Abbott Laboratories, 110
Abu Dhabi, global oil company meeting, 93–94
active engagement with future, xiii–xiv
Adams, James, Conceptual Blockbusting, 37, 38
Adams, John Quincy, 173
Additive Architecture, 155
Adelson, Edward H., 43
adults
imagination of, 37
unlearning beliefs, 54
advertisers, 10
Ajeman, Robert, 3
Alice in Wonderland (Dodgson), 36
Alpe d’Huzes, 21–23
Alpert, Marc, 122
analogies, actionable, 215–217
anecdotal evidence, 79
anticipation, by long-lived companies, 6
Appreciative inquiry practice, 189–190, 193, 240
Aristotle, On Rhetoric, 25
Asian disease problem, 211–212
assumption bowling practice, 49, 237
assumptions, 38–39
of questions, 188
reframing, 49
authenticity, 173
vs. imitation, 160–161
leadership and, 152
and passion, 159–160
authority figure, acceptance of instruction from, 177–178
Avery, Gayle, 57
backtracking, 131
Balkenende, Peter, 115
Banaji, Mahzarin, 90
banks, 112–115
and economic crisis, 45
interbank lending market, 75
investment bankers’ focus on short- term, 8
Bargh, John, 90
Bateson, Gregory, 143
Bavaria Beer, 9
Bazerman, Max, Predictable Surprises, 120
beliefs, 147
challenge to, 45
clarity about, 159
Bell, Alexander Graham, 106
Ben and Jerry’s, 15
Bénard, André, 135
Bennis, Warren, 6, 14, 84–85, 163
On Becoming a Leader, 151
Bin Laden, Osama, 27
The Black Swan (Taleb), 76, 111
blind spots, 28
Blue Ocean Strategy, 53
Bos, Wouter, 115
bottom line, vision and, 58
brain, 38–39
damage, 34
neural networks, 47–48
break the pattern practice, 192, 240
Brochet, Francois, 9
Brown, Brené, 219
Bruner, Jerome, 218
Brusaw, Scott and Julie, 174–175, 182, 183
Burkan, Wayne, Wide Angle Visions, 101
Burrows, Lara, 90
Bush, George H.W., 3
Bushnell, Nolan, 87
business upside down practice, 50, 238
Campbell, Joseph
The Hero with a Thousand Faces, 217–218
The Hero’s Journey, 165
cancer experts, conference, 22–23
cancer fund-raising, 21–22
capitalism, 118
need to rethink, 7
car crash theory, 85–87
Carrefour, 189
Carroll, Paul, 46
categories, 176–177
creating new, 182
Central Bank of the Netherlands, 21
Chambers, John, 88
change, 74
direction of, 24
excitement of, 226
preparation for, 20
changing reality, 92–93
checkerboard image, 43–44
Chen, Mark, 90
childhood, reminders from, 89–90
children, fantasies of, 36–37
Christensen, Clayton, The Innovator’s Dilemma, 216
Cialdini, Robert, 117–118, 177, 210, 212
Cisco Systems, 87–89
clarity, on core beliefs, 171
closed questions, 186–187
Club of Rome, 94
cognitive dissonance, 45–47, 102, 220
coherence, in story, 110
coherence factor, 66
Collins, Jim, Good to Great, 201–203
Columbia Business School, 47
commercial corporations, life expectancies, 6
commitment, 178
company vision, vs. personal vision, 14–15
competitors, fringe, 101
computers, predictions on use, 83
Conceptual Blockbusting (Adams), 37, 38
confidence, of leaders, 145
confidence intervals, 123
connecting the dots, 63, 65–66, 79, 81, 109–147
Belgian tale, 112–115
frame blindness and, 120–122
irrationality, 118–120
overconfidence, 122–124
S. Jobs and, 109
tunnel vision, 47, 77, 117–118, 120, 141, 147
uncertainty in, 147
Wack and, 125–126
consistency, foolish, 180
Consistency Principle, 117–118, 178–181
Consortium, 113–114
contained emergence, 60–62
containerization, 60–62
context, 66
big picture vs. details, 67
scanning, 64
context sensitivity, 5–6
contextual intelligence, 98
Contrast Principle, 210–211
control neural network, 48, 201
conventional wisdom, 87
Copperfield, David, 42–43
core beliefs, clarity on, 171
core message, brevity of, 200–201
core purpose, 164
core values, 170
discovering, 160–167
corporate responsibility, 169
correctness, vs. precision, 123
costs, cutting, 220
