Signal 1: Spotify’s Prompted Playlists

Spotify released a new feature called Prompted Playlists where listeners can choose from pre-written prompts, with customization options, or write their own new prompts to craft a fresh set of tracks. The section of the app is specifically labeled “Prompted by us, made for you” – highlighting the specific role of generative AI in creating the playlist, leveraging the listener’s Spotify data. What interested me most, other than the AI-first labeling, was how this new feature competes directly with Spotify’s existing, automated playlist generation leveraging listener data to create new playlists across a variety of categories.

Signal 2: NYT Puzzles, Made by Humans (Confirmed)

Within the same week, I received an email from the New York Times (NYT) Games app. As you may know, I love Crossplay so I was quick to open this email to read the latest on NYT Games. With the subject line “The people behind our puzzles,” the email profiled game creators employed at NYT and reminded subscribers that they have access to “over 10,000 puzzles – all made by humans.” Across games such as Wordle, Connections, and Mini Crossword, the potential for leveraging generative AI to reduce manpower needed to produce the daily games is certainly there. Concurrently, at a time when app and game creation has never been easier with vibe coding, NYT took the extra step to affirm that they are continuing to rely on humans to create, curate, and edit new puzzles. What intrigued me most about this email was that NYT proactively contacted subscribers to answer a question they may not have even been asking (“Are Connections categories selected by a human?”).

Two different signals. Two different approaches to leveraging AI. Two very bold statements about the level of AI utilized in their end product to users.

Applied Foresight Exercise: Artifacts from the Future

Building on the analysis underpinning Scenario 2, where human voice and generative AI increase in tandem, from last month’s Golden Rule of AI Content on Strategy Stories, these two signals inspired me to create a set of artifacts from the future. I first learned about the artifacts from the future exercise from Institute for the Future (IFTF) as part of the IFTF Foresight Toolkit.

When building an artifact from the future, you can transform abstract concepts of ideas about what the future may hold into tangible examples of what change could look like in the future. This creates an accessible, shareable artifact that can help others envision possible futures and clarify what kind of future you want to move toward.

What would it look like if these two signals – explicit AI content labeling and human-origin affirmation – became mainstream across a broad array of content, products, and services?

Consider a future where both the human voice and generative AI continue to proliferate in tandem, but perhaps not in harmony, and the implications of these two signals expands into the general market.

I am excited to present Origin Authenticity Badges, an artifact from the future.

Imagine a future where these origin authenticity labels, authenticated by an independent regulation and certification body, are included with products or services you are considering purchasing, similar to certified food labels we see today.

As you envision what this would mean, consider these questions:

• Would this shape your purchasing decision? If so, how?

• Would you find value in this level of transparency? Why or why not?

• What excites you about this possible future? What makes you nervous?

What I didn’t see in this wave of signal scanning was a good medium option, if we consider a Goldilocks approach. This would be an approach that utilized just enough generative AI to meet the user’s needs for customization, speed, etc. while being transparent about the level utilized. The notion of a measured, transparent AI approach is certainly intriguing, and still included in the artifacts from the future set to give balance. That isn’t to say they’re not out there – as futurist and author William Gibson says, “the future is already here, it’s just not evenly distributed.”

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About Strategy Stories
Strategy Stories is built on a single belief: the most useful strategic insights don’t always come from inside your industry. Through this platform, Jackie Lavorgna, PhD, SMP shares case studies, analyses, and anecdotes for curious leaders, strategists, innovators, and futurists — spanning readers throughout the United States and across 16+ countries.

Strategy Stories is the insights vertical of Lavorgna Strategy Studio, a consultancy helping leaders, teams, and organizations prepare and plan for the future through strategic planning and strategic foresight.

My first post in this series invited you to rethink the process for setting New Year’s Resolutions. My second post offered a framework for your Q1 personal strategy review. For the third post, as we near the middle of the year, I wanted to take a different approach and give you a deep dive into how one of my resolutions is going.

Resolution: Run a Full Marathon

I ran my first full marathon in Manchester, NH in November 2025. I caught the marathon bug and couldn’t stop talking about signing up for my next one after that. New England winters are not marathon-friendly, however, and I chose to wait until spring to run my second marathon. One of my goals for 2026, under my health focus area, was to run a full marathon in less time than my November marathon.

Selecting the Race

I intentionally kept the marathon goal a bit broad. Recognizing that I was still new to the distance and that marathon difficulty varies greatly across courses depending on the elevation profile, I aimed for “less time” as opposed to a specific time benchmark. I also kept the “which” marathon part vague, understanding that my work and travel schedule varies and there may be some need to be flexible during the year about my commitments.

I registered for the Vermont City Marathon which is held at the end of May. With a lower elevation profile than Manchester but some steeper climbs, I knew these would be similar in difficulty and felt prepared to revisit my training plan template from last fall and jump in.

The Training: An Exercise in Disruption, Regardless of Planning

My fall 2025 marathon training plan is covered in precise lines and check boxes from left to right, up and down.

The spring 2026 plan looks just a little bit different.

I ran into challenges throughout my training including…

• An extra long, snowy winter making it tough to move outside for my long runs

• A broken treadmill at a hotel during a consulting trip

• A lot of days with dreary rain

• An early spring cold I just couldn’t run through, or shake off

• A sudden bout of hip pain during the taper period, the reduced-mileage weeks immediately before a race

Each of these unexpected challenges required 1) a pause to identify the issue; 2) brainstorming of alternative approaches; and 3) executing on the pivot. Once it became clear that winter was staying a bit longer, I identified my max treadmill distance (10 miles) and then committed to driving to a route with better maintained sidewalks and walking paths than the immediate neighborhood for runs that would last longer than 10 miles.

I brought running sneakers to Alaska in the middle of winter during a consulting engagement only to discover that the treadmill in the hotel gym was broken. I resolved to cross-train on the stationary bike instead. I also had quite a few days, including a couple long runs, where I needed to get outside for a run even though it was raining. Dressing well and mentally preparing for being wet, chilly, and uncomfortable carried me through.

Running through a cold or unexpected joint pain is possible, but often not the best approach. When I encountered these health challenges during my training, I took the intentional break and let my body recalibrate before jumping back in. This was a key lesson learned from my fall training plan when I inadvertently pushed through ankle tendon pain for an entire month.

The Race: A Parallel Experience of Disruption, Prepared for By Training

Finally, it was marathon day!

My wonderful family was up early with me that morning, watching the rain fall down. We knew it was going to be a wet day. I joined the pack of runners with ponchos, windbreakers, and shoe covers on, with all knowing this would be a long morning.

Over the course of the next 26.2 miles, I encountered a lot…

• Pouring rain at the start, which eased up about an hour in

• Navigating a muscle spasm in my right leg for the first 8 miles

• Overheating in my soaked running jacket after the rain let up

• Abandoning my jacket around mile 20

• Being cold and soaked (again) when the rain started (again) in the last half hour of my run

Fortunately, I hadn’t trained in perfection. I had navigated obstacles and challenges throughout my training period, and while I hadn’t specifically prepped for these, I had sharpened the mental resilience needed to keep going when literally every element said stop!

I stayed in good spirits about the rain, joking about the weather right up until start time. I eased up early on to assess the muscle spasm, confirming that it was a twitch and not a sharp pain, and carried on. I adjusted my jacket when I needed to, moving my bib to my shirt underneath when the heat became too much, and didn’t get (too) discouraged by how this disrupted my pace. Finally, I maintained a good attitude throughout the rain…especially towards the finish, because there’s nothing more motivating than knowing you’ll get to be somewhere dry soon (ideally with a heat shield blanket). In the end, I knocked off a couple minutes from my first marathon time — not as dramatic a difference as I might have liked, but tangible progress forward amidst a hard training cycle and a challenging weather day.

What made this experience easier was getting to see my family four different times throughout the course, which is a major benefit of a double figure eight loop, and experiencing the amazing energy of the Burlington community. Rain couldn’t keep the local spectators down. From front porch rock bands to families handing out shots of maple syrup in their neighborhoods, the Burlington community brought vibrant energy no matter the weather.

The Learnings

Most critically, I learned three strategic lessons to tackle for my next marathon:

• The best laid plans can still fail on first contact. With an n of 1, my first marathon training plan was followed to near perfection. With an n of 2, my success rate on plan adherence is quite a bit lower. Staying focused on the long-term goal – run a marathon – instead of short-term roadblocks helps maintain momentum when everything feels astray.

• A positive mindset can compete against the most undesirable elements. Think “I get to do this because I’m ready for this!” instead of “I can’t believe I have to run over 20 miles in the pouring rain.”

• Last minute details may feel minor in planning, but can take on a seismic role in execution. For me, that means don’t attach a race bib to an exterior jacket ever again.

In closing, as you think about your goals for 2026, you may be encountering your own version of roadblock and obstacles that just keep disrupting your plans. Keep focused and find ways to pivot and adjust approaches where needed. When you reach the goal, no one is asking what your training plan logbook looked like leading up to the day.

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Coming Soon
In June, Strategy Stories is launching a paid membership tier. Each month, paid members will receive one exclusive piece of curated content, rotating among items such as deeper analyses, downloadable tools, guest perspectives, and signal spotlights designed to go further than the free posts and move from strategic thinking to strategic action. I’ll share more details in the coming weeks.

About Strategy Stories
Strategy Stories is built on a single belief: the most useful strategic insights don’t always come from inside your industry. Through this platform, I share case studies, analyses, and anecdotes written for curious leaders, strategists, innovators, and futurists, spanning an audience across 23+ US states and 16+ countries.

Strategy Stories is the insights vertical of Lavorgna Strategy Studio, a consultancy helping leaders, teams, and organizations prepare and plan for the future through strategic planning and strategic foresight.

