Our purpose is to help you change the way you think about the future and its impact on your organisation.
You will be aware how isolating it can be in your leadership role and we are committed to supporting you to make sense of the turbulent future ahead.
We have unique capabilities and experience, gathered over many decades, to help you translate future insight into bottom line success.
WHY WE ARE OFFERING THIS TO YOU
It's a challenge staying on top of strategic issues, and no more so than in the case of future changes in the political, economic, social, cultural and technological environment.
Do you identify with any of these challenges within your organisation:
You find it hard to stay abreast of so much external change.
Understanding the implications of all this change on your organisation.
Lack of time to consider these implications.
Finding it threatening to engage with specialists with deep knowledge of change drivers.
Difficulty leading change initiatives and discussions as you need the context and evidence of what’s changing.
How would it be if we could help you by:
Showing you the external trends that can disrupt you.
Understanding the implications of these changes on your organisation.
Freeing you up from spending time understanding the implications of external change.
Arming you with the knowledge of specific change drivers to ask relevant questions.
Providing compelling insights into change and its implications on your organisation.
Showing you the value and the cost effectiveness of the insight CEOforesight brings.
We want to do the heavy lifting for you, by providing a foresight service specifically designed for the CEO. Simply stated, we do the work, you get the benefit.
WHY FORESIGHT IS IMPORTANT
"The root causes of decline in public companies are;
strategic risks (60%) rather than operational risks (30%) or financial risks (10%)."
The Society of Actuaries
“The assumptions on which the organisation has been built and is being run no longer fit
“Digital models account for disappearance of half of the Fortune 500 since 2000.”
The World Economic Forum
“Probably 40% of the world’s leading companies will not exist in a meaningful way ten years from now.”
John Chambers, Former CEO, Cisco
All too often, analysis of the strategic external environment is neglected or treated in a cursory manner.
Research undertaken by the Institute of Directors (IoD) and Barclays Bank, found that:
- 26 percent of UK companies think their business has under-performed because they failed to think adequately about the future external environment.
- Three quarters of UK companies believe it would be worthwhile in time and effort to build a better understanding of the future.
- 9 out of 10 UK companies say analysing the future external environment is very important to their business.
- But only 13 percent think they're very good at it.
- 25 percent of companies say they don't analyse the future external environment at all.
- Half of UK companies think the UK has a corporate culture which is not conducive to forward thinking.
CEOforesight addresses this challenge for the CEO and organisation which wants to both protect their firm and take advantage of disruptive change ahead.
Our business model allows us to flexibly provide state of the art foresight at an affordable price.
Click to access the paper
Often the strategic external environment is neglected or treated in a cursory manner.
Research undertaken by the Institute of Directors (IoD) and Barclays Bank, found that:
26 percent of UK companies think their business has under-performed because they failed to think adequately about the future external environment.
Three quarters of UK companies believe it would be worthwhile in time and effort to build a better understanding of the future.
9 out of 10 UK companies say analysing the future external environment is very important to their business.
But only 13 percent think they're very good at it.
25 percent of companies say they don't analyse the future external environment at all.
Half of UK companies think the UK has a corporate culture which is not conducive to forward thinking.
HOW WE ACHIEVE THIS
Following an initial dialogue and futures audit of your organisation you will receive a personal face-to-face briefing at least twice a year with the two CEOforesight principals, David Smith and Graeme Leach. This will show how the relevant drivers of change are developing, their potential impact on your organisation and recommended next steps.
We use our own researchers, networks and experience to prepare fully referenced reports and presentation decks for the briefings, to illustrate how the external environment will likely impact you. It’s only because we fully understand these drivers that we are able to deliver this service.
As part of the retainer service you are able to contact us for foresight advice and you will have access to our research team.
We provide additional bespoke services which include:
Speeches and presentations, by the two principals, in a unique double-act performance at conferences or events.
Foresight Retreats with the CEO, Board and senior staff to work through the implications of future change and develop buy-in.
Advice on how to build and maintain a forward thinking organisation.
More detailed research in specific areas as requested by clients.
We help CEOs to use foresight as a strategic communications tool within their organisation and outside.
WHAT YOU GAIN
You will be more informed, and therefore better able to discuss the dynamics of your sector and the impact on your firm, with any audience, internal or external.
You will be better able to lead strategic discussions and change in your own organisation.
You will be more valued as a consequence by your Chair, Board, management team, staff, media, investors, analysts and of course, your customers.
There will be greater demand for your expertise, with external and PR opportunities.
WHAT WE DO
We uniquely combine futures and economic thinking and apply the two disciplines for you, with the single intention of making you better informed and more insightful when engaging your key stakeholders.
We achieve this through 'think-and-link':
Firstly, we provide fascinating insight and new ways of thinking about the future, that you won't see elsewhere. We make thinking about the future energising and exciting.
