Vince Chan

You started this journey way ahead of the curve before it was the norm. And it must have been scary. It was definitely risky. Were there moments when you thought, maybe I should just go back to corporate America? Did you ever question your decision?

You started this journey way ahead of the curve before it was the norm. And it must have been scary. It was definitely risky. Were there moments when you thought, maybe I should just go back to corporate America? Did you ever question your decision?

Earlier, you mentioned learning about futurism, how you got inspired by someone in the field, study it, and eventually step into that role yourself. Now you are helping organizations navigate their future. Before we dive into organizational change, I want to ask more about your journey.

Earlier, you mentioned learning about futurism, how you got inspired by someone in the field, study it, and eventually step into that role yourself. Now you are helping organizations navigate their future. Before we dive into organizational change, I want to ask more about your journey.

When you took that leap of faith, when you left behind the old path to create a new future for yourself, did you already have a clear vision? Did you see exactly where you were heading? Did you know, this is it, this is my future, these are the steps I need to take? Or were you still figuring things out, navigating as you went?

When you took that leap of faith, when you left behind the old path to create a new future for yourself, did you already have a clear vision? Did you see exactly where you were heading? Did you know, this is it, this is my future, these are the steps I need to take? Or were you still figuring things out, navigating as you went?

As you were explaining, I kept thinking about decision trees. I studied finance. And back in business school, we actually covered this in a class that connected economics with strategy. Professors taught us about decision trees. And if you go deep into the math, you get into multi-color simulations, big data, and statistical models. But stepping away from the numbers, the idea still applies.

As you were explaining, I kept thinking about decision trees. I studied finance. And back in business school, we actually covered this in a class that connected economics with strategy. Professors taught us about decision trees. And if you go deep into the math, you get into multi-color simulations, big data, and statistical models. But stepping away from the numbers, the idea still applies.

Different scenarios lead to different risks, different uncertainties, and different possible paths. And from what you've shared so far, futurists help people Master change, not just react to it, but own it, master it, and drive it. Over the last 10 years, the term futurist has become much more common. A lot of people now call themselves one.

Different scenarios lead to different risks, different uncertainties, and different possible paths. And from what you've shared so far, futurists help people Master change, not just react to it, but own it, master it, and drive it. Over the last 10 years, the term futurist has become much more common. A lot of people now call themselves one.

So basically, what you're saying is that futurism is both a science and an art. It's packed by models, data, and research, but at the same time, is shaped by real-life experience. When you work with clients, it's not just about the numbers. You can actually guide them on what to do, what not to do, what risks to watch for and where the real opportunities are.

So basically, what you're saying is that futurism is both a science and an art. It's packed by models, data, and research, but at the same time, is shaped by real-life experience. When you work with clients, it's not just about the numbers. You can actually guide them on what to do, what not to do, what risks to watch for and where the real opportunities are.

Last time, I spoke with a guest who has worked with companies like Microsoft and Amazon, helping them with communication, marketing, and narrative. Now he has his own practice. Basically, you could call him a storyteller. So I asked him, Hey Chris, everybody calls themselves a storyteller these days. What do you think? And of course, he has his own take.

Last time, I spoke with a guest who has worked with companies like Microsoft and Amazon, helping them with communication, marketing, and narrative. Now he has his own practice. Basically, you could call him a storyteller. So I asked him, Hey Chris, everybody calls themselves a storyteller these days. What do you think? And of course, he has his own take.

In fact, he calls himself a strategic narrative advisor. because he still works with executives and companies, but wanted a title that better reflects what he actually does. Storytelling is one of those terms that gets thrown around a lot, maybe even overused, and I feel like futurist is the same way. That's why I wanted to ask about your interpretation what futurist truly means to you.

In fact, he calls himself a strategic narrative advisor. because he still works with executives and companies, but wanted a title that better reflects what he actually does. Storytelling is one of those terms that gets thrown around a lot, maybe even overused, and I feel like futurist is the same way. That's why I wanted to ask about your interpretation what futurist truly means to you.

You own it, you run future think and this is the work you do. I checked out the website and you got a huge range of courses, training organizations and teams to drive change, innovate and adapt. But one theme that keeps coming up is simplicity. It's something you clearly champion. So let's talk about that. On an organizational level, what does simplicity mean to you?

You own it, you run future think and this is the work you do. I checked out the website and you got a huge range of courses, training organizations and teams to drive change, innovate and adapt. But one theme that keeps coming up is simplicity. It's something you clearly champion. So let's talk about that. On an organizational level, what does simplicity mean to you?

And why is this so important in driving real change?

And why is this so important in driving real change?