Every neighborhood suddenly seemed to have a local brewery opening on the corner. Beer tourism emerged as a new attraction. Breweries became spaces to host a broad array of activities, from plant nights to paint nights.

Craft breweries in the US began an exponential growth curve in 2010, outpacing competitors in the alcohol industry. However, recent data from the Brewers Association shows that curve appears to be plateauing as of 2025.

Concurrently, Gallup reports a sudden reduction in the percentage of Americans using alcoholic beverages overall. The recent decline in the number of Americans drinking, highlighted by a sharp drop from 2024 to 2025 down to 54%, suggests that drop could easily become a steady plummet. In nearly 90 years of tracking this data, 54% overall is already the lowest rate Gallup has ever reported. The decline is primarily driven by younger generations. Since 2023, the reported use of alcohol by US adults ages 18-34 has dropped by 9 percentage points whereas use by adults ages 35-54 has dropped by 10 percentage points. While overall alcohol consumption is declining, that decrease is felt most prominently in the craft beer industry after experiencing so much growth and expansion in recent years.

What’s really happening here?

Jobs to Be Done (JTBD)* is a strategy and innovation framework popularized by the Christensen Institute that offers a lens on how people choose to “hire” or “fire” products or services for their given needs, or “jobs” in their life. In this construct, the habits of the present eventually get replaced by the pull of a new idea. Alcoholic beverages, including craft beer, were getting hired to foster social cohesion, aid with unwinding, and demonstrate a distinctive drink of choice. Based on this landscape, we’re firing beer and replacing it with new contenders to do beer’s job. The data points to a broad shift away from alcohol generally, and craft beer, as a premium product with recent high growth, is at the forefront of this headwind.

A Look at the Innovation Landscape

Considering these new alternatives in the context of the Jobs to Be Done framework presents a new perspective on the craft beer landscape and the emergence of both expected and unexpected competitors. The current choice in the present, craft beer, gets reevaluated in the context of the “push” while the anxiety of change is managed, and the new idea pulls the new behavior forward.

• Craft beer, evaluated as risky due to alcohol content, gets replaced by nonalcoholic beer.

• Craft beer, evaluated as overly caloric, gets replaced by hop water.

• Craft beer, evaluated as unhealthy overall, gets replaced by group fitness activities.

All three replacements, or new hires, still have a financial cost associated. This suggests that consumers are not making a financial decision…they’re making a values-oriented decision anchored in health and mindful habits.

Learnings and Insights for Your Industry

Whether you’re in the beverage industry or not, the arrival of new competitors and reevaluation by consumers of the exact job to be done presents key insights and cross-industry learnings.

Monitoring the Environment: Macro environmental trends, such as opening and closure rates of craft breweries and shifts in consumer drinking patterns, offer significant insight for evaluating current state and future strategy. These are the big elephants in the room that can shift or stabilize the entire industry. Just as with strategic planning and strategic foresight, monitoring the major STEEP trends provides ongoing insight to understand your landscape.

Watching for Unexpected Competitors: Entrepreneurs (Tom Holland, an unlikely beverage leader), new products (what even is hop water?), and nontraditional competitors (spin class?!) provide unexpected competition. As the JTBD framework tells us, your replacement may not be your direct competitor…or even a current player in your industry. Expanding your environmental scanning to trends and signals outside of your current industry helps to tackle this challenge and broaden the scope of analysis.

Navigating Disruption: If you happen to be in the craft beer industry, the craft breweries finding success have taken on broader identities to meet new and emerging jobs to be done. My local craft brewery, To Share, has weathered the storm and expanded beverage options (now including nonalcoholic, hop water, and more), offered a broader array of community events, and continued to offer family-friendly amenities such as board games and a giant chalkboard. They were recently named Best Brewery in NH for the second year in a row — a positive sign for the future.

What job is your product or service hired to do, and who's applying for that position from somewhere you're not looking?

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Thanks for reading Strategy Stories!

Coming Soon
In June, Strategy Stories is launching a paid membership tier. Each month, paid members will receive one exclusive piece of curated content, rotating among items such as deeper analyses, downloadable tools, guest perspectives, and signal spotlights designed to go further than the free posts and move from strategic thinking to strategic action. I’ll share more details in the coming weeks.

About Strategy Stories
Strategy Stories is built on a single belief: the most useful strategic insights don’t always come from inside your industry. Through this platform, I share case studies, analyses, and anecdotes written for curious leaders, strategists, innovators, and futurists, spanning an audience across 23+ US states and 16+ countries.

Strategy Stories is the insights vertical of Lavorgna Strategy Studio, a consultancy helping leaders, teams, and organizations prepare and plan for the future through strategic planning and strategic foresight.

*Note: This post includes affiliate links for book recommendations. If you make a purchase through one of the affiliate links, I make a commission at no charge to you.

Honestly, that sentiment resonated with me.

Especially since launching my business, I’ve been inundated with questions about how and where I’m integrating generative AI into all sorts of areas. Early adopters are sharing their success of inputting mass amounts of data to recreate their human writing voice through AI and create more output than ever before. At the same time, I’m seeing more and more critical commentary about AI-generated content on LinkedIn, Substack, and other forms of traditional and social media. Readers and writers alike are sharing fatigue with tropes now associated with AI – including the poor em dash who went from unsung hero of punctuation to persona non grata seemingly overnight.

The message I’m hearing is 1) Leverage AI as much as you can, as fast as you can, to make as many things as you can better than ever; but also 2) Your human voice, analysis and tone is valuable and should not be substituted by AI outputs for writing to be meaningful and appreciated by readers.

Which one do I pick?

It’s a great question – and one I continue to come back to.

A polarity, or paradox, is “a situation in which opposing forces within a system pull at each other to keep things balanced” (Harvard Business Impact). Examples of polarities include inhaling/exhaling, work/life balance, and liberal/conservative. Ultimately, both poles must be present and the tension will always be there – even when it feels uncomfortable. The Polarity Map, originally created by Barry Johnson, has been used for 50+ years as a way to help leaders navigate interdependent, conflicting pairs that bring natural tension while generating balance.

Recent advances in genAI have resulted in a new polarity for writing:
AI-generated content and authentic human voice & analysis.

In today’s technology setting, both are viable pathways and increasingly in conflict, particularly as genAI gets more and more embedded into digital tools and reader fatigue on AI-generated content grows. A polarity-mapping exercise considers the benefits and drawbacks of each polarity.

AI-generated content offers efficiency, scale, and consistency with clear benefits such as speed from inception to creation, ease of streamlining formatting and writing style across posts, and decreased cognitive load for the writer. However, that same speed and efficiency can lead to generic-feeling outputs, risks of missing key details or overlooking fallacies within the content, and inclusion of “AI flags” indicating the content doesn't have a distinctly human origin. Concurrently, a focus on human voice and analysis takes longer to develop, inconsistencies (intentional or unintentional) emerge across articles, and content is hard to scale without additional resources. However, the human-first content offers nuanced stories, unique to the author, that leverage our human experience while also building trust and credibility with the audience.

Managing Polarities

The polarity map surfaces the tradeoffs to consider and highlights friction points. A 2x2 scenario planning exercise asks what happens when these forces play out at scale and offers another lens to consider what these intersections yield.

Scenario Planning with Polarities

In a world where AI-content tools have reached the point of mass-proliferation, we can’t really envision Scenarios 1 or 3 truly coming to pass. Our human voice is unlikely to truly be “eliminated” but could fade to the background. With this in mind, my actionable insights for navigating this paradox focus on opportunities for the human voice in consideration of Scenarios 2 and 4:

1. Use the amount of AI optimization that you, as a reader, would want to experience when you’re reading others’ content. I think about this as the manifestation of the golden rule for navigating AI content use: produce AI content for others as you would have them produce AI content for you. This is a rule of thumb for estimating how much is too much…and where AI can supplement your work without taking away from the original human intention and voice. For me, article titles are a space where I tend to get stuck and I’ll lean on AI recommendations for coming up with something descriptive yet pithy. Using AI to create a quick illustration (see above!) using my written content also helps me bring a concept to life faster.

2. Leverage AI as a fact-checker, proofreader, assumption review mechanism, or key takeaway analysis – but keep the origin of the piece within your human tone. One of the most useful applications I’ve found for genAI is to share an article draft and ask for an analysis of key takeaways without disclosing my intended thesis as part of the prompt. This helps me mimic the fresh-perspective experience of having someone review an article without actually asking them to take on the cognitive load.

3. Evaluate the why behind AI-usage. If the story isn’t worth the time to begin a draft, perhaps it’s not a story that needs telling today. If I don’t have enough inspiration to start the narrative and get to a strong first draft before needing technology assistance, this tells me that the idea isn’t yet mature enough to build out into an article. If I find myself deprioritizing writing time within my week and needing technology to fill that gap, that tells me that my own capacity-planning is off – and that is a key metric to consider for my planning and prioritization within the business.

Today, these are the next steps that make the most sense to me as I think about my role as a writer during the genAI era and consider how to best utilize emerging technologies without losing my original human intentions within Strategy Stories.

Are you experiencing this polarity? How are you navigating this tension?

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About Strategy Stories
Strategy Stories is the insights vertical of Lavorgna Strategy Studio, a consultancy helping leaders, teams, and organizations prepare and plan for the future through strategic planning and strategic foresight.

Curious how these frameworks translate into practical strategy for your organization? Connect with Jackie Lavorgna, Founder and Principal, to learn more.

Why’s that?

Two main reasons: 1) I’m here to avoid checked baggage fees whenever possible; and 2) Roller bags are vulnerable - you’re relying on the wheels, zipper, and handles to function perfectly, otherwise it’s impossible to carry with ease.

As it turns out, my roller bag barrier points are not unique, and luggage trends and signals today yield an interesting foresight question for considering the future of travel.

