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	<title>Human-Centered Change and Innovation</title>
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	<link>https://bradenkelley.com</link>
	<description>Keynote Speaker &#38; Futurist - Braden Kelley</description>
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		<title>Turning Foresight Into an Actual Strategic Roadmap</title>
		<link>https://bradenkelley.com/2026/09/foresight-to-strategic-roadmap/</link>
					<comments>https://bradenkelley.com/2026/09/foresight-to-strategic-roadmap/#respond</comments>
		
		<dc:creator><![CDATA[Braden Kelley]]></dc:creator>
		<pubDate>Sat, 19 Sep 2026 01:10:00 +0000</pubDate>
				<category><![CDATA[Futurology]]></category>
		<category><![CDATA[Strategy]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101579</guid>

					<description><![CDATA[From &#8220;What If&#8221; to &#8220;What Now&#8221; by Braden Kelley and Art Inteligencia I have seen more beautiful scenario maps gather dust than I can count. Gorgeous work — well-researched signals, genuinely thoughtful trends, three or four possible futures mapped out with real rigor, presented to an engaged room that nodded along and felt smarter walking [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/09/foresight-to-strategic-roadmap/feed/</wfw:commentRss>
			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101579</post-id>	</item>
		<item>
		<title>Trust the Test, Not Your Gut</title>
		<link>https://bradenkelley.com/2026/09/effective-test-protocol-decision-criteria/</link>
					<comments>https://bradenkelley.com/2026/09/effective-test-protocol-decision-criteria/#respond</comments>
		
		<dc:creator><![CDATA[Mike Shipulski]]></dc:creator>
		<pubDate>Fri, 18 Sep 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Design]]></category>
		<category><![CDATA[Innovation]]></category>
		<category><![CDATA[instincts]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101491</guid>

					<description><![CDATA[GUEST POST from Mike Shipulski At first glance, it seems easy to run a good test, but nothing can be further from the truth. The first step is to define the idea/concept you want to validate or invalidate. The best way is to complete one of these two sentences: I want to learn that [type [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/09/effective-test-protocol-decision-criteria/feed/</wfw:commentRss>
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		<post-id xmlns="com-wordpress:feed-additions:1">101491</post-id>	</item>
		<item>
		<title>Lack of Feedback is a Gift</title>
		<link>https://bradenkelley.com/2026/09/unspoken-customer-feedback/</link>
					<comments>https://bradenkelley.com/2026/09/unspoken-customer-feedback/#respond</comments>
		
		<dc:creator><![CDATA[Shep Hyken]]></dc:creator>
		<pubDate>Thu, 17 Sep 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Customer Experience]]></category>
		<category><![CDATA[feedback]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101497</guid>

					<description><![CDATA[GUEST POST from Shep Hyken This article answers the question: Are organizations paying attention to the feedback customers give and also to the feedback they unintentionally withhold? There’s an old expression: Feedback is a gift. Whenever a customer is willing to take time to share feedback by talking to you, emailing you, or leaving an [&#8230;]]]></description>
		
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		<post-id xmlns="com-wordpress:feed-additions:1">101497</post-id>	</item>
		<item>
		<title>AI ROI and Market Valuations</title>
		<link>https://bradenkelley.com/2026/09/ai-roi-transformation-zone-geoffrey-moore/</link>
					<comments>https://bradenkelley.com/2026/09/ai-roi-transformation-zone-geoffrey-moore/#respond</comments>
		
		<dc:creator><![CDATA[Geoffrey Moore]]></dc:creator>
		<pubDate>Wed, 16 Sep 2026 01:30:02 +0000</pubDate>
				<category><![CDATA[Technology]]></category>
		<category><![CDATA[Finance]]></category>
		<category><![CDATA[AI]]></category>
		<category><![CDATA[Gartner]]></category>
		<category><![CDATA[Hype Cycle]]></category>
		<category><![CDATA[market valuation]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101483</guid>

