The letters t and f following page numbers denote tables and figures, respectively.

• abductive reasoning, 45, 47, 106, 173
• acceleration phase, 133–134
• activist organizations, 200–207
• adjacencies (of organizations), 76, 94, 95, 106, 112, 145
• Aetna, 49–51
• Affordable Care Act (ACA), 49–50, 189
• Airbnb, 63
• Amazon, 34, 209–210, 213
• anchors, 136–138
• annual budgeting, 59–60
• Anthony, Scott, 111, 131, 182
• Apollo program, 187–188
• Apple, 39–41, 94–95
• under Tim Cook, 43–44
• digital hub strategy of, 40f, 41–42, 52
• archetypes
• four archetypal implications for your future, 90–91f
• scenarios vs., 88–89
• Argyris, Chris, 177
• Army, US, 196
• Army Futures Command (AFC) of, 197–198
• Arthur (king, England), 152
• Ascension Health, 96–97
• aspirations, 95–97
• asset classes, 113t
• associating (in developing leadership), 173
• asymmetric warfare, 195
• Auris Health, 137, 138
• Auris Monarch (medical device), 137
• automaticity, 26
• automobiles and automotive industry
• earliest, 19–20, 21f
• future of, 83–84
• interstate highway system for, 192–193
• by Tesla, 25
• view of world statements for, 86
• autonomous vehicles (AVs), 86
• availability bias, 26

• Ballmer, Steve, 165
• Bane, Rich, 157–158
• bankruptcies, 213
• Batra, Udit, 151
• Baupost Group (hedge fund), 215
• Bennis, Warren, 55, 144
• Bertolini, Mark, 49–51
• Bezos, Jeff, 147–148, 209–210, 213–214
• biases
• cognitive, 26–27
• normalcy bias, 190
• boards of directors, 157–160
• succession of CEOs and, 167–170
• Boeing, 122, 128–131
• bounded rationality, 26
• Bowen, Kent, 174–175
• Bower, Joseph, 116
• Brown, Tim, 44
• budgeting, future-back thinking applied to, 59–60
• Buffett, Warren, 30
• Burke, James, 205, 206
• businesses. See organizations
• business models, 81
• business processes, future-back thinking applied to, 59–64

• cancer, 68–69
• World Without Disease initiative on, 119–120, 137
• Center for Creative Leadership (CCL), 153
• Chadwick, Chris, 156, 158–159
• Chaffee, Roger, 188
• charities, 200–207
• chief executive officers (CEOs)
• boards of directors vs., 157–159
• compensation and incentives for, 30–31
• as curator of organization’s culture, 179
• leadership communications by, 165
• succession of, 167–170
• children, 200–201
• Christensen, Clayton, 5
• on capitalist’s dilemma, 30
• on higher education, 199
• on innovators’ dilemma, 27–29, 43
• on “innovator’s DNA,” 173
• jobs to be done theory by, 62–63
• churches, 200–207
• Churchill, Winston, 3
• climate change, 190–191
• Clooney, George, 136
• cognitive biases, 26–27
• colleges and universities, 198–200
• Collins, Jim, 154, 165
• colorectal cancer, 68–69, 120, 137
• competition, 193–194
• competitors, in business model, 51
• confirmation bias, 26
• Cook, Scott, 31, 34, 169, 174
• Cook, Tim, 43–44
• core (of organizations), 94, 95, 104, 105, 106, 108, 110
• core projects
• funding for, 125
• in innovation and investment portfolios, 111–112, 113t
• new businesses kept separate from, 134
• Crimmins, Terry, 155
• Cruz, Ferdz Dela, 179
• customers
• in archetypes of future, 89–92
• emerging need of, 80
• goals of, 62
• of health care, 96–97
• of health insurance industry, 50
• market research on need of, 60
• CVS Health, 51

• Davis, Roy, 128
• Davy, Humphry, 45
• Deakin University (Australia), 87–88, 199
• Dell, Michael, 173
• DeLorean, John, 25
• design thinking, 44
• diabetes, 82–83, 92–93
• World Without Disease initiative on, 120
• Discovery-Driven Planning, 60–61, 131
• disruption theory, vii, viii
• disruption, 5, 27, 29, 90, 183, 199
• diversity, 181
• Dorsey, Jack, 166–167
• double-loop learning, 177
• Dow Corning, 126
• Drucker, Peter, 49, 60, 114, 203
• “Theory of the Business,” 49
• dual transformation concept, 129–130f
• Dweck, Carol, 54, 175, 177–178
• Dyer, Jeffrey H., 173