Secondly, we make the link between that insight and your organisation. This is the 'missing link' to external foresight analysis.
We're always asking the question, what does this mean for the client?
Combined expertise and experience
David Smith and Graeme Leach have created the CEOforesight service by bringing together their combined experience of economics and futures thinking.
Economic and technology are paramount for futures thinking but they also emphasise the linkages between the two and the importance of all the other drivers of change.
Their futures philosophy sets them apart, believing that foresight is more art than science, and that the story is more important than pure forecast numbers. They also believe that effective foresight entails solving a puzzle and fitting the pieces of a jigsaw together to create a picture of the future.
DAVID A. SMITH
David is one of the world's leading futurologists and strategic thinkers, having founded GFF (Global Futures & Foresight) in 2006.
Before founding GFF David held numerous strategic roles including strategic marketing director for Unisys $2 billion global financial services business. Whilst at Unisys he co-created their Global Futures Forum.
He is widely sought after as a professional futurist, author and speaker, having addressed over 450 conferences and events in 42 countries across 5 continents.
Peer review by Patrick Dixon, Chairman of Global Change, and perhaps the world's number 1 ranked futurist, says of David that he is: "One of the world's leading authorities on global trends. He leads a powerful research team and is a fascinating speaker. He has helped some of the largest multinationals identify and respond to significant trends and is much sought after for his advice".
David has also helped academic institutions and industry associations to embrace change and prepare innovative strategies to renew themselves and generate new growth. He helps organisations think about key issues of the near future and stimulate out of the box thinking.
In 2020 the UK government selected Global Futures and Foresight as a supplier of futures services under its Futures Framework contract from 2020 to 2023.
GRAEME M. LEACH
One of Britain's leading economists and a former Chief Economist and Director of Policy at the Institute of Directors (IoD), where he was also a member of the Board. Graeme represented the IoD in economic discussions with the Chancellor and 10 Downing Street. Graeme founded macronomics in 2016, which is a macroeconomic, geopolitical and future megatrends research consultancy. He is a visiting professor of economic policy and a senior fellow of the Legatum Institute in London. He is also a member of the IEA Shadow Monetary Policy Committee (SMPC).
He has spent a lifetime in economics, futures and foresight, having started his career at The Henley Centre for Forecasting.
Over recent decades Graeme has made 100s of speeches on the future economy and megatrends, in more than 25 countries across the globe.
He has recently finished his new book: The Great Race - Who will win the battle for economic supremacy in the 21st century, to be published in 2020.
Graeme has undertaken 100s of live television and radio interviews on BBC News, Sky News, Radio 4's Today Programme and others. Over the past 5 years he has written a weekly column for the City AM newspaper and numerous articles for the Daily Telegraph.
GREAT FIRMS WHO WOULDN'T CHANGE
Built one of the first digital cameras in 1975. That tech, and subsequent smartphones, killed Kodak. In 1976 Kodak accounted for 90% of film and 85% of camera sales in the US. Until the 1990s it was regularly rated one of the world's five most valuable brands. But it failed to read evolving markets correctly - many leap-frogged from no camera straight to a digital one, whilst Kodak bet on film people viewed their pictures digitally.
Tower.com launched in 1995, making it one of the first retailers to move online. It could not, however, keep up with digital disruptions such as music piracy, iTunes and streaming businesses such as Spotify and Pandora.
Clinton Card’s philosophy, ‘birthdays and anniversaries never go out of fashion’ wasn’t exactly accurate. The way we gifted for these occasions changed, not the popularity of the occasion.
The problem for Woolworths was not an inability to take action but an inability to take appropriate action. Stuck in the modes of thinking and working that brought success in the past, Woolworths’ leaders simply accelerated all their tried-and-true activities. In trying to dig themselves out of a hole, they just deepened it.
ONE FINAL THOUGHT
Clearly you can't be perfect at forward thinking. That is obviously impossible. There is no crystal ball. But in order to acquire a competitive advantage you don't have to be perfect, but you do have to be better at it than your competitors.
Our role is to help you do just that.
Contact us and set up an exploratory conversation.
It could literally change your life.
David Smith 07932 408901 or Graeme leach 07446 879958
Thank you so much David, you are insightful, thought provoking, energising and truly excellent!
Sarah Bonner, Senior Manager, John Lewis Partnership
An inspiring speaker on the the present and future economic outlook ... not afraid to challenge conventional wisdom. Graeme is particularly good at making the complex sound simple, and engaging a business audience whilst dealing with complex economic subjects ... very easy to work with.
James Sproule, Director, IoD.
David is full to the brim with ideas about how the future will be transformational.
Andrew Porter, Vice Chairman, Financial Services Forum
In a world in which the future is becoming more and more uncertain, and there is less and less time to make sense of it all, Graeme helps clients to understand the big picture, and thereby have a clearer vision of tomorrow today. His great strength is extraordinary wide reading and deep thinking.