Covey, Stephen, 7 Habits of Highly Effective People, 162
creativity, FuturePriming and, 105–107
credibility, 152–153
curiosity, 184–185
current visionary self practice, 67
customer satisfaction, 58–59
customers, and FutureFacts ideas, 101
cynicism, 201
Damone Group, 169–172
data, mind filtering of, 38
Day, George, 57
de Bono, Edward, 31, 50, 215, 245n
The Use of Lateral Thinking, 51
de Geus, Arie, 132
The Living Company, 6
debt bubble, 114
default neural network, 47
Denrell, Jerker, 66
Desai, Sreedhari, 89–90
detachment, and imagination, 48
detail, as focus vs. helicopter view, 77
developing countries, 35
developmental axes, 81
dictators, 27
Digital Equipment Corporation, 84
digital photography, Kodak and, 46–47
direction, of change, 24
discomfort zone, xix
Dodgson, C.L., Alice in Wonderland, 36
doubt, and intelligence, 147
Dubai, 16–17
Dutch Planning Bureau, 75–76
early signals, 63–65
earnings conference calls, 9
Eastman Kodak, 46–47
economic crash, 45
efficient market hypothesis, 119
Eiffel Tower, 157
Einstein, Albert, 36
Elevator pitch practice, 204, 241
Ellison, Larry, 80
Emerson, Ralph Waldo, 190
emotion, 26
Emotional Intelligence (Goleman), 160
emotional involvement, 24
employees
and FutureFacts ideas, 101
reaction to leader’s vision, 58
energy from boss, 14
entrepreneurship, 78
errors, in vision, 4
eternal truths, 40–42
evaluation, 210
Everett, Edward, 204
Exit, Voice, and Loyalty (Hirschman), 167
expectations, outperforming, 218–219
Fad Surfing in the Boardroom (Shapiro), 69
family businesses, 9
fear factor, 4
Festinger, Leon, 45
financial crisis in 2008, 7
followers’ effect of vision, 24, 57
foolish consistency, 180
fall of, 135–139
groupthink dangers, 145–146
tunnel vision and, 117–118
Fortune, Most Admired Companies survey, 27
frames, 38–39
blindness, 120–122
breaking, 48–49
risk of inflexible, 42
see also categories
framework of visionary development, 78–82, 146
four-action framework, 53
framework of visionary development, deepening, 74–78
data point vs. model, 75–77
detail focus vs. helicopter view, 77
relevance vs. implication, 74–75
risk seeking vs. aversion, 77–78
Frankl, Viktor, Man’s Search for Meaning, 202
Fraser, Scott, 180
fraud, culture of, 178
fraudulent behavior, 27
Freedman, Jonathan, 180
Freud, Sigmund, On Narcissism, 80
fringe competitors, 101
future
anticipating, 34
creating memories of, 126–132
describing imagination for, 213
orientation to, 203
uncertainty of, 111–112
future engagement, survey of, xii–xv
Future Scenarios practice, 132, 239
FutureFacts, 92–97
guidelines, 104–105
sharing, 105
sources of ideas, 101–102
tracking votes on, 115–116
FutureFacts writing, 97–101
area between conventional and absurd, 99
event description, not trend, 100–101
excluding company from, 98–99
scope for relevance and time, 97–98
future-orientation of vision, 15
development framework, 62
future-oriented behavior, 89–90
FuturePriming, 91–92, 196, 224
creativity and, 105–107
golden rules, 97–101
potential for mindset change, 103–105
FuturePriming practice, 100, 238
gains, short-term vs. long-term, 7–8
Geeks and Geezers (Thomas), 84–85
on transformation, 10
Gettysburg Address, 203–205
Gino, Francesca, 89–90
Gladiator (movie), 165–166
Gladwell, Malcolm, 76–77
Glenmark, 141–143
Godin, Seth, The Selfish Cynic, 72
Goleman, Daniel, Emotional Intelligence, 160
Good to Great (Collins), 201–203
Greenspan, Alan, 45–46, 86, 114
Greenwald, Anthony, 90
Gretzky, Wayne, 83
groupthink, 137–139
consequences, 139–140
symptoms, 138
Grove, Andy, 216
guidance, 24
Gurdjieff, Georges, 125
halo effect, 40
Handy, Charles, 72
Harvard Business Review, 160, 194
hedge funds, Polman and, 8