Trend: Increasing Baggage Fees Across Airlines

Climbing fuel costs resulting from the ongoing conflict in the Middle East prompted United Airlines, JetBlue, Delta Airlines, and Southwest Airlines to raise checked baggage fees over the last month. With most major airlines increasing fees, this demonstrates a new trend in higher checked bag fees which will be felt by many consumers preparing for summer travel. By increasing the cost of checked bags, customers may not be discouraged by initial price estimates and will have already committed to their travel plans before seeing the checked bag fee at the end of the booking process. Price increases range from $4 to $10 per bag so far – a modest increase – but a dramatic increase for Southwest customers who were accustomed to free checked bags up until last year. While this move may not stop customers from traveling, the increased cost may be enough to make customers question whether they really need to bring that roller bag.

Signal 1: Abandoning Your Roller Bag at the Airport

Travelers in Japan have already been questioning whether the roller bag is needed. Luggage abandonment has become more frequent in Japan as travelers seek to avoid checked bag fees and overweight bag penalties. While this is not yet a widespread, quantitative trend, there are a number of anecdotal stories of travelers abandoning luggage. Sometimes this is directly to avoid fees, and the choice to discard personal or perishable items is weighed by the traveler in the moment. Other times, a faulty or worn out bag becomes easier to discard. The tradeoff is considered: bring the roller bag and the packed items home, or cut the loss and carry home fewer material possessions and avoid the baggage fee. Hotels and airports are left with the challenge of navigating the waste from discarded bags, choosing to auction, give away, or repurpose the bags to avoid depositing them at the landfill.

Signal 2: Reimagining the Roller Bag

With the rising fees and stories of abandoned roller bags in mind, you may be ready to join me in the backpack club.

However, Cotopaxi recently announced a new product that runs counter and provides an alternate look at the future of travel luggage.

Known for adventurous and versatile backpacks, Cotopaxi launched a new roller bag line, Coraza, in late April which takes on the weak points for roller bags: 1) Risk of zippers breaking and leaving the bag wide open; and 2) Risk of wheels or handles breaking and leaving the bag immovable without serious arm strength. Recognizing the challenge of fixing a broken zipper on the go, the Coraza bag instead closes with reinforced latches that snap shut and avoids the zipper risk altogether.

Outside of the design innovation, the Coraza bag comes with a lifetime warranty – which isn’t rare in the luggage industry – but this warranty is designed around sustainability and lowering the amount of bags that end up in landfills. Most luggage companies require you to mail the bag back, or will simply send you a brand new bag while you discard the broken item. However, replacement parts for the Coraza bag’s latches as well as for the swappable and customizable wheels and handle can be shipped directly to the traveler, with installation instructions, keeping the original bag on the road and in use for a longer time. While the bag is designed to be enduring, the starting price at $295 USD anchors the model at the higher end of the rolling luggage industry and risks positioning sustainable goods as a premium, rather than widely accessible, option.

The Conflict

The rising fees trend warns us to avoid bringing a roller bag and risking a checked bag fee at all costs. The first signal suggests for us to evaluate whether we really need to bring that bag/shoes/sweatshirt/snacks home with us…and to consider abandonment. The second signal invites us to consider a long-term commitment to a roller bag with replacement options available for the most vulnerable parts of the bag. These signals are in conflict with each other, and the latter does not correlate with the industry trend.

What makes the Cotopaxi bag an interesting innovation signal is this inherent conflict. Can a sustainable roller bag, priced at the high end of the suitcase industry, find its customer amidst a landscape of higher checked bag fees and emerging habits of abandoning bags? Maybe.

More critically, the Cotopaxi signal embodies a different focus altogether. Building a more sustainable and durable bag is a better choice environmentally, and for consumers who can, and want, to opt in to this approach upholds Cotopaxi’s founding belief that business can be a force for good.

You may or may not be in the midst of planning airline travel, or in the market for a new roller bag. However, this trend and signal intersection offers versatile key takeaways regardless of your industry, or travel plans:

• Monitor Social, Technology, Economic, Environmental, and Political (STEEP) trends to track and anticipate potential unexpected impacts to your strategy, such as political conflict driving an increase in checked bag fees.

• Trends are observed over time and are accompanied by data points. Anecdotes, such as the abandonment of luggage at airports in Japan, are not yet trends…but they represent the initial stories that could converge into long-term, widespread data over time. Keep an eye out for interesting stories that could grow up into big, disruptive trends.

• Thought-provoking innovations arise from questioning unquestionable assumptions. Roller bags close with zippers. Imagine a roller bag without zippers? Seems preposterous, until you remember that zippers are the weakest point of the bag. This is reminiscent of Sanderson’s book with black pages from last year which questioned the assumption that book pages need to be cream-colored.

Conflicting signals or trends are not a sign that you’re doing foresight or innovation research wrong. Rather, identifying areas of contradiction is the start of some of the most interesting analyses, offering an opportunity to challenge your assumptions and consider unexpected convergence points. The most useful foresight work happens in the space where signals conflict and the resolution isn’t yet clear.

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About Strategy Stories
Strategy Stories is the insights vertical of Lavorgna Strategy Studio, a consultancy helping leaders, teams, and organizations prepare and plan for the future through strategic planning and strategic foresight.

Curious how these frameworks translate into practical strategy for your organization? Connect with Jackie Lavorgna, Founder and Principal, to learn more.

A large “Runners Welcome. Walkers Tolerated.” sign went up outside of Nike’s Boston location the week prior to the marathon. Immediate backlash across social media from the running community, concerned about the lack of inclusivity and negative connotation around walking, resulted in the sign being replaced three full days before the event.

As a runner, I understand Nike’s original intent. Running is the focal activity. However, the reason I show up to road races again and again is because of the welcoming environment and sense of community…comprised of Nike’s target audience.

Where Nike missed the mark was not understanding the core values of their running customer base. The running community is notably inclusive…welcoming newcomers to their first race, encouraging old-timers to persist, and supporting anyone in between trying to do their best that day. That includes joggers, walkers, and the growing adoption of “jeffing,” or structured run/walk intervals, which has further expanded access to the sport. These dynamics are central to running’s continued growth, and Nike’s ad, intended to draw attention and attract customers, actually ended up alienating some of the very customers they hoped to bring in. In community-driven categories like running, brands don’t just market to the customer — they participate in the culture, which means reflecting its values rather than attempting to redefine them.

Road race participation has continued to climb in recent years, aided by the low barrier to entry and distribution of events regionally, and Nike has an opportunity to build on their established running brand to be a part of that future growth. However, this cautionary tale highlights the importance of understanding 1) your customer and 2) the values they hold when considering a disparaging joke in a highly visible marketing ad.

Humor in advertising can work wonders and be deeply memorable to the target audience – sometimes even eclipsing focus on the product. However, ensuring that the team discussing a potentially humorous ad includes diverse and inclusive representation can help avoid these kinds of mishaps. In practice, this means pressure-testing creative outputs through the lens of your most values-driven customers — not just your core user, but your most vocal advocates. If a message risks excluding even a small but visible portion of the community, it’s worth revisiting, especially when the spotlight is already on the category — such as during marathon week.

Ultimately, the more that you understand your customers and what they value as a group, the more likely you are to come up with a humorous ad that lands without the cringe factor.

Know your customers.

Know what is important to them.

Know what values they hold.

Design with your customer and their values at the center.

A quick reminder…

I’d love to hear from you as I design the next phase of Strategy Stories. This short (~2 min), anonymous survey asks what’s bringing you to Strategy Stories today and what future offerings would interest you.

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Thanks for reading Strategy Stories by Lavorgna Strategy Studio!

About Strategy Stories
Strategy Stories is the insights vertical of Lavorgna Strategy Studio, a consultancy helping leaders, teams, and organizations prepare and plan for the future through strategic planning and strategic foresight.

Curious how these frameworks translate into practical strategy for your organization? Connect with Jackie Lavorgna, Founder and Principal, to learn more.

I’m grateful for every reader who’s been part of this first chapter. Thank you so much for being here.

I’m excited to now be planning the next wave of Strategy Stories content.

Human-centered design is a core value for how I approach strategy: start with the people you’re designing for. That principle applies here as well.

As I design this next phase, I’d love to hear from you. This short (~2 min), anonymous survey asks what’s bringing you to Strategy Stories today and what future offerings would interest you.

Your answers will directly shape what comes next.

Direct Link: https://forms.gle/4cTHzSdjSndXVYwo7
Survey will remain open until Tuesday, April 28, 2026.

Thank you for sharing your feedback and for being part of the first chapter of Strategy Stories.

About Strategy Stories
Strategy Stories is the insights vertical of Lavorgna Strategy Studio, a consultancy helping leaders, teams, and organizations prepare and plan for the future through strategic planning and strategic foresight.

Curious how these frameworks translate into practical strategy for your organization? Connect with Jackie Lavorgna, Founder and Principal, to learn more.

Robbins’s core message is, upon experiencing undesirable circumstances, to “let them” and refocus your energy and attention on what you can do in this situation. I’ve been mulling it over since finishing the book and found it to be particularly compelling in the context of strategic positioning. The most interesting strategic application of this theory is what happens when organizations stop fighting negative narratives and start using them instead.

There’s an adorable coffeeshop on the seacoast in New Hampshire called Flamingos Coffee Bar. The interior is a chaotic splash of flamingo wallpaper and sugary pink and tropical green accent colors. Many drinks have punchy names, including an entire section dedicated to Taylor Swift.

In September 2024, a customer wrote a review of the coffee shop and described it as “disgustingly pro-women” and affirmed that he would likely not return due to the environment, decor, and overall business model.