• Edison, Thomas, 45–48, 51, 57
• Edison General Electric Company, 48
• Edmondson, Amy, 178
• education, higher, 198–200
• Eisenhower, Dwight D., 186, 192–193, 195
• electric lighting, 45–48
• electric vehicles, 86
• emerging fault lines, 80–81
• Ethicon, 137, 138
• executive development programs, 171–172
• executives
• calendars of, 31
• compensation for, 30–31
• See also chief executive officers (CEOs)
• experimenting (in developing leadership), 174
• exploration, 193

• finance and accounting, 59–60
• Ford, Henry, 45
• Ford, Henry, II, 24
• Friedlander, Frank, 58
• funding for core projects, 125
• future-back process, 71f, 72
• developing vision for, 76f
• envisioning future state of business in, 94–99
• identifying implications of future in, 88–94
• paint picture of future environment, 77–88
• future-back reviews, 156–157
• future-back thinking, 8–12
• Apple’s use of, 39–40
• applied to business processes, 59–64
• attributes of, 47f
• attributes of leaders using, 55
• boards of directors enabling of, 157–160
• business theory of, 49–54
• discovery/-driven planning in, 61
• in government, 192–194
• for individuals, 204–206
• leadership framework in, 149, 149f
• learning in, 54–57
• learning loop for, 56f
• present-forward approach vs., 23, 44–45
• present-forward thinking as opposite of, 17
• in religious institutions, 201, 202
• roadblocks to, 28f
• systemic, 45–49
• future-back vision and strategy development, 61–64
• Future Combat Systems, 191–194, 196
• future state portfolio, 102, 103–105f, 104–109
• milestones development and, 109–111
• working with innovation and investment portfolios, 114–115

• Garvin, David, 175–176
• Gates, Bill, 165
• Geleta, Bekele, 208, 216
• General Electric (GE), 48–49, 171, 214
• Gilbert, Clark, 111, 130
• Gilbert, Dan, 27
• Goodyear, space station by, 20–21, 22f
• Google, 210–211
• governance, 123–124
• government
• future-back thinking in, 188–191
• military in, 191–198
• Gregersen, Hal, 173
• Grissom, Gus, 188
• growth gap, 88, 104f, 105f, 106, 112f

• Hait, William N.
• Accelerate Enterprise Leadership program and, 171–172
• on anchors, 136, 137
• assets available to, 115
• future vision of, 79
• as global head of Janssen R&D, 67–72
• implementation of World Without Disease initiative by, 119–120
• World Without Disease initiative by, 93–94
• Hamel, Gary, 150
• Handy, Charles, 214
• Hastings, Reed, 210
• health care
• Aetna insurance in, 49–51
• customers’ definitions of, 96–97
• for diabetes, 82–83, 92–93
• future of, 67–72, 79–82, 98
• jobs in, 63
• as national policy issue, 189
• Tylenol scandal and, 205–206
• World Without Disease initiative in, 119–120, 137, 165, 171–172
• Henshall, David, 154–155
• Heraclitus, 216
• higher education, 198–200
• Hill, Andy, 179–180
• Hobbes, Thomas, 27
• Hughes, Thomas, 48
• human resources departments, talent management systems set up by, 126
• hyperbolic discounting, 26–27

• Ibarra, Herminia, 156
• implementation of strategy, 132–138
• incubation phase, 133
• incubator designs, 127–131
• inflection points, 77–82
• by industry, 78t
• Innosight (management consultancy firm), 5, 12, 182
• accelerating innovative initiatives toolkit by, 131
• dual transformation concept by, 129–130f
• shared vision in, 183
• innovation
• incentives for, 177
• within organizational structure, 150
• present-forward vs. future-back approaches to, 23
• innovation portfolio, 102–104, 103f, 104f
• asset classes in, 113t
• developing, 111–114
• working with future state and investment portfolios, 114–115
• innovation teams, 60–61, 131–132
• innovators’ dilemma, 27–29
• insurance industry, 49–51
• internet, newspapers on, 24
• interstate highway system, 192–193
• investment portfolio, 103f, 104, 104f, 112f
• asset classes in, 113t
• developing, 111–114
• working with future state and innovation portfolios, 114–115
• iPhone, 44
• iPods, 41
• Iraq War, 194–195
• Isaacson, Walter, 42
• iTunes, 41–42
• iWatch, 43

