Fit For the Future

Your customers know what they need next – but maybe you’re not paying attention. Shifting expectations, subtle frustrations, and new aspirations are all signals that can shape how you evolve your products, services, and experiences. To stay competitive, meaningful, and relevant in the future, focus on solving your customers’ problems and helping them achieve their goals.https://swiy.co/go-future-signalsAre you listening to what your customers are telling you about the future?I was in beautiful Hobart last week, speaking to a retail franchise group about what the customer of the future looks like, what they should be doing to engage more with them, and how to stay competitive in a crowded market.I love that they are very customer-focused – and truly customer-centric. Their slogan is, “Make your customer’s day”. So they are always looking outwards to see what they can do to enhance their customer experience and improve their customers’ lives.When I finished my presentation and was waiting for my ride to the airport, I was sitting in a little cafe and I saw a sign that said:“This is the sign you’ve been looking for”How appropriate!When I was talking about the customer of the future, I made the point that you should always be looking for the signs your customers are giving you about what they want. And then look beyond your current customer to explore what other customers you might attract in the future.As a futurist, I’m often asked: What’s the number one, most important thing we should be doing to be future-ready?And I always say this:Solve your customer’s problems.It’s easy to get caught up in everyday work, the crisis of the day, operational stuff, and other internal issues. But if you’re not solving your customer’s problems, they’ll find somebody else who is.So make this your number one goal: Ask your customers what matters to them. Look for the signs. Listen to what they’re saying. Then do whatever you need to do to help them get where they want to go.For more, download my worksheet about solving your customers’ problems. Your customers HAVE changed – but have you?Download the worksheet:https://swiy.co/go-future-signals

You might think it’s OK to be cautious with AI, but there’s a risk of being TOO cautious – waiting for the perfect tools, the perfect policies, the perfect rollout. But whle you’re waiting, smaller, more agile organisations are experimenting, learning, and sprinting past you. You don’t have to be reckless, but you do need to make space for trying, failing, growing, and trying again.https://swiy.co/go-the-ai-readiness-gapAre you willing to risk it all for AI?I’m not talking about falling in love with an AI chatbot! I’m talking about your role as a leader.I recently ran a small-group workshop about AI for leaders – from different industries, sectors, sizes, and roles. You might think the bigger organisations would be way ahead, but the opposite is true.The larger organisations – with deep pockets, dedicated IT teams, and many, many more resources – were lagging.Why? Because they were taking a slow, cautious approach.Why? Because they think they have more to lose.Market share.Reputation.External regulation.Internal status and power.On the other hand, the smaller businesses tend to be much more proactive with adopting AI. They’ll try an AI tool and, if they don’t like it, they’ll drop it and try something else.They have some informal guidelines, and build policy on the fly.There’s no question a smaller business is more fragile. They might rely on a few products, a few key staff, a few important customers, or one business model.But when you’re fragile, you can also be more agile.Larger organisations, on the other hand, have much more buffer against problems. Even when things change a bit, they can stay steady.But if you’re too steady, you won’t be ready.Especially with something like AI.You can’t wait for the perfect tech.Or the perfect policy.Or the perfect training.You can’t policy your way into AI!AI is so new and moving so quickly you must be willing to be a bit more fragile.Don’t be reckless, but don’t get stuck either.Be more agile, like a small business or a startup, but also leverage your assets and resources to accelerate the experience curve.For more, join my free public online presentation this week, where we look at this and some other issues for leaders as you’re looking at leveraging and embracing AI.Register for the virtual masterclass:https://swiy.co/go-the-ai-readiness-gap