The Hero with a Thousand Faces (Campbell), 217–218
The Hero’s Journey (Campbell), 165
Hertz, 189
Herzberg, Frederick, 200
Hirschman, Albert O., Exit, Voice, and Loyalty, 167
Hitler, Adolf, 27
Hood, Phil, The Power of the 2x2 Matrix, 247n
hope, 201
hotels, 53–54
house prices, 41
humor, 50
hygiene factors, 200–203
in Gettysburg Address, 203–205
illusion, 42–45
The Image of the Future (Polak), 34–35, 213
defining concept, 35
and detachment, 48
vs. knowledge, 36
imitation, vs. authenticity, 160–161
In Their Time (May and Nohria), 5
incentives, 41
inconsistency, 179
Indian School of Business, 141–143
information overload, 74
information practices, 192–194
ingroups, 137
Inkster, James A., 117–118
The Innovator’s Dilemma (Christensen), 216
Inspire2Live, 22
Intel, 216
intelligence, and doubt, 147
interbank lending market, 75
interest rates, 45
Internet, 220
Microsoft and, 121
investment bankers, focus on short-term, 8
irrationality, 118–120
It Starts with Why practice, 159, 239
James, William, The Sentiment of Rationality, 185
Janis, Irving, 137
Jarvis, Jeff, 52
Jensen, Michael, 119
Jobs, Steve, 24, 48, 79, 80–81, 211
commencement speech, 109–110, 222
Johnson, Mark, 213
Johnson, Steven, Where Good Ideas Come From, 59–60
jokes, punch line, 49–50
Kahn, Herman, The Year 2000, 83–84
Kahn, Louis, 154
Kahneman, Daniel, 119–120, 194, 211–212, 245n
Kamprad, Ingvar, 18, 24, 64, 153
Kantabutra, Sooksan, 57
Kapitein, Peter, 21
Keen, Jim, 85
Kellogg School of Management, 47
Kennedy, John F., 17
King, Martin Luther, Jr., 204
“bank of justice,” 214
“I Have a Dream,” 212–213
Kipling, Rudyard, 208
Kloosterman, Lex, 138
knowledge, vs. imagination, 36
knowledge gap, 185
Knox, Robert E., 117–118
Kochhar, Chanda, 144
Kotter, John P., 4, 20, 24, 78, 152
Lakoff, George, 213
Langer, Ellen, 1, 69, 123–124, 175, 180
language
long-term, 8–9
pictorial, 213
power of, 205–208
verbs, 208–209
lateral thinking, 50–52
Lateral Thinking practice, 51, 238
leadership, 140–141
blind spots, 120
key factors for, 5
vs. managers, 19
narcissistic, 28
statistical findings on, 5–6
Leadership: Theory and Practice (Northouse), 20
leading by questioning, 189–190
Learn to listen practice, 194–195, 241
learning, from mistakes, 189
Lego, 218–219
Lehman Brothers, 114
Lennon, John, 111
Let me tell you a story practice, 221, 242
life lessons, 221
Lincoln, Abraham, Gettysburg Address, 203–205
Lincoln at Gettysburg (Wills), 204
Lippens, Maurice, 112
The Living Company (de Geus), 6
Loewenstein, George, 185
Loftus, Elizabeth, 205–206
log of FutureFacts, 104
logic, straightening, 131
long-term language, 8–9
loss, notions of, 210–212
Loumioti, Maria, 9
Lovallo, Dan, 194
Lowy, Alex, The Power of the 2x2 Matrix, 247n
magic, illusion of, 42
al-Maktoum, Mohammed bin Rashid,My Vision, 16
Malcolm, Jack, 215
man on moon, 17
managers, vs. leaders, 19
Man’s Search for Meaning (Frankl), 202
Mariotte, Edme, 28
market transitions, 87–89
markets, regulation, 45
mastery, xvii–xix
route to, xviii
maturity, 37
Mayo, Anthony, In Their Time, 5
McKinsey & Co., 7
McLean, Malcolm, 60, 64, 65, 66, 182
McLean Trucking Company, 61
mediating reality, 167–169
memory, language and, 205–206, 207
metaphors, 213–215
Milgram, Stanley, 177–178
mindfulness, 201
developing, 191
mindfulness/mindlessness, 175–178, 181–184
MindPriming, 91
future-oriented, 89–90
mistakes
learning from, 189
in vision, 4
Moments of Truth, 224
content, 224–225
ethos, 227
logos, 225–226
pathos, 226
Moments of Truth practice, 241
motion sickness, experiment on, 183
motivation, 24
of employees, 58
Mui, Chunka, 46
Mulally, Alan, 64, 88, 159–160, 201
Mulder, Bas, 22
My Vision (al-Maktoum), 16
Naisbitt, John, 17
narcissism, faults of, 81