The coffee shop’s owner, MacKenzie Logan, could have been horrified and embarrassed by the scathing review. However, what Logan understood in this moment was that from a customer standpoint, she was not just okay, but very comfortable, owning a pink and tropical coffee shop that was identified as “pro-women.” This was, in fact, a customer segment she sought to serve — not to the exclusion of others, but as the clear heart of the brand identity.

Supported by a wave of social media engagement, Logan began using “disgustingly pro-women” as a tagline for the coffee shop. You can now purchase a “disgustingly pro-women” beanie or sweatshirt, with 20% of profits supporting a local nonprofit offering financial assistance to families in need.

Logan owned the narrative, amplified the messaging, and found a way to both monetize the framing as part of the brand and launch a values-aligned initiative through the product line. The sequence of response matters: from her clarity about positioning, acceptance of the narrative, amplification through the right channels with actual current and prospective customers, and reinforcement through alignment with a values-based mission that extends beyond the original moment.

A printout of the infamous review sits in a framed spot on the wall by the register. What could have been a disheartening moment exploded into a customer value proposition and a promise to all who enter that this is a welcoming space for coffee and camaraderie.

We can't always control the environment around us...but we can control how we, as individuals and leaders, choose to react. Sometimes the most strategic thing you can do is exactly what Robbins suggests: let them. Then ask whether they just handed you your best tagline.

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About Strategy Stories
Strategy Stories is the insights vertical of Lavorgna Strategy Studio, a consultancy helping leaders, teams, and organizations prepare and plan for the future through strategic planning and strategic foresight.

Curious how these frameworks translate into practical strategy for your organization? Connect with Jackie Lavorgna, Founder and Principal, to learn more.

*Note: This post includes affiliate links for book recommendations. If you make a purchase through one of the affiliate links, I make a commission at no charge to you.

Fast forward to my mid-20s, wholly focused on building my professional credibility and a clear career pathway. I set aside speculative fiction from my small talk and focused on my professional development reading. I looked for opportunities to connect scholarly and industry sources. I built credibility through work performance, advanced degrees, and industry credentials.

The Institute for the Future introduced me to the magic of signal scanning, trend monitoring, and scenario planning – and telling stories about the future. Futures that have not yet come to pass, or may never come to pass.

I had an epiphany.

I had been training for this discipline for my entire life…and I didn’t even realize it.

The skills that I had honed from reading fantasy and sci fi were actually the same skills that positioned me for success at strategic foresight work.

How does this show up in fantasy and sci fi novels?

Strategic foresight work requires an openness to complexity, uncertainty, ambiguity, and a healthy dose of creativity and imagination. I’ve highlighted six key elements below of how these elements are represented in fantasy and sci fi novels, each accompanied by a favorite book* as an example of this element in action.

Complexity

• Meeting a complex range of characters and worldviews that challenge your thinking – and require periodic reassessment as character arcs evolve – as is required in complex stakeholder engagement and management.

• A favorite example: The Way of Kings, the first in a fantasy series by Brandon Sanderson.

Multiple Perspectives

• Experiencing the same events from multiple character viewpoints with different background information and stakes, developing the ability to hold competing perspectives simultaneously which is essential for stakeholder analysis and scenario development.

• A favorite example: Game of Thrones, the first in a fantasy series by George R. R. Martin.

Implications-Mapping

• Extrapolating “what if” from technology developments to imagine new possible systems, processes, and worlds…similar to mapping implications in a signal scanning exercise.

• A favorite example: I, Robot, the first in a sci fi series by Isaac Asimov.

Scenario Planning

• Holding multiple contradictory realities and futures as simultaneously possible across a complex plot line which requires the same cognitive skill required in scenario planning for organizations and mapping potential long-term possibilities through the futures cone.

• A favorite example: Piranesi, a standalone speculative fiction novel by Susanna Clarke.

Black Swan Events

• Experiencing previously unimaginable black swan events that seismically change the understood landscape of the story and growing more comfortable entertaining the unfathomable, and considering risk management and response strategies.

• A favorite example: Parasite, a standalone horror sci fi novel by Darcy Coates.

Systems Thinking

• Engaging in systems thinking to consider a constellation of interrelated elements, from complex magic systems to fictitious political and economic structures to extreme environmental climates that transform ways of living, critical for both extrapolating 2x2 scenario matrices and considering long-term implications of trends.

• A favorite example: The Fifth Season, the first in a fantasy trilogy by N.K. Jemisin.

Once I realized that my lifetime of reading sci fi and fantasy had prepared me for strategic foresight, I began sharing my insights more. I found opportunities to use speculative fiction as a metaphor when considering complex scenarios. I leveraged the storytelling of fiction in facilitations to help participants tell stories about the future. And the best part – I made new friends and strengthened connections from sharing my reading interests with my coworkers.

What I had once tucked away was a foundational strength for strategic foresight as a discipline, and an amazing bridge builder for a dynamic network of futurists and futures thinkers.

What unexpected hobby or interest has shaped how you think professionally?

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Thanks for reading Strategy Stories by Lavorgna Strategy Studio!

About Strategy Stories
Strategy Stories is the insights vertical of Lavorgna Strategy Studio, a consultancy helping leaders, teams, and organizations prepare and plan for the future through strategic planning and strategic foresight.

Curious how these frameworks translate into practical strategy for your organization? Connect with Jackie Lavorgna, Founder and Principal, to learn more.

*Note: This post includes affiliate links for book recommendations. If you make a purchase through one of the affiliate links, I make a commission at no charge to you.

Luck and strategy often move together. It’s rare to see very low luck paired with very high strategy. High luck often coincides with high strategy – and usually, a victory.

As I consider these analyses, I keep coming back to the relationship between luck and strategy. In both games and organizations, “luck” often shows up as shifts in the external environment. These are factors outside of your direct control that reshape your strategic options.

Is a strategy still good even if luck is bad?

Sometimes you have a great word queued up in Crossplay. Dozens of points are about to be yours. Suddenly, your opponent takes your spot, or plays a word that requires you to move into a defensive position elsewhere on the board. The initial strategy was good, but bad luck requires a strategic pivot based on the new environment. The same holds true for organizational strategy.

Consider a company with a call center that serves customers across the US, but with all employees located on the East Coast. Supporting West Coast customers becomes challenging, often requiring East Coast employees to work irregular schedules, which can create hiring and retention challenges. Imagine that same company opens a call center on the West Coast to better support customers while also providing employees with regular and consistent schedules.

Good strategy? Absolutely.

What about after COVID-19 sent employees home and those same call center workers began taking calls from home…and doing so in different states? Suddenly a physical hub on the opposite coast isn’t quite as critical…and supporting a distributed workforce on the West Coast becomes much more straightforward and resource-efficient. Was the original plan still a good strategy? Yes – this would have been the right strategy, at the right time…up until bad luck shifted the external environmental conditions and presented new, pressing strategy alternatives.

Can luck make a bad strategy look like a good one?

Sometimes strategy falls short. You’re tired and distracted, and the great word plays just aren’t coming. An unexpected opening near a 3W spot presents an opportunity to turn the tide. The initial strategy was lackluster…but fortuitous luck positions you for a possible comeback, though it’ll require sustained strategic thinking after this play. Organizations face a similar dynamic.

Consider a brick-and-mortar retail chain experiencing diminished sales due to digital distribution trends that they didn’t adjust for early on. A sudden surge in investor enthusiasm, buoyed by social media momentum, temporarily boosts the company’s valuation and perceived momentum. While this creates the appearance of renewed viability, it doesn’t address the underlying strategic gap: the delayed shift to digital.

Does this demonstrate that the existing strategy is valid after all? Not quite.

The lack of early action in moving to digital represents a missed opportunity in the external environment. However, the surge presents a lucky opportunity to rebound by financing a necessary strategic pivot. Mistaking luck for strategic validation in this moment risks missing the window for change.

So, strategy or luck? What matters more?

Both examples feature the same luck dynamic: an unexpected environmental shift that either yielded an unexpected opportunity despite poor strategy, or rendered a good strategy less relevant. Good strategy and good strategic responses emerge from consistent and thorough external environmental analysis.

Good strategy doesn't guarantee good outcomes, and good luck doesn't validate weak strategy. What determines which is which is how well you understand the environment you're operating in.

It’s easy to rush past the environmental assessment portion of a strategic planning process and hurry to set the big goals and initiatives…but moving too fast through the environmental scan creates a risk of missing changing conditions. Likewise, once a strategic plan is set, continuing to monitor the market for new developments is essential to keep the strategy agile and relevant.

You can’t control luck, but you can control how prepared you are to respond to shifts in your environment through sound strategy.

…at least that’s what I remind myself when I’m playing Crossplay.

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About Strategy Stories
Strategy Stories is the insights vertical of Lavorgna Strategy Studio, a consultancy helping leaders, teams, and organizations prepare and plan for the future through strategic planning and strategic foresight.

Curious how these frameworks translate into practical strategy for your organization? Connect with Jackie Lavorgna, Founder and Principal, to learn more.

Throughout the tour and my subsequent research, I was impressed by Stonyfield’s approach and recognized several key strategic elements that translate across industries. Read on for insights originating in the dairy industry that are ready for your strategic context!

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Mission Durability

Launched at a family dairy farm in Wilton, NH, Stonyfield emerged with a mission to provide high-quality, organic products leveraging a profitable and environmentally and socially responsible business model in the early 1980s. This was a time when social good wasn’t in the forefront of mission statements, and certainly not for for-profit companies. The B Corp certification wasn’t even invented for two more decades. Stonyfield presented a different take on purpose and ultimate value presented to a broader range of stakeholders – including our planet – from the beginning. From being an early mover in mission-orientation, Stonyfield continues to sustain strong brand loyalty from consumers and product differentiation. Organic is at the forefront of Stonyfield’s purpose, mission, and values.

Key insight: Strategies and products may shift, but a strong, meaningful mission can persist to drive the organization through decades of internal and external environmental changes.

