Approaching 2021 with Strategic Optimism
2020 was the year we all loved to hate. How much did we hate it? Well, thanks to the brilliant data visualization team at The Economist, we can just about quantify that: Answer: we hated it a lot. But while 2020 may have a lot to answer for, and while 2021 has many of us […]
2020 was the year we all loved to hate. How much did we hate it? Well, thanks to the brilliant data visualization team at The Economist, we can just about quantify that:
Answer: we hated it a lot.
But while 2020 may have a lot to answer for, and while 2021 has many of us feeling cautiously hopeful, life doesn’t happen because of the calendar year. Life just happens. And we have to do the hard work ourselves of dealing with it, and doing what we can to make the future better.
Why should anyone be optimistic about the future?
Between the covid pandemic, the climate emergency, chaotic political upheaval, and accelerating technology changes, it would certainly seem that optimism is a weird viewpoint to bring to the future.
But personally, I think optimism gets a bad rap.
Instead of being wielded as a tool for envisioning the best outcomes, it is roundly mocked as a folly of the naïve. Or it is scorned for willfully ignoring real harms.
The truth is that optimism can actually help us acknowledge the whole truth of our circumstances and direct our focus to the best way forward.
A few years ago when a team at Google first hired me to deliver a keynote at a team offsite, I asked the team leader on our prep call why she had chosen me, and she said she liked that I was ”optimistic about the role of tech in the future yet with a firm grasp on reality.” I was charmed by that description, especially because I believe that’s what the next phase of our collective tech future for humanity needs to be: optimistic but also cautionary, but with a heavy dose of realism and clarity.
I don’t really traffic in predictions, as I suppose most futurists do, but because I talk about the future, I’ve sometimes been called a futurist. In fact, I think it was a podcast interviewer who first described me as an “optimistic futurist” and now that is a title I have come to embrace for myself. I see optimism is an important part of future-ready strategy in the sense that without it, leaders can too easily adopt the status quo mentality and not visualize the better outcomes they could work toward.
I don’t see optimism as blind hope. On the contrary, I see cynicism as a cop-out.
An optimistic view of the future can allow us to envision bold new ways forward.
An optimistic view of the future implies that we have a responsibility to work toward better outcomes.
Really and truly, my underlying focus is on how to rally our considerable resources as humans to create the best futures for the most people. I centered that theme in Tech Humanist, and that emphasis continues in my research, my writing, my speaking, and throughout my strategic advisory and consulting practice.
Perhaps predictably, over the past year, throughout the pandemic and the big pivot to virtual events, this theme of Strategic Optimism gained resonance with people and teams who wanted to be offered hope — not as platitudes or mere reassurance, but in a useful framework that applied to their strategic direction. In one of the most serendipitous* examples, the Google Geo team (which includes their Maps, Earth, and Street View products as well as AR and other emerging products related to geographic information) brought me on to engage with them about a combination of Tech Humanism, Pixels and Place, and Strategic Optimism, all around the theme of ‘navigating ambiguity.’ A great pun and an inspiring topic. Win-win.
(* À propos of nothing, “serendipity” is my favorite word. I mean, seriously, what a great word. Don’t get me started on how much I love geeking out about words and language.)
The Work to Be Done
So in 2021, KO Insights remains committed to improving human experiences at scale, and within my work I’ll be continuing to dig deeper into how technology can benefit humanity, both by creating more meaningful experiences and by solving human problems at scale. That will offer further opportunities to examine the potential in technologies like augmented reality, artificial intelligence, and others, for their impact on human experiences, and to explore what can go right and what can go wrong along the way.
Looking at what can go right as well as what can go wrong is a key part of my Strategic Optimism model. We have to look at the whole picture, acknowledge the risks and the potential harms, and then actively work to mitigate them as we steer toward the most helpful, most meaningful outcomes.
Oh, and my forthcoming book will explore these topics. I very much look forward to sharing it with you.
Here’s to a great 2021 for all of us, and here’s to the work we must all commit to doing to ensure that the future is the best it can be for the most people.