narcissistic distraction, 78–82
narcissistic leadership, 28
negative contrast, 211
negativism, 201
Netherlands, financial crisis, 75
Newsweek, 10
noble cause, connection to, 24
Nohria, Nitin, In Their Time, 5
Northern Rock, 139
liquidity crisis, 75–76
Northouse, Peter, 26
Leadership: Theory and Practice, 20
Obituary exercise practice, 162–163, 239
oil crisis (1973), Shell and, 134–135
Olsen, Ken, 83–84
On Becoming a Leader (Bennis), 151
On Narcissism (Freud), 80
On Rhetoric (Aristotle), 25
OPEC, 134
opinion, vision as, 16
Opinion swap practice, 195–196, 241
optimism, vs. reality, 202–203
Oracle, 80
Orcel, Andrea, 113
overconfidence, 122–124
Palmer, John, 205–206
Pan-Atlantic, 62
paradigms, change in, 18
Parkin, Margaret, 217
passion, 158
and authenticity, 159–160
passive engagement with future, xiii
past, description, vs. envisioning future, 71
Pasteur, Louis, 224
Pausch, Randy, 222–223
Pearl, David, 165
perception, 29
flawed, 39
peripheral blindness, 121–122
permanent present, 33–34
personal anecdote, see stories
personal vision, 13–15
vs. company vision, 14–15
pictorial language, 213
Picture is worth a thousand words practice, 213, 241
point of no return, 86
Polak, Fred, 13
The Image of the Future, 34–35, 213
political arguments, xi
The Power of the 2x2 Matrix (Lowy and Hood), 247n
Powerful questions practice, 192–193
practices, xviii, 237–242
Appreciative inquiry, 193, 240
Current visionary self, 67
Let me tell you a story, 221, 242
Moments of Truth, 241
Obituary exercise, 162–163, 239
Picture is worth a thousand words, 213, 241
Powerful questions, 192–193
Recategorizing, 191–192
stories, 163–165
Unblinding your blind spot, 193–194, 240
WWGD (What Would Google Do), 52, 238
“Yes, and . . . ,” 191–192, 240
Your Current Visionary Self, 238
Your Stories, 239
precision, vs. correctness, 123
Predictable Surprises (Bazerman and Watkins), 120
predictions, overconfidence in, 124
priming phenomenon, 90–91
print industry, 10
productive narcissism, 80
Progressive Insurance, 15
provocation, 51
publishing industry, 10
QR (Quick Response) codes, xviii,see also practices
quarterly earnings, Polman and, 8
questions, 185–188
assumptions, 188
constructing, 186–188
leading by, 189–190
scope, 188
for Solar Roadways, 185–186
Radical exposure practice, 193, 240
Raiffa, Howard, 122
Random Entry Idea Generation Tool, 51
rationality, 118–120
rationalizing, 46
reality
mediating, 167–169
vs. optimism, 202–203
Recategorizing practice, 191–192
Reich, Robert, 45
restaurants, rejuvenation, 31–33
Riboud, Antoine, 169
Riboud, Franck, 169–172
risks
aversion, 79
aversion vs. seeking, 77–78, 212
taking, 27
Robinson, Ken, 4
Rockefeller, John D., The Second American Revolution, 180–181
Rohn, Jim, 193
rollerblades, 157
routine, power of, 178
Royal Dutch Shell, cash flow, 125–126
Russo, Edward, 124
Sarkozy, Nicolas, 158
scenarios creation
deriving implications, 132
inventory of uncertainties and certainties, 126–127
skeleton for, 127–131
straightening logic, 131
Scenarios: The Art of Strategic Conversation (van der Heijden), 133
schemas, 38–39
Schopenhauer, Arthur, 41
Schweitzer, Albert, 72
scope, of questions, 188
Sculley, John, 48
Sea-Land Industries, 62
The Second American Revolution (Rockefeller), 180–181
seeing things early, 63–65, 83–107
car crash theory, 85–87
creativity, 105–107
FutureFacts, 92–101
FuturePriming, 91–92
market transitions, 87–89
priming phenomenon, 90–91
reducing thoughtlessness, 83–84
signal and noise, 84–85
toys in boardroom, 89–90
self-generated insights, xiv
The Selfish Cynic (Godin), 72
senior leaders, role of, 145–146
The Sentiment of Rationality (James), 185
Serafeim, George, 9
