I am pleased to share my new HBR arti­cle that just came out this week -

https://hbr.org/2018/05/mindfulness-as-a-management-technique-goes-back-to-at-least-the-1970s. Mind­ful­ness and strate­gic plan­ning have rarely been linked. We are liv­ing in a world of tremen­dous uncer­tain­ties today, with a rapid dig­i­tal tech wave upon us and fake news dis­tort­ing facts. Mind­ful­ness has now grown up to be part of many orga­ni­za­tions’ cre­ativ­i­ty and well­ness pro­grams. Hav­ing learned from Pierre Wack and start­ing GBN, I have real­ized that the ori­gins of sce­nario plan­ning shows how mind­ful­ness and sce­nario plan­ning can help lead­ers and orga­ni­za­tions bet­ter “see” the future – ahead of time. Hav­ing led the now famous “Kodak moment” and helped oth­er orga­ni­za­tions like Intel, CEMEX, Inger­soll Rand, Microsoft, Mor­gan Stan­ley, Occi­den­tal Petro­le­um, Clin­ton Admin­is­tra­tion on a sus­tain­able Nation­al Ener­gy Plan, and many oth­ers in gov­ern­ment and NGOs glob­al­ly, I have found the com­bi­na­tion of mind­ful­ness and sce­nario plan­ning can lead to pro­found, deep insights and help an orga­ni­za­tion tru­ly antic­i­pate the future – and to bring mind­ful­ness and true lead­er­ship into strate­gies. The time is also sur­pris­ing and time­ly: with Microsoft’s CEO Satya Nadel­la now using mind­ful­ness to suc­cess­ful­ly turn­around Microsoft.