The biggest risk with using AI in your team is not the technology, but how you use it. Deloitte discovered recently how badly things can spiral out of control when they use AI-generated content without doing even basic checks. This should be a lesson for all leaders: Embracing AI is important, but you also need the right education, oversight, and mindset to avoid getting it wrong.https://swiy.co/go-the-deloitte-ai-scandalYou might have seen the recent story about Deloitte caught cheating in a half-a-millon-dollar consulting report it created for an Australian government department.Deloitte’s consultants used AI to research and generate some of the report. Nothing wrong with that. But then it didn’t do even the most basic fact-checking about the AI-generated content, and released the report riddled with errors. Specifically, some of the references cited in the report simply didn’t exist, and others did exist but didn’t say what Deloitte claimed they said.When they were caught out, Deloitte claimed these AI “hallucinations” didn’t change the report’s recommendations.But that’s no excuse!The fact that some of the references didn’t even exist shows Deloitte didn’t even bother reading those references. They weren’t using AI as a research tool. It’s hard not conclude they they were just using this AI-generated content to bulk up the report and make it look more authoritative.Deloitte has apologised, and apparently they are returning some undisclosed portion of their fee. We don’t know how much, even though as taxpayers, we should be told. But the government is refusing to say.This is not just a Deloitte problem.It’s a major problem for many leaders and organisations trying to use AI now.You absolutely SHOULD be using AI as a research assistant. I do that all the time, and it saves me hours of Google searches and other research.But it’s only a starting point. It’s an assistant. You then need to apply your own human expertise to the artificial intelligence.That might sound obvious, and yet many people in many workplaces don’t get it.And it’s not their fault.Many organisations and leaders are giving their people access to AI without anywhere near enough education and professional development. Sometimes there’s none at all!I’m stunned at how few organisations are providing the appropriate level of education for one of the most powerful tools available in workplaces now! AI is not just the future – it’s with us right now! So, that education is crucial.If you’d like to know more about this, join my free public online presentation next week about AI for leaders – for 2026 and beyond. And please invite other leaders in your team and network as well.Register for the virtual masterclass:https://swiy.co/go-the-deloitte-ai-scandal

You and your team are probably already talking about AI – with each other, customers, and friends and family. What really shapes these conversations is not the technology, but the stories. Whether it’s robotic dogs helping residents in aged care, AI stopping bank scams, or AI contributing to climate change, the stories you share influence how your team feels about AI and how ready they are to embrace it.https://swiy.co/go-your-ai-narrativeAs a leader, what stories are you telling about AI in your team?I was speaking recently at a sales conference for a large technology company in Australia. My client wanted me to talk to their salespeople about AI – and in particular, they wanted me to share interesting stories about AI they could share with customers.I was impressed they were looking at AI this way. These top-performing salespeople already have the technical knowledge to talk about AI from a tech perspective. And they have the sales skills to craft good sales conversation. But they also realised the value of stories in capturing attention and delivering key messages.This is true not only in sales conversations but in every conversation happening with your team right now. They are already talking about AI between themselves, to their peers, to friends and family, and even to customers and other external stakeholders. And they are not talking directly about the AI technology, but sharing stories about its impact.So, what stories are YOU telling about AI?With this group of salespeople and account managers, I shared many AI stories – across many industries and sectors – and coached them on how to use these stories in their conversations.Some were about the positive impacts of AI – for example, robotic dogs helping residents in aged care homes by giving them additional companionship. Or stories of AI stopping cyber-hackers. Or AI alerting bank customers of scanners. Or AI in the public sector improving communication between government and the public.There are also stories about the dangers and risks of AI – such as AI “hallucinating” to make up case studies in consultants’ reports. Or the impact of AI use on climate change. Or cyber-hackers using AI to infiltrate secure systems.Whether positive or negative,these stories shape the way people think about AI.What stories are you telling about AI? Choose stories that reinforce the messages you want to share, so you can bring your people along on the AI journey.For more about bringing people on the AI journey, join my next free public online leadership presentation about rethinking AI for 2026 and beyond.Register for the virtual masterclass:https://swiy.co/go-your-ai-narrative

