Are you Future Proof? Welcome to episode 106 with Author, Strategy guru and Futurist Steve Tighe.

Self proclaimed lover of all things data and research, Steve’s mission for curiosity has put him front and centre as a pivotal “future” guide for the worlds best organisations.

In this episode we discuss why too much data is not really a good thing and how trends are actually outdated by the time they are named.

That the key to success is to replace looking back (or sideways) – with curiosity forecasting “the unknown”. ​​

The What If’s.

Future Proofing...How looking ahead is the essential ingredient for sustainable growth and longevity.

Yes, review the past – but the true genius for companies and leaders is the fact looking ahead is one of the best assets for sustainable success.

In a generation of information overload, Steve focuses on why companies should be looking forward and not reliant on “past trends” and data to make visionary strategic decisions. Plus why embracing the unknown starts with how we think at home and work.

A business strategist, scenario planner and public speaker –  Steve designs long-term strategies for organisations. These long-term ‘foresight’ strategies give companies enough time to transform what they do, how they do and even who they are.

Transformation is essential in a changing and volatile business environment.

So why should we be more curious about change and less fearful about the future?

Future Proof is Being Curious for Change

Steve has had long relationship with information. He started at Foster’s in 1995, in the heyday of predictive analytics when organisations accumulated more and more data in the quest for a competitive edge. 

At Foster’s Steve supported the sales vice president and the marketing vice president, and in the first eight years, did more market analysis than anyone else in the organisation’s 150 year history.

Looking at the data available, how it was used, and not used, he saw the weaknesses in information and how companies use it.

The weakness of traditional sources of data is that it is syndicated. So, any organisation and its competitors receive identical data, which defeats the purpose of using data for a competitive edge. Even so, companies continue to accumulate more data, which is never used. 

Steve started looking at information differently and asked, ‘What can I find that will help us as an organisation against our competitors?

This led him to the fundamental question, which has dictated the direction in his life since, “How do you get ahead of trends?” 

The turning point 

This led Steve to enrol in a master’s programme in foresight at the University of Swinburne University of Technology.  He was appointed in the role of foresight manager. 

He admits that he had no idea what it would entail and feeling overwhelmed. But that was part of the charm…

He asked the question, “What would Australia look like in 10 years, what are the fundamental wants, needs, and attitudes of people in that society, and what does it mean for us?”

Trends? Why Looking Back Can Be Deceptive

* A trend represents a-fundamental shift in behaviour. * A forecast is an extrapolation of a trend,