					<description><![CDATA[GUEST POST from Geoffrey Moore A recent CNN Nightcap lamented the lack of ROI given the massive investments to date in AI, fueled by equally massive market valuations. This is true but misleading. ROI is a metric that tracks success in the Performance Zone. The big AI players are all playing a game in the [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/09/ai-roi-transformation-zone-geoffrey-moore/feed/</wfw:commentRss>
			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101483</post-id>	</item>
		<item>
		<title>Auditing Customer Experience Before and After a Systems Migration</title>
		<link>https://bradenkelley.com/2026/09/cx-audit-systems-migration/</link>
					<comments>https://bradenkelley.com/2026/09/cx-audit-systems-migration/#respond</comments>
		
		<dc:creator><![CDATA[Braden Kelley]]></dc:creator>
		<pubDate>Tue, 15 Sep 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Customer Experience]]></category>
		<category><![CDATA[CX Audit]]></category>
		<category><![CDATA[systems migration]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101500</guid>

					<description><![CDATA[by Braden Kelley and Art Inteligencia Every systems migration I&#8217;ve ever seen gets sold internally with some version of the same reassurance: &#8220;nothing will change for the customer.&#8221; I understand why people say it — it&#8217;s meant to calm nerves and keep the project moving. It&#8217;s also almost never entirely true, and the gap between [&#8230;]]]></description>
		
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			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101500</post-id>	</item>
		<item>
		<title>4 Things to Learn About Change From the Orange Revolution</title>
		<link>https://bradenkelley.com/2026/09/lessons-about-change-orange-revolution/</link>
					<comments>https://bradenkelley.com/2026/09/lessons-about-change-orange-revolution/#respond</comments>
		
		<dc:creator><![CDATA[Greg Satell]]></dc:creator>
		<pubDate>Mon, 14 Sep 2026 00:32:13 +0000</pubDate>
				<category><![CDATA[Change]]></category>
		<category><![CDATA[Orange Revolution]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101464</guid>

					<description><![CDATA[GUEST POST from Greg Satell In 2004, I joined a KP Media, the leading news organization in Ukraine, where I would become Co-CEO. In the runup to the presidential election that year, the opposition candidate for president, a technocratic reformer named Viktor Yushchenko, was poisoned by pro-Russian agents. He survived, but his face was permanently [&#8230;]]]></description>
		
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			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101464</post-id>	</item>
		<item>
		<title>Leading to the Future of Work</title>
		<link>https://bradenkelley.com/2026/09/future-of-work-2026-leadership-strategy/</link>
					<comments>https://bradenkelley.com/2026/09/future-of-work-2026-leadership-strategy/#respond</comments>
		
		<dc:creator><![CDATA[David Burkus]]></dc:creator>
		<pubDate>Sun, 13 Sep 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Future Of Work]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101474</guid>

					<description><![CDATA[GUEST POST from David Burkus If you led a team through 2025, you probably felt like you were trapped in a never-ending game of workplace buzzword bingo. Coffee badging. Quiet quitting. Quiet firing. Corporate catfishing. Every week came with a new term, a new “trend,” and a new reason to wonder whether you were falling [&#8230;]]]></description>
		
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			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101474</post-id>	</item>
		<item>
		<title>The Chief Strategy Officer&#8217;s Guide to Strategic Foresight Without a Foresight Department</title>
		<link>https://bradenkelley.com/2026/09/cso-guide-strategic-foresight/</link>
					<comments>https://bradenkelley.com/2026/09/cso-guide-strategic-foresight/#respond</comments>
		
		<dc:creator><![CDATA[Braden Kelley]]></dc:creator>
		<pubDate>Sat, 12 Sep 2026 01:10:00 +0000</pubDate>
				<category><![CDATA[Futurology]]></category>
		<category><![CDATA[chief strategy officer]]></category>
		<category><![CDATA[foresight]]></category>
		<category><![CDATA[foresight department]]></category>
		<category><![CDATA[strategic foresight]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101459</guid>

					<description><![CDATA[by Braden Kelley and Art Inteligencia Every CSO I talk to agrees, without hesitation, that strategic foresight matters. Almost none of them have a foresight team. That&#8217;s not a contradiction — it&#8217;s a budget reality. Foresight sounds like a function you&#8217;d staff if you had unlimited headcount: a few analysts, a research subscription or two, [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/09/cso-guide-strategic-foresight/feed/</wfw:commentRss>
			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101459</post-id>	</item>
		<item>
		<title>Remembrance, Resilience, and 911 Advances in Public Safety</title>
		<link>https://bradenkelley.com/2026/09/911-25th-anniversary-remembrance-public-safety-advances/</link>
					<comments>https://bradenkelley.com/2026/09/911-25th-anniversary-remembrance-public-safety-advances/#comments</comments>
		