You’ve probably heard the hype about AI taking everybody’s jobs – but the reality is more nuanced. AI will affect almost every job, but it won’t replace most of them. About one in ten roles might disappear, but the rest will evolve, and that evolution depends on how well you support your people. As a leader, it’s part of YOUR job to make sure your team keeps up with using AI effectively – so you can stay ahead.https://swiy.co/go-999-jobs-in-1000Are you worried about AI taking over your job?Are your employees worried about AI taking over their jobs?As a leader, you should be thinking seriously about the impact of AI in your work and in your workplace.A recent report from investment bank Barronjoey said only one job in 1000 – in Australian workplaces – won’t be affected by AI and automation. That means 999 jobs out of every thousand will be affected – including most in your team and organisation.That doesn’t mean all those jobs will be replaced by AI – in fact, the report goes on to say that about 10% will. So that’s good news for most jobs and most employees, because AI will augment and help them in their job, not replace them altogether.But it also puts the responsibility back on you to help those people work with AI.I feel that I shouldn’t even need to be saying this!But most employees are just not using AI well – because their employers haven’t invested in that education.That’s crazy, right?I mean, you do provide sales training to your salespeople, don’t you?And customer service training to your front-line staff?And leadership training to your leaders?So why aren’t you investing in training, coaching, mentoring, and other professional development in something that’s already affecting 999 out of 1000 jobs???It’s good for you, it’s good for your team, and it’s good for the organisation.That’s part of your responsibility as a leader. And if you don’t provide that education, make no mistake – they will find somebody else who does.If you’re interested in more about this and other issues you should think about as a leader in the AI age, join my next online presentation – and invite others in your team and network as well.I’ll see you in the future.Register for the virtual masterclass:https://swiy.co/go-999-jobs-in-1000

As a leader, you’re probably hearing a lot about where you could be using AI - but you should also be asking if you SHOULD use it everywhere. Not every bright shiny object belongs in every part of your organisation – and you need to make strategic choices about where you use AI.https://swiy.co/go-should-you-be-using-ai-for-thisAs a leader, where could you use AI more in your organisation? More importantly, where SHOULD you use AI more? And even more importantly, where should you NOT use AI?I recently attended a digital transformation event, with guest speaker Bobby Patel, the GM of Data & Analytics at RAC WA. They are a strongly data-centric organisation, and now use AI extensively, for almost every function.In the Q&A section, somebody asked him,“Will you use AI to replace your local call centre staff?”And he said No.The reason is their call centre is based locally, and part of RAC’s mission is to serve the community – and firing call centre staff to replace them with AI goes against that mission.In fact, they do use AI in their call centres – but to assist the staff, not to replace them. So, if a customer calls with a question or problem, the staff member can use AI in the background to find the correct answer faster.This is a really good use of AI, and it’s all based on ensuring AI doesn’t contradict the organisation’s value.You should do the same.Align your AI strategy with your mission, vision, values, and principles.It’s part of the “people first, technology second” approach to AI.Use this whenever you’re planning to introduce AI (or any other initiative) in your team and organisation. To find the right balance, start by checking what you stand for, and make sure that remains front and centre at all times.If you’d like to know more, join my online presentation soon about AI for leaders, where we will look at this kind of issue. Some of the issues are internal (leading your team) and others are external (enhancing customer experience). It’s free, public, and open to all – so you’re welcome to share it with others as well.Register for the virtual masterclass:https://swiy.co/go-should-you-be-using-ai-for-this

As a leader, you probably have a lot on your plate already, but if you’re not carving out time to look ahead, you’re missing a key part of your role. Your job isn’t only to manage the present, but to help your team navigate what’s in the future. That means intentionally looking up from the day-to-day and scanning the horizon. Leverage AI to build a habit and culture of future thinking so you can thrive, not just survive, in uncertainty.https://swiy.co/go-beyond-the-nowAs a leader, are you spending enough time thinking about the future?I was in Melbourne last week, speaking at a conference to a group of senior leaders about seeing into the future. This is an important part of any leader’s role – whatever level or role you have in your organisation.Leaders have to manage two competing priorities.One, as a leader of a team or an organisation, you’re responsible for that team and organisation. So you’re looking down and having an internal focus to ensure you’re meeting your goals.But you also have a responsibility is to look up and out – to see what’s coming in the future. You won’t be able to predict the future exactly – nobody can – but you can gain some valuable insights that help you make better, more well-informed decisions now.It’s not always easy to do that, but the more senior you are, the more of your salary is being paid for that role.This is a crucial part of our role. It’s doesn’t have to be 100% of your day job, but you can’t ignore it. After all, if you don’t do it, who will?In my presentation last week, I shared with those leaders some of the tools we futurists use to see into the future. And now that we have the power of AI at our fingertips, you can use it to do much of the heavy lifting, so you can focus on applying your own human intelligence to it.For more on using AI for this part of your role, download my worksheet here, share it with your team, and use it!I’ll see you in the future.Download the worksheet:https://swiy.co/go-beyond-the-now