Market Dominance

Today, the Stonyfield operation is based in Londonderry, NH, about 30 miles from the original farm, and crafts yogurt and other dairy products leveraging milk from a regional network of organic farms. Stonyfield was acquired by Lactalis in 2017. Lactalis currently holds the second biggest percentage of sales in the yogurt market! Major brands in the Lactalis American Group include Stonyfield, Siggi’s, Galbani, President, and more. As a family-owned company, Lactalis is one of those interesting giants within a market that dominates its respective industry but remains in the background and allows the differentiated brands to target their unique customers. From the days when I feel fancy and choose Siggi’s Icelandic style yogurt to the days when I want to be close to home and choose Stonyfield’s organic yogurt, it’s all Lactalis.

Key insight: Market dominance isn’t always loud.

Operational Excellence

During the tour, everyone in the group had to wear full PPE. We each donned hair caps, long gowns, shoe covers, and safety glasses before entering the production area. Signs of safety protocols and quality assurance processes were everywhere, and the entire staff was incredibly laser focused. As a result of these careful measures, Stonyfield moves thousands of units of yogurt regularly and with flawless precision. This is essential for a product that emerges as the result of careful chemistry and that is upheld to the highest quality and industry standards.

Key insight: Precision at scale requires comprehensive integration of quality standards into systems, processes, and behaviors across the organization.

Innovation

For much of the tour, we traveled along a yellow painted pathway. This was to avoid any collisions with the wide array of manufacturing and transportation robots throughout the facility. Robot arms spanned conveyer belts like sprawling metal spiders, distributing yogurt, capping pouches, and adhering wrapping to containers. Robotic vehicles moved materials and pallets. Smart automation and robotic technology were everywhere…and had been for a long time.

Key insight: Signals of human-machine collaboration are top of mind for everyone with recent advances in generative AI, but those in the manufacturing industry have been living this smart collaboration approach for a long time, and present strong opportunities for cross-industry learning.

Strategic insights are all around us. For me, sometimes there’s nothing more clarifying than to walk into an industry that’s as far from my personal lived experience and context as can be…and to see that the same strategic principles still apply and provide momentum for long-term success. If it works for yogurt…it’ll probably work for you.

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Thanks for reading Strategy Stories by Lavorgna Strategy Studio!

About Strategy Stories
Strategy Stories is the insights vertical of Lavorgna Strategy Studio, a consultancy helping leaders, teams, and organizations prepare and plan for the future through strategic planning and strategic foresight.

Curious how these frameworks translate into practical strategy for your organization? Connect with Jackie Lavorgna, Founder and Principal, to learn more.

Most people never apply the same discipline to their personal goals — and then wonder why January momentum for New Year’s resolutions dies by March. Through a strategy management check-in, your personal goals benefit from the same consideration, evaluation, and monitoring as organizational strategic goals.

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1. Checking in early

As I’ve shared previously in my Invitation to Rethink New Year’s Resolutions, I love to coordinate my review of goals around the seasons. This is the start of your personal strategy review cadence. I often do this first one a little on the early side and take this as an opportunity to confirm I’ve set the right areas of focus for the year now that I’ve had some time to assess early progress against initial assumptions. By taking a closer look at how my goals are going so far this year, I can celebrate early wins and identify where adjustments might be needed. I also flag if there are areas that are either missing or need dramatic reinvention due to changing internal factors, such as a personal job change or health development, or external environmental factors such as regulatory shifts or seasonal weather events.

2. Celebrating wins so far

I’m all about celebrating the early wins. Sometimes I put items on my to-do list that I can check off quickly just to build that momentum – Morning coffee? Check. Goal-tracking for the year is no different. Taking a look at your goals and seeing where you’ve made progress is a great way to build and sustain momentum early in the year.

One of my goals this year is to read 50 books. I’m excited to share that I’m ahead of schedule so far. This is extra exciting because I lagged behind all throughout 2025…a downside of averaging 500+ pages a book…but is also an indicator that I’m enjoying what I’m reading this year and that is a positive contributor to my overall focus on wellbeing, under which my reading goal nests.

3. Adjusting where needed

Small adjustments may be needed once you start living your goals this year. Maybe you set a goal to go to the gym 5 times weekly and that’s just too much for your schedule – that’s okay. Sometimes we set targets based on our best guesses, past experiences, or best practice-informed principles, and they’re not quite right. Adjusting goals based on learnings and integrating optionality is part of an adaptive, agile strategy practice. Identifying where small adjustments can and may need to be made can help ensure that your goals stay relevant and attainable for you – the ultimate customer of this process – even after they run up against the challenges of reality.

4. Recognizing a swing and a miss

Sometimes the New Year hype is just too strong and we all set aspirations that are unrealistic for ourselves, unreasonably challenging in current circumstances, or simply unhelpful. These may represent opportunities for strategic divestment. Being able to identify those when they emerge, especially early on, gives you time and space to thank that big, hairy, audacious goal (BHAG) for its time, set it free, and re-focus around a new priority for the year while there’s still plenty of time left.

A couple years ago, I set a goal to read and complete the activities in Design Your Life, which is a guidebook to using design thinking to reimagine your life where you shape three potential odysseys. I lost steam midway through the book’s activities, but I didn’t abandon the goal. I powered through the remaining chapters in the last few days of the year to check the box, but in hindsight, I would have been better off pivoting months earlier to a new framework.

5. Sharing goals with a friend

Sharing your progress, whether that includes little victories, minor adjustments, or a big overhaul, is a great way to rally your support network and build accountability for yourself. This represents narrative reinforcement of your personal strategy. This might look like a weekly text, monthly coffee chat, or update at a family gathering. I’m always much more accountable to a goal when I’ve been sharing progress updates along the way. Find your person and loop them in.

Bonus Tip: Start fresh at any point in the year

There’s still plenty of time left in the year to reconsider goals for the coming year if January just didn’t happen. Any day can be the day to start moving in a new direction. When I’m considering a new set of goals or a seismic shift away from an old set, I aim to start operationalizing the goals at the beginning of a new week or a new month for some early momentum. This week could be your week!

In closing, an invitation

Over time, these updates, alongside your visual artifacts and lived experiences, become part of your personal strategic narrative. The same review cadence that keeps organizational strategies directional and relevant works for personal goals as well. Applying the same disciplined approach to personal goals positions you for a year of understood progress and deliberate momentum.

Keep an eye out for the next personal strategy article on Strategy Stories in early summer! The summer check-in will go deeper on mid-year pivots and strategic reinvention. Subscribe for free below to make sure you don’t miss it.

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Thanks for reading Strategy Stories by Lavorgna Strategy Studio!

About Strategy Stories
Strategy Stories is the insights vertical of Lavorgna Strategy Studio, a consultancy helping leaders, teams, and organizations prepare and plan for the future through strategic planning and strategic foresight.

Curious how these frameworks translate into practical strategy for your organization? Connect with Jackie Lavorgna, Founder and Principal, to learn more.

Early in my career, I moved from a very small firm to a very large organization where my new team was actually bigger than the entire firm I had previously worked for. At the moment of this conversation, just a few weeks into my new role, I evaluated the possible range of answers and hesitated over the correct response in this setting.

“I think it’s going well…” I offered.

“Good. I wanted to check in because you haven’t brought in anything to put on your desk,” he clarified before moving on to the next conversation.

Looking around, I had a number of things on my desk, from the typical computer, monitor, and scattering of office supplies to a hefty stack of books and printouts for my new research position. However, what my leader had noticed was that I hadn’t brought in anything to personalize that space. At my last company, this hadn’t been remarked upon but in this environment, I could see the different visual cues that showed ownership and marks of settling in across my coworkers’ desks.

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I brought a plant to the office

I showed up the next week with a small Dracaena fragrans plant, seemingly ideal for low light office growing conditions. What I was really showing was that I was in – excited for the role and excited for the opportunity to grow in a broader team.

I hadn’t worked there for long enough to realize that the workspace was actually quite sunny and the plant soon overpowered the rest of my desk. I ended up bringing the plant back home but over nine years later, I still affectionately think of it as my desk plant.

Scanning for what’s missing

That conversation taught me that good leaders scan for signs of belonging, and, just as importantly, for their absence. I incorporate this insight into one of the classes I teach, which is an undergrad introduction to human resources. In this class, we spend much of our time on the strategy behind human resources – which when done well, is deeply woven into the organizational strategy. We talk about cultivating a sense of belonging and employee engagement. Across different industries and job levels, my students share similar stories…the jobs where they felt a sense of ownership, buy-in, and team cohesion are the ones they want to stay and grow in…even when other factors could be more competitive elsewhere.

Sometimes initiatives to increase belonging are easy to see and identify. They might include team gatherings, employee resources groups, mentorship and development programming, cultural celebrations, peer-to-peer recognition, or volunteer opportunities. What my plant story taught me was that visual signs of belonging are important, but a good leader is also scanning for the absence of those signs as well. A new employee who is a month in and hasn’t brought in a family photo or personal mouse pad? A potential turnover risk, and an easy one to miss if you’re not scanning for what’s absent.

Was this sign my direct manager’s issue to spot? Or perhaps even HR? Maybe…but in this instance, the leader at the top of the vertical was scanning for signs of belonging, honed in, and took action. As a new employee, this not only made me pay attention, but also made me realize something critical – the Chief of Staff cared about whether I was going to stick around.

This insight has stayed with me in the years since. As an individual contributor, I thrived in these spaces where I felt engaged and dialed into the work. When I moved from an individual contributor position into management and leadership roles, I practiced looking for signs, both those that were visible and those that were absent, to understand how my team was doing. I extended that lens outward into my matrixed network as well, realizing that strong cross-functional collaboration was the only way to make strategic planning successful in a large organization and that same level of care and coordination could impact a broader network.