		<dc:creator><![CDATA[Art Inteligencia]]></dc:creator>
		<pubDate>Fri, 11 Sep 2026 19:50:48 +0000</pubDate>
				<category><![CDATA[Innovation]]></category>
		<category><![CDATA[9/11]]></category>
		<category><![CDATA[first responders]]></category>
		<category><![CDATA[public safety]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101452</guid>

					<description><![CDATA[Twenty-Five Years Later by Art Inteligencia What Do We Owe the Lives Lost on September 11, 2001? On this twenty-fifth anniversary of September 11, 2001, we begin where we must: with the people. Nearly three thousand lives were taken in New York, at the Pentagon, and in the fields of Pennsylvania — parents, children, first [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/09/911-25th-anniversary-remembrance-public-safety-advances/feed/</wfw:commentRss>
			<slash:comments>1</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101452</post-id>	</item>
		<item>
		<title>Technology, Technologists and Customers</title>
		<link>https://bradenkelley.com/2026/09/technology-technologists-and-customers/</link>
					<comments>https://bradenkelley.com/2026/09/technology-technologists-and-customers/#respond</comments>
		
		<dc:creator><![CDATA[Mike Shipulski]]></dc:creator>
		<pubDate>Fri, 11 Sep 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Technology]]></category>
		<category><![CDATA[technologists]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101350</guid>

					<description><![CDATA[GUEST POST from Mike Shipulski Henry Ford famously said if he asked people what they wanted, they would have asked for faster horses. And there’s a lot of truth to his statement. If you ask potential customers what they want next, they’ll give you an answer. And when you show them the prototype, they won’t [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/09/technology-technologists-and-customers/feed/</wfw:commentRss>
			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101350</post-id>	</item>
		<item>
		<title>The Secret to Creating the WOW Experience</title>
		<link>https://bradenkelley.com/2026/09/wow-experience-culture-shep-hyken/</link>
					<comments>https://bradenkelley.com/2026/09/wow-experience-culture-shep-hyken/#respond</comments>
		
		<dc:creator><![CDATA[Shep Hyken]]></dc:creator>
		<pubDate>Thu, 10 Sep 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Customer Experience]]></category>
		<category><![CDATA[secrets]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101352</guid>

					<description><![CDATA[Start On The Inside GUEST POST from Shep Hyken As I write, I’m looking at a book I just read, Delivering the WOW by Richard Fain, chairman and former CEO of Royal Caribbean Group. If you’ve ever been on a Royal Caribbean cruise, you’ve most likely experienced some of the WOW Fain talks about in [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/09/wow-experience-culture-shep-hyken/feed/</wfw:commentRss>
			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101352</post-id>	</item>
		<item>
		<title>Compelling Narratives</title>
		<link>https://bradenkelley.com/2026/09/why-we-are-compelled-to-tell-stories-geoffrey-moore/</link>
					<comments>https://bradenkelley.com/2026/09/why-we-are-compelled-to-tell-stories-geoffrey-moore/#respond</comments>
		
		<dc:creator><![CDATA[Geoffrey Moore]]></dc:creator>
		<pubDate>Wed, 09 Sep 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[narratives]]></category>
		<category><![CDATA[Storytelling]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101368</guid>

					<description><![CDATA[GUEST POST from Geoffrey Moore As human beings we cling to two misconceptions of life. The first is that life is fragile. That is not quite right. Living things are certainly fragile — we are all subject to injury and will eventually die. Even whole species can go extinct. But life itself is anything but [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/09/why-we-are-compelled-to-tell-stories-geoffrey-moore/feed/</wfw:commentRss>
			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101368</post-id>	</item>
		<item>
		<title>Why Net Revenue Retention Pressure Should Trigger a CX Audit</title>
		<link>https://bradenkelley.com/2026/09/net-revenue-retention-cx-audit/</link>
					<comments>https://bradenkelley.com/2026/09/net-revenue-retention-cx-audit/#respond</comments>
		
