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	<title>Human-Centered Change and Innovation</title>
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	<link>https://bradenkelley.com</link>
	<description>Keynote Speaker &#38; Futurist - Braden Kelley</description>
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		<title>Customer Experience Without Exceptions</title>
		<link>https://bradenkelley.com/2026/10/unconditional-customer-service-shep-hyken/</link>
					<comments>https://bradenkelley.com/2026/10/unconditional-customer-service-shep-hyken/#respond</comments>
		
		<dc:creator><![CDATA[Shep Hyken]]></dc:creator>
		<pubDate>Thu, 01 Oct 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Customer Experience]]></category>
		<category><![CDATA[conditions]]></category>
		<category><![CDATA[exceptions]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101740</guid>

					<description><![CDATA[GUEST POST from Shep Hyken This article answers the question: How can organizations deliver consistently excellent customer service even when customers are difficult, rude, or unappreciative? Last year, I wrote an article on a “rule” in customer service that I called the Reality Rule: Treat customers well, regardless of how they treat you. This was [&#8230;]]]></description>
		
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		<post-id xmlns="com-wordpress:feed-additions:1">101740</post-id>	</item>
		<item>
		<title>AI and the Enterprise</title>
		<link>https://bradenkelley.com/2026/09/ai-systems-enterprise-it-stack/</link>
					<comments>https://bradenkelley.com/2026/09/ai-systems-enterprise-it-stack/#respond</comments>
		
		<dc:creator><![CDATA[Geoffrey Moore]]></dc:creator>
		<pubDate>Wed, 30 Sep 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Technology]]></category>
		<category><![CDATA[AI]]></category>
		<category><![CDATA[Artificial Intelligence]]></category>
		<category><![CDATA[enterprise]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101734</guid>

					<description><![CDATA[Quo Vadis? GUEST POST from Geoffrey Moore Everybody gets that AI is going to change the world, but nobody is really clear as to how, which would be OK except that CIOs everywhere are under pressure to invest now, at a time when things are still forming, norming, and storming. We need to step back [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/09/ai-systems-enterprise-it-stack/feed/</wfw:commentRss>
			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101734</post-id>	</item>
		<item>
		<title>When a Bad Review Goes Viral</title>
		<link>https://bradenkelley.com/2026/09/viral-review-customer-experience-fix/</link>
					<comments>https://bradenkelley.com/2026/09/viral-review-customer-experience-fix/#respond</comments>
		
		<dc:creator><![CDATA[Braden Kelley]]></dc:creator>
		<pubDate>Tue, 29 Sep 2026 16:02:29 +0000</pubDate>
				<category><![CDATA[Customer Experience]]></category>
		<category><![CDATA[bad reviews]]></category>
		<category><![CDATA[customer reviews]]></category>
		<category><![CDATA[PR]]></category>
		<category><![CDATA[Public Relations]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101771</guid>

					<description><![CDATA[Turning a PR Moment Into a Real Fix by Braden Kelley and Art Inteligencia The moment a bad customer experience goes viral, an organization snaps into a very specific and very well-rehearsed mode: crisis response. Legal gets looped in. Communications drafts a statement. Someone reaches out to make the customer whole, quickly and visibly. All [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/09/viral-review-customer-experience-fix/feed/</wfw:commentRss>
			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101771</post-id>	</item>
		<item>
		<title>Do These 3 Things to Tell a Compelling Story</title>
		<link>https://bradenkelley.com/2026/09/tell-a-compelling-story-greg-satell/</link>
					<comments>https://bradenkelley.com/2026/09/tell-a-compelling-story-greg-satell/#respond</comments>
		
		<dc:creator><![CDATA[Greg Satell]]></dc:creator>
		<pubDate>Mon, 28 Sep 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Change]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Storytelling]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101707</guid>