• Janssen, 82
• future vision of, 79
• Hait as global head of R&D, 67–72
• innovation portfolio of, 115
• vision of future of, 98–99
• World Without Disease initiative of, 93–94
• Jefferson, Thomas, 189
• Jobs, Steve, 4, 38, 39–41
• on creativity, 173
• digital hub strategy of, 40f, 41–42, 52
• future-back thinking by, 44
• jobs to be done theory, 62–63
• application of, 82–84
• Johansen, Bob, 212
• Johnson, Robert Wood, II, 205–206
• Johnson & Johnson
• Accelerate Enterprise Leadership program of, 171–172
• diversified portfolio of, 115
• innovation by, 122
• R&D under Hait in, 67, 69–70
• Tylenol scandal in, 205–206
• See also Janssen
• Jones, Logan, 128–131

• Kahneman, Daniel, 26
• Kamen, Dean, 25
• Kennedy, John F., 24, 68, 187
• Keynes, John Maynard, 207
• Kierkegaard, Søren, 18
• Klarman, Seth, 215
• Knights of the Round Table, 152
• “know-it-alls,” 54

• Lafley, A. G., 122
• on communicating vision, 165
• on divesting of programs, 114
• Innovation and Technology Committee created by, 167–168
• leadership and strategy development program of, 172
• observation by, 173–174
• on risks in innovations, 29–30
• Lakein, Alan, 100
• leaders and leadership
• attributes of, 55
• continuity of vision by, 165–166
• executive development programs for, 171–172
• formalization of roles and responsibilities of, 121–125
• frameworks for, 148–153, 149f
• as learners, 54–57
• screening of, 173–175
• as stewardship, 216
• strategic dialogues used by, 57–59
• leadership teams
• boards of directors and, 157–159
• lining up members of, 153–157
• long-term growth driven by, 160
• within organizational structure, 151–153
• Lean Management, 49
• Lean Startup movement, 131
• learning
• in organizational culture, 178–181
• in organizations, 175–178
• learning loop, 56f, 175
• strategic dialogues in, 57–59
• “learn-it-alls,” 54, 175
• Learning Organization, 175, 177, 195
• Leavitt, Mike, 154
• Levitt, Ted, 62
• Lincoln Highway, 193
• long-term planning, 32–36
• long-term planning horizon, 9, 33f
• scale for, 29
• long-term strategy, future state portfolio in, 104–109
• loss aversion, 26
• lung cancer, 119–120, 137
• Lung Cancer Initiative (World Without Disease initiative), 137–138

• MacMillan, Ian, 60–61
• Maintain the Status Quo archetype, 91f
• Major Opportunities Ahead archetype, 91f
• Major Threats on the Horizon archetype, 90f
• Mandela, Nelson, 3
• Manhattan Project, 192, 194
• Manso, Gustavo, 177
• marketing, future-back thinking applied to, 60
• market research, 60
• Martin, Roger, 30, 44
• master plan, 125
• McGrath, Rita, 60–61, 131
• McMillian, Ian, 131
• McNamara, Robert, 24–25
• meetings, formats for, 87
• Microsoft, 165
• corporate culture of, 54
• milestones development, 109–111, 110f
• military, US, 191–198
• Navy, 163–164
• MilliporeSigma, 151
• Moderate Threats Emerge archetype, 90f
• moon, 188, 191, 192
• moonshot, 44, 187–188, 189, 194
• Morgan, J. P., 48
• Morita, Akio, 165
• MRAP (mine-resistant ambush protected) program, 196
• Musk, Elon, 25

• Nadella, Satya, 51, 54, 175–177, 179
• Navy, US, 163–164
• Nespresso, 134–136
• Nestlé, 134–136
• Netflix, 210
• networking, in developing leadership, 174–175
• New Growth Board/Council, 123, 124
• new growth innovation teams
• governance of, 123–124
• organizational models for, 126–131
• timeline for, 133–134, 133f
• newspapers, 24, 130
• Newton, Isaac, 25
• Nohria, Nitin, 31
• nonprofit organizations, 200–207
• Nordlund, Steve, 122
• normalcy bias, 26, 190

• observing (in developing leadership), 173–174
• O’Reilly, Charles A., III, 150
• organizations
• boards of directors of, 157–160
• churches, charities, activist and nonprofits, 200–207
• continuity of vision in, 164–167
• envisioning future state of, 94–99
• executive development programs in, 171–172
• future-back thinking applied to business processes in, 59–64
• future-back thinking on theory of, 49–54
• governance of, 123–124
• inertia in, 25–26
• leadership teams in, 151–153
• learning, adapting, and growing in, 175–178
• learning culture in, 178–181
• long-term planning in, 32–36
• multinational, future thinking in, 144–145
• screening of future leaders for, 173–175
• sense of purpose in, 181–183
• setting up organizational models for, 121, 126–131
• succession of CEOs in, 167–170
• vision vs. strategy for, 52–53
• Ørsted, 182

