from the unwanted to the preferred. Trying to control the latest disruption has become an outdated mode of thinking in a world where everything changes all the time. Being prepared is no longer good enough. What is now required is flexibility.
The Future-Think® Framework is designed to help leaders and organisations transform their mental models from fear induced control, to flexible clarity. It is a practical operating system that allows leaders to detect, act and evolve in real time. The Framework can be introduced through individual or combined strategic presentations or masterclasses.
It consists of three positive feedback loops:
Future memories
The first loop draws on neuroscience to reveal how the human brain constructs 'future memories' to anticipate the future. We unpack the brain's modes of future-thinking to become conscious of how we think subconsciously. This strategic knowledge affords us the means to mimick the brain's future-think to actively change our mental model (thinking) and behaviour to shape a new future. The strategic question is: are we on autopilot or are we actively navigating in these turbulent times?
Metaphores of change
The second loop introduces metaphors as agents of sensemaking and sense giving during a change process. Metaphors can express both continuity and change which allow them to form a bridge between where we are and where we want to be. They facilitate the construction of a new reality through personal sensemaking, but also through transferring that understanding to others. To engineer meaningful change leadership types are linked to specific change agents to initiate, facilitate and impliment change.
Strategic transformation
The third loop focuses on the operating system. It draws on systems thinking to explain cause and effect in a nonlinear world. It introduces a practical four-step process (Four-Step Foresight®) to lead teams and organisations in times of extreme turbulence. The process drives exponential change to reinforce new mental models, while simultaineously degrading defunct mental models which keep leaders and organisations trapped in the status quo.
The Future-Think® Framework proposes a fundamental shift from chasing after the future to allowing the future to come to us. In the past foresight was predominantly about anticipating, preparing and controlling. Today it's more about adapting to the incoming waves and applying what we are learning in real time. Organisations and leaders have to relearn to learn.
Key takeaways:
One: understand the critical difference between chasing and adapting.
Two: learn to connect the dots between foresight and the future.
Three: explore the neuroscience of decision-making in the nonlinear age.
Leon is approached when:
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Change overwhelms leaders and decision-making clarity is essential.
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Leaders want a clear vision and direction instead of another trend forecast.
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Organisational transformation demands strategic and cultural alignment.
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Inspiration and practical know-how are needed to make the future attainable.
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