Noting the absence of a plant or a family photo on a desk is a little harder in a virtual or hybrid environment these days. The signs of belonging are still critical to consider and it’s still everyone’s job…but they may not be as obvious. Sometimes this looks like a camera off in meetings, not updating the new role on LinkedIn, declining optional meetings…but just as often, these are the result of juggling multiple priorities and navigating a complex external environment. The signs are still there, but they’re harder to see and easier to rationalize away.

My advice? Take the time. See what’s there, and what’s missing. When in doubt, check-in and ask how it’s going.

So, how’s the plant?

Earlier this month, I noticed that my little desk plant – which now grows somewhat sideways and has become less photogenic – grew the first spark of a new stalk. This brought me back to the conversation from almost a decade ago and my learning that signs of belonging and engagement are everywhere, and part of everyone’s job.

We’ll see how it goes, but that little offshoot may just become my new desk plant in my home office as I settle into my new era with Lavorgna Strategy Studio. Helping organizations prepare for the future means paying attention to the signals inside them, not just around them.

Thanks for reading Strategy Stories by Lavorgna Strategy Studio!

About Strategy Stories
Strategy Stories is the insights vertical of Lavorgna Strategy Studio, a consultancy helping leaders, teams, and organizations prepare and plan for the future through strategic planning and strategic foresight.

Curious how these frameworks translate into practical strategy for your organization? Connect with Jackie Lavorgna, Founder and Principal, to learn more.

You might be wondering: “Why does a strategy newsletter write about endangered animals and pop culture?”

I believe that learning across industries is key to innovation and strategy success and fosters the strongest signal scanning in strategic foresight. I’m always scanning for new topics and they often come when strategic principles become visible through unexpected moments, making abstract, formal strategy concepts feel tangible and relatable. The range of topics in Strategy Stories isn't accidental. It's the method.

Let’s take a look at four examples.

What can a leader of an established business focused on finding efficiencies and stabilizing revenue in a turbulent market learn from Southwest’s move away from open seating?

• Efficiencies, especially those that are being asked for by customers or employees are a great area to prioritize focus.

• Understanding the job your customers are hiring you to do and the reason employees want to work with you is core to brand strength.

• Smoothing out inefficiencies can sometimes – but not always – risk polishing away the character, quirks, and nuances that drive your brand’s organizational identity.

Read the full post for detailed application strategies.

What can a seasoned entrepreneur focused on building a new business model learn from Hilary Duff’s re-emergence strategy?

• Whether a first-time or returning entrepreneur, the possibility for an entrance or comeback is always there.

• Focus on your unique core competencies – the advantages unmatched by your competition.

• Build in opportunities to test out the product or service with the intended audience before entering full launch investment mode builds confidence, provides insight on strategic adjustments, and fosters brand awareness.

Explore the complete analysis for learnings and actionable next steps.

What can an aspiring innovator charged with maintaining a currently stable product or service learn from Dragonsteel’s black pages/metallic silver font combination for a new book’s limited release?

• Questioning the underlying, unchallenged assumptions for an existing product or service can be a good starting point for considering new opportunities.

• Innovation may not always look like a major overhaul. Sometimes it’s all about finding new ways to delight your existing customers.

• Ideate, test, and prototype is key to strong innovation design!

Dive deeper into innovation frameworks in the original post.

What can a long-range planner tasked with preparing their organization for an uncertain future learn from conservation biologists making 100-year bets on species survival?

• Move beyond risk mitigation into contingency infrastructure by building systems for recovery in advance, not in response.

• Evolve your planning posture from protecting what exists to preparing for what could fail — scenario planning for low-probability, high-impact events is the difference between recovery and loss.

• Consider how public engagement can transform components of underlying infrastructure into a trust-building asset.

Check out the full article for practical examples.

The leaders who find strategic advantage first aren’t always reading more industry reports. They’re reading more widely than everyone else. Considering what works well or lessons learned from outside of your immediate vicinity can drive new ideas, challenge assumptions, and foster momentum for transformation.

Keep reading Strategy Stories to find insights from outside of your industry that spark your curiosity, generate new approaches, and bring delight!

About Strategy Stories
Strategy Stories is the insights vertical of Lavorgna Strategy Studio, a consultancy helping leaders, teams, and organizations prepare and plan for the future through strategic planning and strategic foresight.

Curious how these frameworks translate into practical strategy for your organization? Connect with Jackie Lavorgna, Founder and Principal, to learn more.

Signal

Colossal Biosciences recently announced a new initiative in partnership with Dubai’s Museum of the Future to create a cryopreservation biovault of genetic material from endangered species worldwide.

You may have previously heard of Colossal Bioscience’s dire wolf DNA analysis and gene-editing work. The biovault, Colossal Biovault and World Preservation Lab, will be established inside of the Museum of the Future and will host millions of frozen tissue and biological samples. The UAE government is a significant funder for the project.

This signal demonstrates a move towards strategic optionality at a biological level that goes beyond traditional conservation efforts amidst heightened environmental risks. By preserving genetic materials, scientists will be able to access genetic diversity for long-term conservation research as well as utilize viable material to support future recovery efforts if populations are lost in the future. As a public-facing laboratory, visitors to the museum will be able to see the biovault and experience the future of conservation in action. The intention is for this to be the first of a future global network of similar sites.

Why This Matters

This signal challenges the long-term assumption that the main levers for conservation management are habitat preservation, species management, and public education. This is a pivot from stewardship and preservation to optionality, recoverability, and engineered resilience. By transcending the conversation from conventional conservation levers, the biovault positions cryopreservation as an emergent strategy in the conservation management field.

With financing from the UAE government and housing of the biovault in a public-facing setting, this signal demonstrates collaboration between public and private entities and a commitment to engaging the public eye in highlighting this initiative. This differentiates the endeavor from closed-off similar seed biovaults, such as Svalbard Global Seed Vault, which store millions of samples of crop varieties to preserve agricultural diversity.

The scale of financing and planning demonstrates preparation for an uncertain future where the presence of today’s species is not taken for granted.

Possible Futures

Assuming the success of the biovault initiative in curating and housing samples, sufficient biotech progress to fully utilize the material at scale, and the continued exacerbation of extinction risks, four possible futures arise.

Scenario 1: Reactive Recovery

An endangered species unexpectedly goes extinct. Genetic material in the biovault offers an expedited starting point for recovery efforts.

Scenario 2: Genetic Reinforcement

A conservation management strategy for an endangered species is on the brink of success, but struggling from a lack of genetic diversity. The biovault houses critical supplemental material to save the species.

Scenario 3: Habitat Collapse

Total habitat collapse for many endangered species is caused by unpredictable climate change weather events. When ready for the re-introduction of species, the extensive collection in the biovault is the keystone for future biodiversity recovery efforts.

Scenario 4: Prevention Through Engagement

Public awareness of the risks for endangered species and engagement with the biovault’s external-facing offerings reaches such a high level that protections for endangered species are adopted with ease. The biovault continues to exist as a strategic meeting point of conservation, biotechnology, and public interest.

Cross-Industry Insights

As a signal, the biovault is at the intersection of biotechnology, conservation, public engagements, and geopolitics. However, insights from this signal highlight four strategic shifts that apply across industries:

• From protecting what exists to preparing for what could fail by leveraging scenario planning to identify probability and preparation needs for low-probability, high-impact events

• From assuming continuity to stockpiling for volatility by making deliberate investments and building data backups prior to a crisis event

• From mitigating risk to building contingency plans through infrastructure planning

• From public relations campaigns to bridging strategic investments with public awareness and engagement opportunities

The biovault initiative demonstrates a commitment to imagining the unthinkable and designing for recovery.

A Closing Anecdote

My first exposure to the concept of cryonics came from Eoin Colfer’s children’s novel, Artemis Fowl: The Eternity Code. In the novel, Artemis solicits assistance from a cryonics health facility to preserve the life of his caretaker following a presumed fatal injury. As a young reader, I had a lot of questions about the viability of cryonics as a life-saving strategy. While his approach wasn’t scientifically viable at the time…or now…this signal may take us one step closer to the possibility of leveraging the broader study and application of cryonics to yield transformational, future-shifting results.

Cryonics evolved from a speculative fiction plot point to a strategic government investment in just two decades.

What’s possible in the next decade to come?

About Strategy Stories
Strategy Stories is the insights vertical of Lavorgna Strategy Studio, a consultancy helping leaders, teams, and organizations prepare and plan for the future through strategic planning and strategic foresight.

Curious how these frameworks translate into practical strategy for your organization? Connect with Jackie Lavorgna, Founder and Principal, to learn more.

Duff skyrocketed to fame during the show and for good reason – she played her character with such precision that it was hard to find the line between Duff’s personality and the character. The magic that fueled Lizzie McGuire’s popularity was the relatability with which Lizzie navigated situations from academic setbacks to family chaos to social group drama. Duff also launched a successful pop music career while still leading the show, and she was one of the earliest adopters of the bitmoji. Lizzie McGuire eventually faded to the reruns on Disney Channel and Duff’s music career tapered off after a few years. However, Duff recently began a carefully staged re-entry on the music scene by repositioning the expression of her brand — but not the brand itself.

Out of nowhere, Duff reemerged with two new singles ahead of an album release later in February 2026. What’s interesting about Duff’s reemergence is that her new music channels that same level of honesty, vulnerability, and emotional transparency that made her television character so relatable. At the same time, the themes are older and more mature – as the lead single, “Mature,” signals – which differentiates her from the middle school persona that most last saw from her. The new music has themes that will speak to the Millennials who feel like they grew up alongside her.