• Page, Larry, 210–211
• Panama Canal, 192
• Peirce, Charles Sanders, 45
• performance metrics, 80, 176–177
• perseverance, 194
• personal computers, 39–40
• Peter, Laurence J., 204
• Peter Principle, 204
• Peterson, Sandi, 32, 157, 181
• planning, 60–64, 100
• Discovery-Driven Planning, 131
• platform-based planning, 60–61
• Polman, Paul, 174, 181
• Porter, Michael E., 31
• portfolios, 102–104, 103–104f
• future state portfolio, 104–111
• innovation and investment portfolios, 111–114, 113t
• working together, 114–115
• power grid, 196
• power metrics, 177
• present-forward fallacy, 6
• present-forward thinking, 17
• advantages and disadvantages of, 21–22
• attributes of, 46f
• cognitive biases in, 26–27
• future-back approach vs., 23, 44–45
• leadership framework in, 148–149, 149f
• platform-based planning in, 61
• Procter & Gamble, 114
• Innovation and Technology Committee created in, 167–168
• programming of strategy, 121–132

• questioning (in developing leadership), 173–174
• Quickbooks (software), 174

• railroads, 19, 20, 20f
• transcontinental railroad, 193–194
• Rivers, Bob, 155, 157
• Rumsfeld, Donald, 194–195

• scenarios, archetypes vs., 89
• Schön, Donald, 177
• Schumpeter, Joseph, 5
• Schwartz, Evan, 182
• Sears, 213
• Segway, 25
• Senge, Peter, 177, 183
• senior leadership team, 122–125
• See also leaders and leadership
• Shaich, Ron, 122
• shareholder return, 35f
• Sheets, Don, 126
• Siemens, 182
• Simon, Herbert, 26
• Six Sigma (management method), 48–49
• slavery, 189
• Socrates, 55, 56
• Sony, 165
• Southern New Hampshire University, 199
• space exploration, 187–188
• space stations, 21
• Goodyear’s, 22f
• SpaceX, 25
• Spira, Avrum, 137
• Stavridis, James, 163–165
• Stoffels, Paul, 67
• strategic narratives, 97–99
• strategic opportunity areas (SOAs), 106, 107f, 112f
• strategic planning, 61–64
• strategy
• converting vision to, 103–104f
• implementation of, 117–121, 118f, 132–138
• long-term, future state portfolio in, 104–109
• programming, 121–132
• strategic dialogues in, 57–59
• strategic vs. future-back, 61–64
• vision vs., 52–53
• sunk cost fallacy, 26

• talent management system, 126
• Tencent, 182
• Tersigni, Anthony, 96
• Tesla, 25
• Thompson, Derek, 213
• 3D printing, 146–147
• time horizons, 77–82
• for Amazon, 209–210
• timeline for new growth platform, 133f
• Total Quality Management, 49
• transformation management office (TMO), 123, 124
• transformative innovations, failure modes for, 7
• transition phase, 134
• Trilogy Education (for-profit enterprise), 199
• Trotter, Alasdair, 182
• Tushman, Michael, 150
• Tversky, Amos, 26
• Tylenol scandal, 205–206
• tyranny of the urgent, 31–32

• Uber, 63
• United States government
• future-back thinking in, 188–191
• military of, 191–198
• urban areas, transit in, 86

• Vanderbilt, Cornelius, 45
• Verne, Jules, 19
• Vietnam War, 24–25
• view of world statements, 85–88
• for automotive industry, 86
• vision
• continuity of, 164–167
• converting to strategy, 103–104f
• developing, for future-back process, 76f
• of future, 212
• Janssen’s, 98–99
• in organization’s mission, 181
• of religious organizations, 201
• shared, 183
• strategy vs., 52–53
• visionaries, 3–4, 52
• vision statements, 13, 51, 99,

• Wace, Robert, 152
• Washington, George, 189
• Weeks, Wendell, 6, 60
• Welch, Jack, 48–49
• Whitcomb, R. Steven, 195
• White, Ed, 188
• Wiegand, Ben, 119–120, 126, 127, 137
• World Without Disease initiative, 165
• Accelerate Enterprise Leadership program and, 171–172
• Hait’s idea of, 93–94
• implementation of, 119–120
• Janssen’s vision for, 98
• Lung Cancer Initiative of, 137
• Wozniak, Steve, 40
• Wynett, Craig, 162

• Xiameter (Dow Corning), 126

• zero-based budgeting, 59–60