7 Habits of Highly Effective People (Covey), 162
Shapiro, Eileen, Fad Surfing in the Boardroom, 69
shareholders, short-term gains goal, 7
Shell, scenario planning for, 132–135
Shiller, Robert, 124
short-termism, 7–8
battle against, 9–10
Sibony, Olivier, 194
Sinek, Simon, Start with Why, 140, 159
slow hunch, 60
So That What? practice, 165–167, 239
social responsibility, Danone and, 170
society, vitality of, 35
Solar Roadways, 174–175
questions, 185–186
Soviet Union, 17
Stalin, Josef, 27
Start with Why (Sinek), 140, 159
statistical findings, on leadership, 5–6
status quo, challenge to, 18
steady state, preference for, 183
stereotyped responses, 177
Stockdale Paradox, 201–203
stories, 163–165
creating, 37
as data with a soul, 219–222
S. Jobs use of, 222
sharing, 223–224
stories practice, 163–165
storytelling, 217–219
Stowell, Frank, 189
strategic advantage, 86
strategic decision-making, and multiple futures, 144
strategic planning, vision and, 17
Strategic Questionnaire, 102, 229–231
stubbornness, 143
Stübe, Katarina, 155
suffering, response to, 202
Swinkels, Stijn, 9
Sydney Opera House, 153–157
Taleb, Nassim, The Black Swan, 76, 111
teamwork, 220–221
thinking, lateral, 50–52
Thomas, Robert, Geeks and Geezers, 84–85
thoughtlessness, 83–84
Tibbs, Hardin, 125
Time (magazine), 3
time
awareness of, 34
consumption of, xiv
timeline, for FutureFact, 98
timing, 66
toxins, mobilizing action against, 27–29
transformation, George on, 10
transformational leadership, 19–21, 26
trend descriptions, 92
trend hoppers, 69–70
trust, 26
tunnel vision, 42, 77, 120, 141, 147
Fortis and, 117–118
Tversky, Amos, 211–212
Unblinding your blind spot practice, 193–194, 240
concealment of, 122
in connecting the dots, 147
in Wack’s model, 125
uncertainty-certainty matrix, 128
unconventionality, 24
Understanding Life conference (Amsterdam, 2011), 22
Unilever, 8
unusual, fascination with, 66
The Use of Lateral Thinking (de Bono), 51
Utzon, Jørn, 153–157, 171, 182
value curve, 53
values, 153
getting clarity on, 168
list, 233–235
working with, 167
van Barthold, Bruce, 190
van der Heijden, Kees, 134–135
Scenarios: The Art of Strategic Conversation, 133
verbs, 208–209
vision, xii
core ingredients, 23–25
defining concept, 14
discussions on, 13
gradual development, 60
impact on followers, 57
importance of, 10
personal, 13–15
requirements for creating, 3
vision purpose
challenge to status quo, 18
guidance, 16–17
imagination and, 17
inspiration of others, 19
visionary, 72–74
increasing ability to be, 4
outlook of, 156
visionary behavior, 174
visionary capacity, 62
visionary checklist, 223–228
visionary communication, xvii, 199
visionary content, xvi
visionary framework, see framework of visionary development
visionary leadership
lack of knowledge on, 2
visionary practices, xvi, see also practices
visionary self, xvii, 151–172
improving, xv
visioning matrix (2x2), 67–72, 247n
followers, 67–69
historians or cynics, 70–72
trend hoppers, 69–70
Vygotsky, L.S., 199
Walker, David, 8
Wall Street orientation, 7
Watkins, Michael, Predictable Surprises, 120
website, xviii
Wellink, Nout, 115
West, Daune, 189
Western societies, negative image of future, 35
White, Miles, 110
Whyte, William H., Jr., 137
Wide Angle Visions (Burkan), 101
Wiener, Anthony J., The Year 2000, 83–84
Wills, Garry, Lincoln at Gettysburg, 204
World Future Society, 83
WWGD (What Would Google Do)practice, 52, 238
The Year 2000 (Wiener and Kahn), 83–84
“Yes, and . . .” practice, 191–192, 240
Your Current Visionary Self practice, 238
Your Stories practice, 239
YouTube video, of blind beggar, 206–207
Zaleznik, Abraham, 14, 19, 31, 33
Zaltman metaphor elicitation technique, 214