In preparation for her new album, Duff launched a small, immediately sold-out tour called Small Rooms, Big Nerves. By name alone, Duff differentiates this tour from the mega star stadium shows that have dominated the news in recent years. Through the name, Duff also lets the audience know that she’s nervous, once again evoking an emotion that resonates with any fan who has ever navigated stage fright or public speaking jitters. After a successful first couple of shows on the Small Rooms, Big Nerves tour, Duff began hinting at a world tour to come soon. Intentional, strategic choices position this next endeavor for success.

What can we learn from this comeback strategy?

Know Your Core Competency:
Duff became famous for being exceptional at playing a middle school-aged character. However, she understood that authenticity and relatability were the driving attributes of her personal brand and leveraged these to begin her comeback. It didn’t quite land with her brief reemergence on the 2022 spinoff sitcom How I Met Your Father in a competitive streaming market, but her new music sounds redirect focus to her core competency. What makes this an interesting application of the core competency principle is that Duff continued to champion her original brand through her capabilities with regard to audience connection and sharing real-world emotions, while recognizing that both she and her fans are coming back together in a new decade of life and in a format far away from middle school television drama.

A question to consider: What is you or your organization’s core competency?

Start with a Pilot:
After so many years away from the pop star life, Duff didn’t try to burst back on the scene like no time had passed. She coordinated a thoughtful, strategic return to the spotlight. Starting off first with a new single queuing up different sounds, more mature themes, she waterdropped her way to introducing a new album that will almost certainly not be for middle schoolers. She didn’t start off by announcing a global world tour return or stadium shows – she started small, offering vulnerability and honesty in her messaging coupled with a sense of intimacy in choice of small venue settings, to re-enter mainstream media first. These are both strong examples of piloting and prototyping in the music industry before announcing a major launch. This move was cautious, confidence-building, and calculated…but also gave Duff and team the opportunity to pivot based on the environmental indicators.

A question to consider: What can a pilot structure like Small Rooms, Big Nerves help you or your organization test out with confidence?

Is this the comeback story that dreams are made of?

Or is this a nostalgia-driven blip amidst an otherwise chaotic external environment?

I’m not sure, but I’m excited to see what comes next.

As we all consider our own version of strategy development, whether that’s at an individual level, for a team or an entire organization, Duff’s reemergence offers a reminder that progress doesn’t always start with a dramatic relaunch. Sometimes the most effective strategies feel a little quieter, but are deliberate, thoughtfully-sequenced, and emotionally consistent. Wherever Duff’s comeback lands, there’s value in seeing how restraint, timing, and authenticity come together to drive strategic momentum.

About Strategy Stories
Strategy Stories is the insights vertical of Lavorgna Strategy Studio, a consultancy helping leaders, teams, and organizations prepare and plan for the future through strategic planning and strategic foresight.

Curious how these frameworks translate into practical strategy for your organization? Connect with Jackie Lavorgna, Founder and Principal, to learn more.

What comes to mind first? Likely some form of technology, perhaps self-driving cars, space exploration, or robots. A subject you may not associate with innovation is the book publishing industry.

Let’s level-set. Reading, especially fiction, is having a real moment. #BookTok dominates TikTok with billions of views, brick-and-mortar bookstores are expanding again, and collectible editions for popular series are selling out in minutes. Books are being bought, shared, and celebrated among families, friends, and colleagues.

What’s not often a topic of conversation is innovation in the actual reading experience for physical books. The release of e-readers in the late 1990s could have nullified the need for innovation in physical book production. However, this is not the case.

Imagine this.

You’re reading the latest release in a sprawling universe of sci-fi/fantasy books, building on thousands of pages of world-building.

It doesn’t get better than that, right?

Let’s take it a step further.

The protagonist is going on an adventure.

He’s about to leave his homeland.

It’s all he has ever known.

He goes to take a step into the abyss to begin a long, uncertain, and perilous journey.

You turn the page.

The next page is black.

It’s as dark as the depths of the ocean, the furthest reaches of a cave or the deepest expanse of outer space.

The text on the page is a metallic silver, reflecting brightly off the dark paper. You aren’t just curious about the protagonist’s first steps of his journey, you are now experiencing the darkness and uncertainty alongside him as you read.

This reading experience is a case study in how innovation can show up in unexpected, established industries. The book that will bring you on this journey, bridging the physical pages of the book with your imagination, is the first edition of Isles of the Emberdark by Brandon Sanderson. Sanderson, with the support of his publishing company Dragonsteel, released Isles of the Emberdark in 2025 to fans who supported the project through Backer Kit, with the general public release coming in February 2026. Sanderson and Dragonsteel are famous for wildly successful fan-backed ventures for his “surprise” novels, written as complements to his most famous series such as Mistborn and Stormlight Archives. I read Isles of the Emberdark in 2025 and had the opportunity last month to learn more about the development and publishing process.

The creative team at Dragonsteel applied the best of human-centered design to craft a tangible, immersive, and innovative reading experience. In ideation, they considered different ways to meet this goal and reached the idea of transforming the physical pages midway through the book. Early solution development raised challenges…black is not a bulk page color offered by most printers who are prepared for hundreds of pages of cream colored paper, and perhaps a couple of colored accent pages at the front and back. There was simply no precedent for using black paper for hundreds of pages within a novel. Through discovery and exploration, the creative team found that black paper traditionally used for lining boxes in the cosmetics industry had the right caliper for use in a book.

With black paper in hand, the team created prototypes with different ink colors for the text. A white font was quickly ruled out as illegible with the white appearing blue against the black page. A metallic purple to be used for accent images performed better than expected for visibility. Metallic silver became the winner with high visibility against the black backdrop and a deeply memorable look at first glance. Interestingly, this is a similar color and visibility approach leveraged by athletic brands crafting high visibility clothing for outdoor activities.

Time to test.

The finished product was stunning.

Fans went wild and shared reactions online.

Curiosity about the design process began to percolate (after reading the book, of course).

What’s fascinating about the creative team’s approach for this product is that the initial distribution would be limited to only those who had backed the project earlier through Backer Kit, with the 2026 public launch of the book featuring different art and stylings. This innovation in book printing would not be what drives profit for the publishing company. In fact, the budget for this special printing was likely derived from the initial fan backing of the project!

So, what’s the point? This design and production process yields three compelling insights for considering how innovation can show up in unexpected, established industries.

1. Delighting established customers. Innovation is often associated with reaching new customers, increasing speed, or otherwise directly impacting value to the business. Established customers had no expectation of an innovative reading experience, and that’s why this worked. Sanderson enabled the next level of customer obsession with fans blown away by the detail and strategy associated with the book layout.

2. Challenging the status quo. Books have predominately been printed on cream colored paper with black text for hundreds of years. The color didn’t need to change, but questioning this foundational assumption opened up a new aperture for creativity in publishing.

3. Practicing human-centered design thinking. There were multiple points to consider abandoning this vision. The printer didn’t have black pages in stock? Could have been cancelled. White text was illegible on the page? Definitely could have been the end. Staying consistent with the vision and leveraging an interactive, design thinking mindset kept the team on track.

Through this innovation, Sanderson and the broader Dragonsteel creative team have set a high bar for their next limited edition publication. They have challenged the assumption that sprayed edges are the epitome of book creativity today. Most critically, they have demonstrated that clarity of vision and persistence amidst obstacles and setbacks have the power to transform user experience and elevate the immersive potential of reading.

Customer-centric innovation requires the courage to challenge the status quo and reimagine what’s possible, and sometimes that requires rethinking the very page you’re on.

About Strategy Stories
Strategy Stories is the insights vertical of Lavorgna Strategy Studio, a consultancy helping leaders, teams, and organizations prepare and plan for the future through strategic planning and strategic foresight.

Curious how these frameworks translate into practical strategy for your organization? Connect with Jackie Lavorgna, Founder and Principal, to learn more.

This callout from a flight attendant is often heard on a Southwest Airlines flight, leveraging their famous — or infamous — open seating policy. Toward the end of the boarding process, flight attendants will share this call to action for passengers to find an open seat and get settled in. However, in less than a week, this approach will evolve to match mainstream airline seat selection offerings.

Southwest entered the commercial airline space in the 1970s with a unique proposition – once you crossed the jet bridge, you could sit anywhere you wanted. By leveraging an open seating strategy, Southwest boarded customers more quickly than competitors, increasing the likelihood of on-time departures, and leading to cost savings that could then be passed on to customers in future fare prices. The seating model evolved over time, transitioning from a total “first come, first served” approach to a selection of letter/number boarding group positions on boarding passes. Largely, however, this model remained unchanged over the years. The Southwest open seating model carries a sense of whimsy – once you’re on board, anything can happen. You can be a window seat person, just for a day, with no pre-planning.

Southwest’s unique approach carried the company through 47 profitable years – the longest streak of any commercial airline – until the COVID-19 pandemic disruption of airline traffic. A holiday scheduling disaster in December 2022 decimated both profits and trust in the brand. Southwest leadership began exploring ways to reimagine their business model and brand hallmarks in order to bring in higher-margin offerings. Free checked bags were the first to go with open seating coming up next.

At some point, any differentiator stops being novel and leaders must decide if they continue to champion the differentiator, ensuring it remains core to the business model, or if they evolve and let the differentiator go. This surfaces an open strategic question: At what point does a strategic differentiator stop reinforcing a brand, and start eroding it?

Perhaps inevitably, in an industry hallmarked by homogeneity, Southwest now appears ready to conform.

The upcoming change is not necessarily a departure from the brand customer value proposition. Southwest’s vision is to be the “world’s most loved, most efficient, and most profitable airline.” They can be loved, efficient, and profitable even with customers sitting in assigned seats. This change is at the value chain level when considering the boarding process as one of the primary activities – and core differentiators – for the brand.

This raises another open strategic question: Once the differentiator is gone, does the brand slip into irrelevance? A move to align with the market could bring in new customers, but could also alienate existing customers.

