Future Phobia

 “We don’t have time for that.”

What is “that?” 

Well, my friends, I’ve recently heard it way too frequently about the topic of – wait for it – strategic planning.

A couple of months ago, I posted about stress being the new currency for achievement. A key component of that “stress” is the universal bemoaning of “not having enough time.”

That sentiment has now impacted what formerly was a given in business and organizations of all types—the importance of taking time to strategically plan for the future.

“Our team is too busy.”

“Our business changes too quickly.”

And my favorite:

“Those plans are out of date before they’re even completed.”

The Tyranny of the Immediate

Why is planning today’s equivalent of low-rise skinny jeans?

The most obvious culprit is the relentless pressure of immediate demands. When your inbox is overflowing, Teams notifications happen incessantly, your team is understaffed, and your customers are calling with urgent issues, it feels almost irresponsible to spend time thinking about what might happen five years from now. This creates a vicious cycle where the lack of planning creates more immediate crises, which further reduces the time available for planning.

Modern business culture has amplified this problem. The quarterly earnings cycle forces public companies to demonstrate constant progress, while the startup mentality of "move fast and break things" has infiltrated organizations of all sizes. The result is a business environment that rewards immediate action over thoughtful preparation.

“Ready. Fire. Aim?” You bet…that’s what is happening.

The Uncertainty Trap

Perhaps more fundamentally, organizations avoid future planning because the future feels impossibly uncertain. 

Technology changes.

Consumer preferences and behaviors shift.

Supply chain issues have proliferated.

Tariffs create unpredictability.

Global events are causing instability. 

All of these, and more, make long-term predictions feel like expensive guesswork. 

Why invest resources in planning for scenarios that might never materialize?

This uncertainty aversion is compounded by cognitive biases that make humans particularly poor at long-term thinking. We overestimate our ability to predict near-term events while underestimating the likelihood of significant long-term changes. The planning fallacy leads us to believe our current strategies will work indefinitely, while black swan events regularly prove us wrong.

The Skills Gap

Many organizations simply lack the capabilities needed for effective future planning. 

And this skills gap starts with the fundamentals of planning.

Strategic foresight requires different skills than operational excellence—skills that most businesses and organizations haven't developed. It demands comfort with ambiguity, systems thinking, and the ability to synthesize weak signals into meaningful patterns.

Traditional business education focuses heavily on analyzing past performance and optimizing current operations. Planning for multiple possible futures, scenario modeling, and strategic options thinking are specialized skills that require dedicated development. Without these capabilities, future planning efforts often devolve into wishful thinking or simple extrapolation of current trends.

Cultural and Structural Barriers

Organizational culture often punishes the kind of thinking that effective future planning requires. Many companies reward certainty and decisive action while viewing contemplation and scenario planning as indecisive or academic.

I actually had one leader say recently, “I want people in the office so that I can see who has bandwidth and who doesn’t.”

How? Through the lens – again – of busy-ness versus strategic thought and resulting prioritization?

Leaders who acknowledge uncertainty or discuss potential failures may be seen as lacking confidence or vision in today’s world of “I’m too busy!”

The structure of most organizations also works against long-term planning. Departments operate in silos, each focused on their specific functional area rather than the broader system. Performance metrics emphasize short-term results, and budgeting cycles rarely extend beyond a year. Leadership turnover ensures that long-term plans often don't survive their creators.

The Cost of Inaction

The irony is that avoiding future planning doesn't eliminate risk—it simply makes organizations more vulnerable to disruption. Companies that fail to anticipate change find themselves constantly reactive, struggling to catch up with more forward-thinking competitors. The cost of this reactive stance often far exceeds the investment required for proactive planning.

Consider the retail industry's slow response to e-commerce, the automotive industry's delayed adoption of electric vehicles, or traditional media's struggle with digital transformation. In each case, the writing was on the wall years before the disruption fully materialized, but established players were too focused on protecting current business models to adequately prepare for the future.

Breaking the Cycle

Organizations that successfully plan for the future share several characteristics. 

They create dedicated time and space for strategic thinking, separate from operational demands. 

They develop comfort with uncertainty by engaging in scenario planning and maintaining strategic options rather than betting everything on a single future.

These companies also invest in building future-focused capabilities within their organizations. They hire people with diverse backgrounds who can challenge conventional thinking. They utilize external counsel who have subject matter expertise that stretches internal capabilities. They create structures that reward long-term thinking alongside short-term performance.

Most importantly, they recognize that planning for the future isn't about predicting exactly what will happen—it's about building organizational resilience and adaptability. 

The goal isn't to guess the future correctly but to develop the capacity to respond effectively to whatever future emerges.

The Path Forward

The reluctance to plan for the future is understandable given the pressures and uncertainties organizations face. But this reluctance comes at a tremendous cost. In an era of accelerating change, the organizations that thrive will be those that can balance immediate demands with long-term preparation.

This doesn't require perfect prediction or elaborate planning processes. It requires accepting uncertainty as a permanent condition and building organizational muscles for adaptation and learning. It means creating cultures that value exploration alongside exploitation, and structures that support both short-term performance and long-term resilience.

The future will arrive whether organizations plan for it or not. 

The question is whether they'll be ready when it does.