		<dc:creator><![CDATA[Braden Kelley]]></dc:creator>
		<pubDate>Wed, 09 Sep 2026 00:55:23 +0000</pubDate>
				<category><![CDATA[Customer Experience]]></category>
		<category><![CDATA[CX Audit]]></category>
		<category><![CDATA[net revenue retention]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101412</guid>

					<description><![CDATA[by Braden Kelley and Art Inteligencia If you&#8217;ve sat in a board meeting in the last few years and watched Net Revenue Retention go up on the screen, you&#8217;ve probably also watched the room&#8217;s mood shift with it, one way or the other. NRR has become the number investors ask about before almost anything else, [&#8230;]]]></description>
		
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			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101412</post-id>	</item>
		<item>
		<title>How Human-Centered Leadership Can Reimagine the  Aerospace Industry</title>
		<link>https://bradenkelley.com/2026/09/human-centered-leadership-aerospace/</link>
					<comments>https://bradenkelley.com/2026/09/human-centered-leadership-aerospace/#respond</comments>
		
		<dc:creator><![CDATA[Kellee Franklin]]></dc:creator>
		<pubDate>Tue, 08 Sep 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[aerospace industry]]></category>
		<category><![CDATA[human-centered leadership]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101360</guid>

					<description><![CDATA[Move the Needle GUEST POST from Kellee M. Franklin, PhD. The aerospace industry is on a long flight, but subtle drifts in culture and practice have quietly moved it off its intended course. To get back on track, we don’t need a radical turn. We need to move the needle — one small, intentional correction [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/09/human-centered-leadership-aerospace/feed/</wfw:commentRss>
			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101360</post-id>	</item>
		<item>
		<title>Why Your Strategic Planning Offsite Needs a Foresight Exercise, Not Just Another SWOT</title>
		<link>https://bradenkelley.com/2026/09/strategic-offsite-foresight-vs-swot/</link>
					<comments>https://bradenkelley.com/2026/09/strategic-offsite-foresight-vs-swot/#respond</comments>
		
		<dc:creator><![CDATA[Braden Kelley]]></dc:creator>
		<pubDate>Mon, 07 Sep 2026 19:42:20 +0000</pubDate>
				<category><![CDATA[Strategy]]></category>
		<category><![CDATA[Futurology]]></category>
		<category><![CDATA[foresight exercise]]></category>
		<category><![CDATA[Strategic Planning Offsite]]></category>
		<category><![CDATA[SWOT]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101392</guid>

					<description><![CDATA[by Braden Kelley and Art Inteligencia I&#8217;ve sat in more strategic planning offsites than I can count, and I can predict the SWOT exercise before it starts. Someone draws a four-quadrant grid on the whiteboard. The room fills in Strengths and Weaknesses quickly, because those are about the company as it exists right now, and [&#8230;]]]></description>
		
					<wfw:commentRss>https://bradenkelley.com/2026/09/strategic-offsite-foresight-vs-swot/feed/</wfw:commentRss>
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		<post-id xmlns="com-wordpress:feed-additions:1">101392</post-id>	</item>
		<item>
		<title>Why the Truth Matters</title>
		<link>https://bradenkelley.com/2026/09/why-truth-matters-in-science-and-society/</link>
					<comments>https://bradenkelley.com/2026/09/why-truth-matters-in-science-and-society/#respond</comments>
		
		<dc:creator><![CDATA[Greg Satell]]></dc:creator>
		<pubDate>Mon, 07 Sep 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Change]]></category>
		<category><![CDATA[truth]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101345</guid>

					<description><![CDATA[GUEST POST from Greg Satell In 2012, when Marco Rubio was gearing up for a run at the Presidency, he sat for an in-depth interview with the magazine GQ to bolster his image. “I think the age of the universe has zero to do with how our economy is going to grow,” he proudly declared. [&#8230;]]]></description>
		
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			<slash:comments>0</slash:comments>
		