The bet? Assigned seats, seats with extra legroom, and other offerings will increase the desirability of flying Southwest for both current and new customers. Over time, this will yield higher customer demand and increase profits for Southwest shareholders. Sustained, higher profits could be cascaded to keep prices comparatively low in the market for potential customers, further increasing demand.

The risk? Changing the quirkiest part of flying Southwest, particularly after ending the famous free checked bags policy in 2025, risks alienating the champions who fly Southwest on purpose, not just because of the convenience of flight paths. The friendly and casual open seating approach may be a significant contributor to the warm environment of a Southwest flight. If customers are booking Southwest today because it just feels different, this shift may disrupt their continued brand loyalty.

What do I think? On my first ever Southwest flight, I unexpectedly ran into my best friend from college, Ahmed, who I hadn’t seen in a while. Because of open seating, we sat together and spent the whole flight catching up. There is no other airline where this story could have happened. I haven’t seen Ahmed on a Southwest flight since…but I board every Southwest flight looking optimistically to unexpected possibilities.

Lavorgna Strategy Studio helps leaders, teams, and organizations prepare and plan for the future through strategic planning and strategic foresight. Connect with Jackie Lavorgna, Founder and Principal, to learn more about Lavorgna Strategy Studio and schedule a free discovery call today.

Every year, people set New Year’s resolutions. On average, the majority are forgotten or abandoned midway through the month. January 17 is even known as Ditch Your New Year’s Resolution Day. Interestingly, studies show that many individuals reuse that same resolution for the following year…and likely experience the same result.

I’m all about recycling, but this seems like an unhelpful cycle.

What can we learn from strategy that can be applied to the setting of New Year’s resolutions?

Strategic planning frameworks, often regarded as the territory of C-suites and formal boardrooms, offer a useful lens to rethink how we form, frame, and manage New Year’s resolutions throughout the year.

Organizations leveraging a robust strategic planning approach don’t jump right into goals when building a new strategic plan. Most planning disciplines begin with an analysis of the external environment and the internal functions of the organization. From there, a desired future state is identified, mission is developed or affirmed, and goals, measurements, and tactics can begin to emerge, bringing the organization’s strategy to life. The ultimate strategic direction is often shared broadly across a wide audience encompassing leaders, direct participants, enablers, and interested stakeholders to ensure aligned and consistent communication on the approach.

The principles that drive strategic planning can also be applied in crafting New Year’s resolutions.

This is a space I’ve been exploring and iterating on for the last four years, and I’m excited to share a first look at my thinking on this area. While I’m still refining this model, here are four ways to begin rethinking New Year’s resolutions today.

1. Start with a pause and a look at your environment. Anchor your thinking in your current space, schedule, and responsibilities. Understanding where you are and where there are nonnegotiables, flexibility, room to grow, or underutilized space sets a strong foundation. In my world, managing celiac disease is nonnegotiable and brings a set of health requirements that must show up in my routine and be supported in other activities. When setting a health or fitness resolution, I start by considering what internal and external factors related to celiac might need to be factored in. This is similar to how an organization might consider regulatory or operational requirements when analyzing their internal environment.

2. Review past data or experience within a given area to set a realistic area of focus and target. By setting a realistic expectation for the potential to change in a given year, your resolution is more likely to be sustainable and achievable. When I first started running, I couldn’t run two miles without stopping to walk. If I had set a resolution to run a total of 1,000 miles that year, I wouldn’t have met it (or I would have likely sustained an injury). Instead, my resolution was to work up to a five-day-a-week running schedule, which gave me the ability to focus more on distance the following year and build up my endurance. Two years later, I exceeded 1,000 miles through this steady, but not explosive, increase of mileage. Setting the right pace is critical – and organizations seeking sustained change are often best supported by measured progress over dramatic, frantic shifts.

3. Give yourself space to try it out and adjust before next January. Setting a resolution to guide an entire year during the coldest, darkest month of the year after a frantic holiday season is already tough. By calendaring regular check-in’s – whether that’s weekly, monthly, or quarterly – to see how your resolution is going and where you might need to adjust, you can update, recalibrate, or pivot where needed based on your learning. For me, a seasonal check-in works great. As the snow starts to melt, as the days grow longer in early summer, and as the leaves begin to fall, I check on my resolutions and see where I am on track, what’s working and what’s presenting an obstacle, and identify where my strategy may need to shift. Organizations with mature, adaptive planning processes don’t let their plans sit idle on a shelf. They seek to annotate, measure, and adapt based on double-loop learning, which is designed to not just measure results but to reconsider the assumptions behind them.

4. Build a visual and showcase it! Find a way to make the resolution part of your environment. Bringing a visual representation of your resolution increases the visibility in your mind and will help keep this an area of focus throughout the year. My favorite approach – despite not being remotely artistic – is to draw a picture of myself achieving the goal and keep that somewhere where I can see it throughout the week. There’s a lot more accountability for me when I see Stick Figure Jackie making it happen! Organizations have a wide array of ways to make strategies come to life, from printed deliverables to digital dashboards to communal learning sessions, and what’s central to these approaches is the application of shared artifacts that ensure priorities are both vivid and visible.

Through these four practices, we can reposition resolutions from January 1 declarations to yearlong practices to guide success. Resolutions become strategies that are realistically grounded, enabled by learning and adjusted as needed, and visibly represented. Imagine a resolution with the potential to become an enduring roadmap for the year ahead, one you can return to revise, and build on along the way.

Lavorgna Strategy Studio helps leaders, teams, and organizations prepare and plan for the future through strategic planning and strategic foresight. Connect with Jackie Lavorgna, Founder and Principal, to learn more about Lavorgna Strategy Studio and schedule a free discovery call today.

Let me reverse for a moment. I attended a seminar back in 2018 about driverless cars and left with two key takeaways: 1) Driverless cars seemed further out than I thought from a reliability, safety, testing, and public perception standpoint; and 2) If the driverless car tech was ever figured out and went mainstream, insurance for humans driving would probably skyrocket. I didn’t pay much attention to driverless cars for the next few years as I considered the obstacles for the former. However, I was surprised during a recent trip to learn that a robotaxi was an option for local, in-town transportation. As I looked across an intersection at the Waymo robotaxis sprinkled throughout the lanes of traffic, the William Gibson quote, “The future is already here, it’s just not evenly distributed yet” came to life.

Waymo, which originated within Google’s self-driving car program and is now an independent self-driving technology company under Alphabet, is the only robotaxi service in the US without safety drivers or in-vehicle attendants. With more than 2,500 vehicles in the fleet, riding in a Waymo car presents a unique, localized taste of the future. As of November 2025, the general public can seek robotaxi transportation in five cities sprinkled throughout the United States with 20+ other cities in testing and data collection phases. Waymo just announced an expansion to even more cities, which will start with human-driven vehicles for initial data collection and mapping, supervised testing, limited piloting with employees, and eventually driverless rides accessible to the general public.

What stuck out to me was the ease of use for this technology. From casually inquisitive to being in the backseat of a driverless car took less than a half hour. Pickup was smooth, in-car orientation and directions were easy to follow, and background music was customizable while being seamlessly transported across town to the destination. The robotaxi couldn’t go on the highway but made in-town transportation easy and convenient. Robotaxis are not present in New Hampshire today and I was left wondering how I had missed out on this technological advancement outside of my geographic region.

Institute for the Future (IFTF) defines a signal as a “small, local innovation that draws your attention to where new ideas, technologies, and habits of the future are being actively experimented with, tested, seeded, and invented today.” While Waymo’s robotaxi services are a bit more established than these characteristics for a signal of the future, the geographic parameters of Waymo’s services really brought the concept of a “local” signal to life for me.

What is interesting about this innovation is that public trust in self-driving vehicles hasn’t increased in parallel with the advancement and dispersion of the technology. Waymo’s robotaxi-hailing app launched to the general public in 2020 in the Metro Phoenix area with slow but steady expansion since then. Despite technological progress and expanded access, public trust hasn’t kept pace. According to AAA, roughly 87% of drivers remain afraid or unsure of self-driving vehicles and that figure has not shifted significantly over the last five years. While Waymo may be a signal of the future, the public trust gap for driverless cars is evident. The technology is here and accessible in certain areas, but are the customers ready?

Moments like this remind me why I’m so energized by strategic foresight. As a framework, strategic foresight gives structure to the signals that are already around us. A strategic foresight approach can help you track signals, trends, and drivers of the future while also understanding how they evolve, where they take root, and what this suggests about the future. Signals, drivers, and forecasts bring the future into focus, helping you to steer towards a desirable future while monitoring plausible futures. As I think about robotaxis as a signal, and perhaps the start to a more mature trend in driverless cars, three key takeaways come to mind:

1. The future is closer than you think: I was overwhelmed by the level of complexity and red-tape described in the 2018 driverless car seminar. I overlooked the level of incentives companies had to get this technology right, spanning from prioritizing safety on the road, expanding mobility, and driving competitive advantage in the industry. Balancing optimism, curiosity, and skepticism in the future helps maintain a healthy, well-rounded strategic foresight approach.

2. Keep a broad geographic lens for signal scanning: There may not be driverless cars on your street today, but they could be there soon. Ensuring that your approach to signal scanning keeps a wide geographic lens will help you observe, track, and follow a broader range of signals of the future.

3. Consider travel as an opportunity to pilot the future: When you’re outside of your normal routine anyway, signals of the future can become easier to encounter and more convenient to test out. Be curious!

Lavorgna Strategy Studio helps leaders, teams, and organizations prepare and plan for the future through strategic planning and strategic foresight. Connect with Jackie Lavorgna, Founder and Principal, to learn more about Lavorgna Strategy Studio and schedule a free discovery call today.

An earlier version of this article was posted on LinkedIn on 11/24/2025.