					<description><![CDATA[GUEST POST from Greg Satell There’s a great, although perhaps apocryphal, story about Franz Kafka and a little girl. The relatively unknown author—he wouldn’t achieve great fame until after his death—met a young girl who lost her doll. Kafka helped her look for it, but to no avail. The doll was lost forever and the [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/09/tell-a-compelling-story-greg-satell/feed/</wfw:commentRss>
			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101707</post-id>	</item>
		<item>
		<title>Leadership Choices That Determine Whether or Not Your Business Grows</title>
		<link>https://bradenkelley.com/2026/09/innovation-mindset-in-business-robyn-bolton/</link>
					<comments>https://bradenkelley.com/2026/09/innovation-mindset-in-business-robyn-bolton/#respond</comments>
		
		<dc:creator><![CDATA[Robyn Bolton]]></dc:creator>
		<pubDate>Sun, 27 Sep 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Innovation]]></category>
		<category><![CDATA[collaboration]]></category>
		<category><![CDATA[Entrepreneurship]]></category>
		<category><![CDATA[Business Transformation]]></category>
		<category><![CDATA[Leadership]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=69908</guid>

					<description><![CDATA[I recently listened to a podcast in which the speaker talked about his hike to Machu Picchu. He spoke about the difficulty of the hike and the moments...]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/09/innovation-mindset-in-business-robyn-bolton/feed/</wfw:commentRss>
			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">69908</post-id>	</item>
		<item>
		<title>FutureSignals&#x2122;: How to Separate Real Trends From Noise Before Your Next Planning Cycle</title>
		<link>https://bradenkelley.com/2026/09/futuresignals-trends-vs-noise/</link>
					<comments>https://bradenkelley.com/2026/09/futuresignals-trends-vs-noise/#respond</comments>
		
		<dc:creator><![CDATA[Art Inteligencia]]></dc:creator>
		<pubDate>Sat, 26 Sep 2026 01:10:00 +0000</pubDate>
				<category><![CDATA[Futurology]]></category>
		<category><![CDATA[FutureHacking Signals Picker]]></category>
		<category><![CDATA[FutureSignals]]></category>
		<category><![CDATA[noise]]></category>
		<category><![CDATA[planning cycles]]></category>
		<category><![CDATA[Trends]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101700</guid>

					<description><![CDATA[by Braden Kelley and Art Inteligencia Ask any leadership team to name a trend shaping their industry, and you&#8217;ll get an answer within seconds. Ask them to explain why they believe it&#8217;s real, as opposed to something that just happened to come up in three meetings this month, and the room usually goes quiet. Most [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/09/futuresignals-trends-vs-noise/feed/</wfw:commentRss>
			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101700</post-id>	</item>
		<item>
		<title>Time to Stretch Yourself</title>
		<link>https://bradenkelley.com/2026/09/stretch-work-balance-point/</link>
					<comments>https://bradenkelley.com/2026/09/stretch-work-balance-point/#respond</comments>
		
		<dc:creator><![CDATA[Mike Shipulski]]></dc:creator>
		<pubDate>Fri, 25 Sep 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Psychology]]></category>
		<category><![CDATA[stretch]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101628</guid>

					<description><![CDATA[GUEST POST from Mike Shipulski If the work doesn’t stretch you, choose new work. Don’t go overboard and make all your work stretch you and don’t choose work that will break you. There’s a balance point somewhere between 0% and 100% stretch and that balance point is different for everyone and it changes over time. [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/09/stretch-work-balance-point/feed/</wfw:commentRss>
			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101628</post-id>	</item>
		<item>
		<title>Have You Achieved Your 2026 Customer Experience Resolutions?</title>
		<link>https://bradenkelley.com/2026/09/customer-experience-resolutions-shep-hyken/</link>
					<comments>https://bradenkelley.com/2026/09/customer-experience-resolutions-shep-hyken/#respond</comments>
		
		<dc:creator><![CDATA[Shep Hyken]]></dc:creator>
		<pubDate>Thu, 24 Sep 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Customer Experience]]></category>
		<category><![CDATA[New Year]]></category>
		<category><![CDATA[Resolutions]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101660</guid>