		
		<post-id xmlns="com-wordpress:feed-additions:1">101345</post-id>	</item>
		<item>
		<title>The Hidden Cost of Strategic Planning Built on a Single Future</title>
		<link>https://bradenkelley.com/2026/09/hidden-cost-single-future-planning/</link>
					<comments>https://bradenkelley.com/2026/09/hidden-cost-single-future-planning/#respond</comments>
		
		<dc:creator><![CDATA[Braden Kelley]]></dc:creator>
		<pubDate>Sun, 06 Sep 2026 16:22:22 +0000</pubDate>
				<category><![CDATA[Strategy]]></category>
		<category><![CDATA[Futurology]]></category>
		<category><![CDATA[future mapping]]></category>
		<category><![CDATA[Strategic Planning]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101336</guid>

					<description><![CDATA[by Braden Kelley and Art Inteligencia Nobody puts a line item in the budget for &#8220;cost of assuming we knew what was going to happen.&#8221; And yet, if you looked honestly at what a single-scenario strategic plan actually costs an organization when the future doesn&#8217;t cooperate, it would be one of the largest hidden expenses [&#8230;]]]></description>
		
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		<post-id xmlns="com-wordpress:feed-additions:1">101336</post-id>	</item>
		<item>
		<title>Merging Two Customer Experiences After M&#038;A</title>
		<link>https://bradenkelley.com/2026/09/merging-customer-experience-after-ma/</link>
					<comments>https://bradenkelley.com/2026/09/merging-customer-experience-after-ma/#respond</comments>
		
		<dc:creator><![CDATA[Art Inteligencia]]></dc:creator>
		<pubDate>Sat, 05 Sep 2026 01:10:00 +0000</pubDate>
				<category><![CDATA[Customer Experience]]></category>
		<category><![CDATA[acquisitions]]></category>
		<category><![CDATA[M&A]]></category>
		<category><![CDATA[mergers]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101320</guid>

					<description><![CDATA[Where to Start by Braden Kelley and Art Inteligencia Every M&#38;A announcement talks about synergies, market position, and combined capabilities. Almost none of them talk about the fact that, on day one, you now have two customer bases who each learned to expect something different from the companies they chose — and neither of them [&#8230;]]]></description>
		
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		<post-id xmlns="com-wordpress:feed-additions:1">101320</post-id>	</item>
		<item>
		<title>What&#8217;s Your Learning Objective?</title>
		<link>https://bradenkelley.com/2026/09/whats-your-learning-objective/</link>
					<comments>https://bradenkelley.com/2026/09/whats-your-learning-objective/#respond</comments>
		
		<dc:creator><![CDATA[Mike Shipulski]]></dc:creator>
		<pubDate>Fri, 04 Sep 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Learning]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101175</guid>

					<description><![CDATA[GUEST POST from Mike Shipulski Innovation is all about learning. And if the objective of innovation is learning, why not start with learning objectives? Here’s a recipe for learning: define what you want to learn, figure how you want to learn, define what you’ll measure, work the learning plan, define what you learned and repeat. [&#8230;]]]></description>
		
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		<post-id xmlns="com-wordpress:feed-additions:1">101175</post-id>	</item>
		<item>
		<title>Why Going Above and Beyond Doesn&#8217;t Work</title>
		<link>https://bradenkelley.com/2026/09/going-above-and-beyond-customer-service/</link>
					<comments>https://bradenkelley.com/2026/09/going-above-and-beyond-customer-service/#respond</comments>
		
		<dc:creator><![CDATA[Shep Hyken]]></dc:creator>
		<pubDate>Thu, 03 Sep 2026 12:00:00 +0000</pubDate>
				<category><![CDATA[Customer Experience]]></category>
		<category><![CDATA[above and beyond]]></category>
		<guid isPermaLink="false">https://bradenkelley.com/?p=101209</guid>

					<description><![CDATA[GUEST POST from Shep Hyken This article answers the question: Should organizations aim to go above and beyond in every interaction, or focus on consistently meeting customer expectations? This is a story about a disagreement I had with a client. I should mention, this was a friendly disagreement. His idea of an amazing experience was [&#8230;]]]></description>
		
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		<post-id xmlns="com-wordpress:feed-additions:1">101209</post-id>	</item>
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