Peter Compo clip 1 Long-Term Strategy Conference

I think I made the reference to the person who said this in my book, or maybe some online materials on scenarios. But he pointed out, this person, he said, we're all futurists. We all think about conditions of the future that we might have to deal with. And that it gets a bad name in a sense. You know, there's people who are professional Futurists who study the influences on the future and what could be. They have rationale and a logic and modeling techniques, and they are very specialized. But we're all futurists in the generic sense. Anyone who's going to do a strategy has to— every leader has to be a futurist to some extent. I think in your example, the reason it becomes an external, uninfluencable thing is because if, if you were one of the middle managers in that company and you know you have to create a strategy for maybe your product line, whatever it was they did, doesn't matter, their service, their product line, whatever it is, Mm-hmm. You're thinking, I need a strategy alternative that can absorb the fact that not only might not we get a CEO when he passes, but we might get a terrible one, or the company might be broken up. Who knows? I need something that can survive different conditions, and they're external because they're external to his framework, to his system. Right? And I think that's a terrific example. How about another example, like, you're very dependent on one customer. What if that customer fails? Can you influence it? Maybe, maybe not. And if you really decide that you can't influence that to a degree that's meaningful, right, a material influence, then maybe your strategy has to immediately start considering that being dependent very much on one customer is, is a mistake. I mean,