					<description><![CDATA[GUEST POST from Shep Hyken In January many people (and companies) take time to reset and prepare to kick off the new year. Many even make a plan. How well have you done to achieve these twelve New Year’s resolutions in the form of what you should STOP doing! (By the way, earlier in the [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/09/customer-experience-resolutions-shep-hyken/feed/</wfw:commentRss>
			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101660</post-id>	</item>
		<item>
		<title>The Language of Thought</title>
		<link>https://bradenkelley.com/2026/09/language-of-thought-geoffrey-moore/</link>
					<comments>https://bradenkelley.com/2026/09/language-of-thought-geoffrey-moore/#respond</comments>
		
		<dc:creator><![CDATA[Geoffrey Moore]]></dc:creator>
		<pubDate>Wed, 23 Sep 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Psychology]]></category>
		<category><![CDATA[language]]></category>
		<category><![CDATA[thinking]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101634</guid>

					<description><![CDATA[GUEST POST from Geoffrey Moore Where do thoughts come from? Is there any structure to them before they manifest themselves in language? Is there a universal grammar that underlies every actual grammar? These questions have been asked many times before. My answers are as follows: They come from below, not above. They do have a [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/09/language-of-thought-geoffrey-moore/feed/</wfw:commentRss>
			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101634</post-id>	</item>
		<item>
		<title>Expanding Into a New Market? Audit the Journey Before Your Customers Do</title>
		<link>https://bradenkelley.com/2026/09/customer-experience-audit-market-expansion/</link>
					<comments>https://bradenkelley.com/2026/09/customer-experience-audit-market-expansion/#respond</comments>
		
		<dc:creator><![CDATA[Braden Kelley]]></dc:creator>
		<pubDate>Tue, 22 Sep 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Customer Experience]]></category>
		<category><![CDATA[Customer Experience Audit]]></category>
		<category><![CDATA[customer journey]]></category>
		<category><![CDATA[CX Audit]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101600</guid>

					<description><![CDATA[by Braden Kelley and Art Inteligencia Market expansion plans get validated within an inch of their life on almost everything except the one thing that determines whether customers actually stay once they arrive: whether the experience you&#8217;re bringing with you was ever built for the people you&#8217;re about to bring it to. Product-market fit gets [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/09/customer-experience-audit-market-expansion/feed/</wfw:commentRss>
			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101600</post-id>	</item>
		<item>
		<title>We Must Rethink the Myth of Xerox PARC and the Macintosh</title>
		<link>https://bradenkelley.com/2026/09/myth-of-xerox-parc-macintosh/</link>
					<comments>https://bradenkelley.com/2026/09/myth-of-xerox-parc-macintosh/#respond</comments>
		
		<dc:creator><![CDATA[Greg Satell]]></dc:creator>
		<pubDate>Mon, 21 Sep 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Change]]></category>
		<category><![CDATA[Innovation]]></category>
		<category><![CDATA[Macintosh]]></category>
		<category><![CDATA[Myths]]></category>
		<category><![CDATA[Xerox PARC]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101597</guid>

					<description><![CDATA[GUEST POST from Greg Satell When people like to tell stories of historic corporate missteps, the story of Xerox and the Macintosh is near the top of the list. As the tale goes, the corporate giant spent a fortune to create all the technology that the famous computer was based on, but failed to market [&#8230;]]]></description>
		
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			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101597</post-id>	</item>
		<item>
		<title>The 8 Best Teamwork Books That Actually Improve Collaboration</title>
		<link>https://bradenkelley.com/2026/09/best-teamwork-books/</link>
					<comments>https://bradenkelley.com/2026/09/best-teamwork-books/#respond</comments>
		
		<dc:creator><![CDATA[David Burkus]]></dc:creator>
		<pubDate>Sun, 20 Sep 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Books]]></category>
		<category><![CDATA[collaboration]]></category>
		<category><![CDATA[teamwork]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101589</guid>

					<description><![CDATA[GUEST POST from David Burkus Most leaders know teamwork matters. But few take the time to study what actually makes teams work. We rely on instinct, gut feel, or experience from past teams—good or bad—and assume it’ll all work out. But in today’s complex, collaborative, cross-functional world, those assumptions often lead us astray. If you [&#8230;]]]></description>
		