https://swiy.co/go-most-ai-projects-failCoincidentally, just in the last week, three seemingly unrelated things happened, but they are all connected.First, according to some research published by MIT Media Lab, where they surveyed leaders across many organisations and industries, a staggering 95% of AI projects failed. They didn’t meet their goals – whether they were for productivity gains, bottom-line results, customer enagement, or whatever.Second, I was speaking last week at a conference for school principals in Wellington, New Zealand, and one principal asked me:“Are we responsible for creating the AI policy for our school? It seems like a lot of work!”And third, the group Thinkers360 recently listed me among their Top 50 Thought Leaders in Change Management this year, which of course I was chuffed about.So what’s the common thread between those three things?Well, it’s about people.And AI.And people working with AI.So, my question is: Are YOU doing enough to bring your people along on the AI journey?Let’s look at those three things.First, the MIT Media Lab survey:The leaders surveyed said the reason for the failure was because AI just isn’t good enough yet.But the researchers found that wasn’t the real problem. When they dug a little deeper, they found the real problem was the leaders hadn’t done enough to engage their people.They had just thrown the Bright Shiny Object at them.Told them to make it work.Expected to get instant results.And of course it didn’t work – because the people weren’t on board.The solution is similar for those school principals.I said to that principal – and this applies to all leaders – Yes, the AI policy IS your responsibility. But you don’t have to do all the work.In fact, the best thing you can do is identify AI champions in your team to lead the AI journey for you. They are already keen and enthusiastic about AI. You need to give them a framework, some guardrails, and resources – but let them take the lead. And help them bring the rest of the team on the journey.And what about change management?Change management seems like something from the 1990s, right? But it’s still just as relevant today, especially in a new area like AI.If you have ever been in – or led – any sort of change management, digital transformation, or the like, you know it will only ever work if people are engaged first.It’s always about people firist, technology second.If you don’t have the hearts and minds of your people, then the process is doomed to fail.So how do you do that?Of course, there’s no simple solution or sure-fire formula. But a good first step is to have an open, honest, and transparent conversation with your team about AI. Not about the technology, but about how they FEEL about AI. The good, the bad, and the ugly.Win their hearts over first. Engage them at a heart level before you think about engaging them at a head level.For help with this, download my worksheet about facilitating this conversation with your team.Download the worksheet:https://swiy.co/go-most-ai-projects-fail

Whether you’re excited or anxious about AI, there’s a more useful way to look at it: as your intelligent assistant. You’re still in the driving seat and choosing the destination – and AI helps you get there faster, safer, and more efficiently. With this mindset, you use AI to unlock better outcomes without losing control.https://swiy.co/go-intelligent-assistantsHow do you think about AI in your professional role? Some see it as a great opportunity, a great possibility, and an accelerator. Others see it as a threat, a risk, and a burden that adds more work to what they are already doing.Let me give you an interesting perspective from a conversation about AI I had with my dad two years ago.My dad – who was eighty-six at the time – had really invested a lot of time learning about AI. Not just because he knew I knew about it, but because he was genuinely interested.Once, when I was driving him home, and we were stopped at traffic lights, he said to me, “You know, I think AI would be really good at managing traffic lights.”He’s right, of course, and when I asked him why, he said it’s because AI can see all the traffic flow in the city, and can make decisions to adjust the timing of lights at each intersection to make traffic flow more smoothly everywhere.He’s exactly right. AI is really good for traffic management – for three reasons.First, for that reason (having a macro view to make micro decisions).Second, because it can process large amounts of data fast to make quick decisions.And third, because it can learn – so it reviews what it did today, and fine-tunes it to make better decisions tomorrow.As I was thinking about this conversation later, I also realised it’s a good analogy for the way we use AI in general.Treat AI as your intelligent assistant.In the traffic lights analogy: You choose your destination, you get into the driving seat, and you control the car. Along the way, AI helps you get there faster, safer, and more efficiently.This perspective on AI – as an assistant, not a replacement – gives you a powerful tool to set better goals, make more insightful decisions, and reach better outcomes.Even in the future, when AI is driving all our autonomous cars, it’s still up to us to choose our destination.For more about rethinking AI, join my online presentation soon – especially if you’re a leader. I’ll show you what’s changed in AI in the last year, and what that means for yourself, your team, and your organisation.I’ll see you in the future.Register for the virtual masterclass:https://swiy.co/go-intelligent-assistants