Most companies are stuck in the same old rut—planning for the future by simply stretching today’s reality a bit further. But let’s be real: in a world that’s changing at breakneck speed, how can you expect yesterday’s mindset to shape tomorrow’s breakthroughs? Enter “Present Forward - Future Back,” the game-changing approach Mark Johnson and Josh Suskewicz coined to redefine strategic planning. If you’re tired of outdated strategies, this one’s for you.

It’s easy to get caught up in the day-to-day of running a business—there’s always a new challenge to tackle, a market shift to respond to, or an urgent issue to fix.

But when businesses rely on quick fixes to keep things going, they may find themselves stuck in a cycle of applying “band-aids” that don’t truly solve the problem. It’s like patching a leaky roof—you may cover the hole for now, but unless you address the underlying damage, the leaks will keep coming back

Most companies are stuck in the same old rut—planning for the future by simply stretching today’s reality a bit further. But let’s be real: in a world that’s changing at breakneck speed, how can you expect yesterday’s mindset to shape tomorrow’s breakthroughs? Enter “Present Forward - Future Back,” the game-changing approach Mark Johnson and Josh Suskewicz coined to redefine strategic planning. If you’re tired of outdated strategies, this one’s for you.

At conferences, in boardrooms, and in media, the question is always the same: “What's the size of the company?” or “How much did the business grow last quarter compared to the last?”. The larger the number, the better. The faster, the more impressive. The greater the breakage of communities or employees, the more credible. Its time we reframe that.