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			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101589</post-id>	</item>
		<item>
		<title>Turning Foresight Into an Actual Strategic Roadmap</title>
		<link>https://bradenkelley.com/2026/09/foresight-to-strategic-roadmap/</link>
					<comments>https://bradenkelley.com/2026/09/foresight-to-strategic-roadmap/#respond</comments>
		
		<dc:creator><![CDATA[Braden Kelley]]></dc:creator>
		<pubDate>Sat, 19 Sep 2026 01:10:00 +0000</pubDate>
				<category><![CDATA[Futurology]]></category>
		<category><![CDATA[Strategy]]></category>
		<category><![CDATA[foresight]]></category>
		<category><![CDATA[strategic roadmap]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101579</guid>

					<description><![CDATA[From &#8220;What If&#8221; to &#8220;What Now&#8221; by Braden Kelley and Art Inteligencia I have seen more beautiful scenario maps gather dust than I can count. Gorgeous work — well-researched signals, genuinely thoughtful trends, three or four possible futures mapped out with real rigor, presented to an engaged room that nodded along and felt smarter walking [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/09/foresight-to-strategic-roadmap/feed/</wfw:commentRss>
			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101579</post-id>	</item>
		<item>
		<title>Trust the Test, Not Your Gut</title>
		<link>https://bradenkelley.com/2026/09/effective-test-protocol-decision-criteria/</link>
					<comments>https://bradenkelley.com/2026/09/effective-test-protocol-decision-criteria/#respond</comments>
		
		<dc:creator><![CDATA[Mike Shipulski]]></dc:creator>
		<pubDate>Fri, 18 Sep 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Design]]></category>
		<category><![CDATA[Innovation]]></category>
		<category><![CDATA[instincts]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101491</guid>

					<description><![CDATA[GUEST POST from Mike Shipulski At first glance, it seems easy to run a good test, but nothing can be further from the truth. The first step is to define the idea/concept you want to validate or invalidate. The best way is to complete one of these two sentences: I want to learn that [type [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/09/effective-test-protocol-decision-criteria/feed/</wfw:commentRss>
			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101491</post-id>	</item>
		<item>
		<title>Lack of Feedback is a Gift</title>
		<link>https://bradenkelley.com/2026/09/unspoken-customer-feedback/</link>
					<comments>https://bradenkelley.com/2026/09/unspoken-customer-feedback/#respond</comments>
		
		<dc:creator><![CDATA[Shep Hyken]]></dc:creator>
		<pubDate>Thu, 17 Sep 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Customer Experience]]></category>
		<category><![CDATA[feedback]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101497</guid>

					<description><![CDATA[GUEST POST from Shep Hyken This article answers the question: Are organizations paying attention to the feedback customers give and also to the feedback they unintentionally withhold? There’s an old expression: Feedback is a gift. Whenever a customer is willing to take time to share feedback by talking to you, emailing you, or leaving an [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/09/unspoken-customer-feedback/feed/</wfw:commentRss>
			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101497</post-id>	</item>
		<item>
		<title>AI ROI and Market Valuations</title>
		<link>https://bradenkelley.com/2026/09/ai-roi-transformation-zone-geoffrey-moore/</link>
					<comments>https://bradenkelley.com/2026/09/ai-roi-transformation-zone-geoffrey-moore/#respond</comments>
		
		<dc:creator><![CDATA[Geoffrey Moore]]></dc:creator>
		<pubDate>Wed, 16 Sep 2026 01:30:02 +0000</pubDate>
				<category><![CDATA[Technology]]></category>
		<category><![CDATA[Finance]]></category>
		<category><![CDATA[AI]]></category>
		<category><![CDATA[Gartner]]></category>
		<category><![CDATA[Hype Cycle]]></category>
		<category><![CDATA[market valuation]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101483</guid>

					<description><![CDATA[GUEST POST from Geoffrey Moore A recent CNN Nightcap lamented the lack of ROI given the massive investments to date in AI, fueled by equally massive market valuations. This is true but misleading. ROI is a metric that tracks success in the Performance Zone. The big AI players are all playing a game in the [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/09/ai-roi-transformation-zone-geoffrey-moore/feed/</wfw:commentRss>
			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101483</post-id>	</item>
		<item>
		<title>Auditing Customer Experience Before and After a Systems Migration</title>
		<link>https://bradenkelley.com/2026/09/cx-audit-systems-migration/</link>
					<comments>https://bradenkelley.com/2026/09/cx-audit-systems-migration/#respond</comments>
		
		<dc:creator><![CDATA[Braden Kelley]]></dc:creator>
		<pubDate>Tue, 15 Sep 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Customer Experience]]></category>
		<category><![CDATA[CX Audit]]></category>
		<category><![CDATA[systems migration]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101500</guid>

					<description><![CDATA[by Braden Kelley and Art Inteligencia Every systems migration I&#8217;ve ever seen gets sold internally with some version of the same reassurance: &#8220;nothing will change for the customer.&#8221; I understand why people say it — it&#8217;s meant to calm nerves and keep the project moving. It&#8217;s also almost never entirely true, and the gap between [&#8230;]]]></description>
		
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			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101500</post-id>	</item>
		<item>
		<title>4 Things to Learn About Change From the Orange Revolution</title>
		<link>https://bradenkelley.com/2026/09/lessons-about-change-orange-revolution/</link>
					<comments>https://bradenkelley.com/2026/09/lessons-about-change-orange-revolution/#respond</comments>
		
		<dc:creator><![CDATA[Greg Satell]]></dc:creator>
		<pubDate>Mon, 14 Sep 2026 00:32:13 +0000</pubDate>
				<category><![CDATA[Change]]></category>
		<category><![CDATA[Orange Revolution]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101464</guid>

					<description><![CDATA[GUEST POST from Greg Satell In 2004, I joined a KP Media, the leading news organization in Ukraine, where I would become Co-CEO. In the runup to the presidential election that year, the opposition candidate for president, a technocratic reformer named Viktor Yushchenko, was poisoned by pro-Russian agents. He survived, but his face was permanently [&#8230;]]]></description>
		
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		<post-id xmlns="com-wordpress:feed-additions:1">101464</post-id>	</item>
		<item>
		<title>Leading to the Future of Work</title>
		<link>https://bradenkelley.com/2026/09/future-of-work-2026-leadership-strategy/</link>
					<comments>https://bradenkelley.com/2026/09/future-of-work-2026-leadership-strategy/#respond</comments>
		
		<dc:creator><![CDATA[David Burkus]]></dc:creator>
		<pubDate>Sun, 13 Sep 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Future Of Work]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101474</guid>

					<description><![CDATA[GUEST POST from David Burkus If you led a team through 2025, you probably felt like you were trapped in a never-ending game of workplace buzzword bingo. Coffee badging. Quiet quitting. Quiet firing. Corporate catfishing. Every week came with a new term, a new “trend,” and a new reason to wonder whether you were falling [&#8230;]]]></description>
		
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		<post-id xmlns="com-wordpress:feed-additions:1">101474</post-id>	</item>
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		<title>The Chief Strategy Officer&#8217;s Guide to Strategic Foresight Without a Foresight Department</title>
		<link>https://bradenkelley.com/2026/09/cso-guide-strategic-foresight/</link>
					<comments>https://bradenkelley.com/2026/09/cso-guide-strategic-foresight/#respond</comments>
		
		<dc:creator><![CDATA[Braden Kelley]]></dc:creator>
		<pubDate>Sat, 12 Sep 2026 01:10:00 +0000</pubDate>
				<category><![CDATA[Futurology]]></category>
		<category><![CDATA[chief strategy officer]]></category>
		<category><![CDATA[foresight]]></category>
		<category><![CDATA[foresight department]]></category>
		<category><![CDATA[strategic foresight]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101459</guid>

					<description><![CDATA[by Braden Kelley and Art Inteligencia Every CSO I talk to agrees, without hesitation, that strategic foresight matters. Almost none of them have a foresight team. That&#8217;s not a contradiction — it&#8217;s a budget reality. Foresight sounds like a function you&#8217;d staff if you had unlimited headcount: a few analysts, a research subscription or two, [&#8230;]]]></description>
		
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		<post-id xmlns="com-wordpress:feed-additions:1">101459</post-id>	</item>
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