An applied research group, built by operators.
ForesightOps is the applied research group inside Fugue Strategy Advisors. The methods come from the research. The credibility comes from having run the transformations we now study.
Most organizations are designed to confirm what they already believe.
You can measure the consequences. Corporate lifespans keep collapsing. Strategy execution fails at rates that should have disqualified the methodology a long time ago. Digital transformation destroys more capital than it creates. All of it traces back to the same thing. Organizations cannot perceive the signals that would force them to adapt.
Forecast to reach 12 years by 2027. At current churn, half the S&P 500 will be replaced within the decade.
Only 52 of the original 500 remain. Bankrupt, acquired, or contracted below threshold. De Geus traced the single distinguishing survival trait: sensitivity to their environment.
Shell's longevity study. Companies surviving centuries share one overriding trait. Not capital. Not strategy. Environmental sensitivity.
Environmental sensitivity can be built.
The survival trait in the numbers above is a capability, and ForesightOps exists to construct it. Three practices work as one discipline. Strategic Foresight gives an organization systematic sensing of the futures forming around it. Adaptive Strategy turns that sensing into strategic bets. Outcome-Owned Architecture builds the operating model that delivers on those bets at scale, governed by human judgment. The research publishes as instruments an organization can run against itself. The result is an organization that can reimagine itself ahead of futures it cannot predict.
Disciplined sensing of the market and the forces reshaping it: signals, drivers, and scenario work that shows leadership where the environment could move, early enough to act on it.
The practice →Turns market sensing into strategy: where to play, what to commit, and what to abandon, with the bets revised as the environment shifts.
The framework →The standing operating model that delivers the strategy: decision loops with named owners, accountability that holds, and outcomes scored by the value the work earns.
The architecture →Five values carried over from Fugue, the firm ForesightOps sits inside. They shape how the research gets done and how we work with the people who run against it.
The methods come from running the work.
- Jonah certification, Theory of Constraints (Goldratt Institute)
- Author, "Designing Resilience"
- Founder and curator, LeanWX NYC (8 years)
- Design-Thinker-in-Residence, NYU Stern School of Business
- Architect, Adaptive Strategy Framework and PRISM
- Co-creator, Outcome-Owned Architecture and OEEM
Thirty years in strategy design, strategic foresight, and innovation. Will has led transformational initiatives for Fortune 50 companies across fintech, pharma, healthcare, insurance, and e-commerce, as the executive accountable for them, as well as for start-ups and nonprofits.
His work integrates foresight and strategy with human-centered design to shape markets and increase profitability. He has designed and built enterprise digital and product transformation offices that sustain cultures of continuous discovery and delivery, and has guided clients through the behavioral and culture changes that make those offices hold.
The engagements are operator work at scale. He restructured IT, the enterprise PMO, and the business technology teams at a top ten workers' comp insurer into a four-tier governance model, and set a three-year enterprise roadmap that rationalized demand against the steering committees. He redesigned a Fortune 50 healthcare company's global IT strategy, structure, and processes, including the culture change and decision-making underneath, and moved 85 percent of its business compute to the cloud using Lean principles, cutting IT spend 40 percent over four years while raising service delivery fivefold. He led the shift of a global Fortune 200 pharmaceutical company from a siloed, regionally aligned operating model to a product-driven organization, redesigning teaming, governance, and the regulatory and compliance processes to reduce time to FDA approval.
He founded LeanWX NYC, the conference on the future of work, and curated it for over eight years, bringing together design thinking, product strategy, lean process design, complexity theory, and DevOps. He has lectured as Design-Thinker-in-Residence at NYU's Stern School of Business, run a design innovation workshop with Simon Sinek at TED Global, and given keynotes at SxSW, TEDx, and Agile Alliance. One of his enterprise architecture transformations was presented as a case study at the DevOps Enterprise Summit.
He holds a Jonah certification in Theory of Constraints from the Goldratt Institute, and authored "Designing Resilience: The Strategy, Structure, and Spirit of Enterprise Agility." He is the architect of the Adaptive Strategy Framework, PRISM, and the ForesightOps diagnostics, and co-creator of Outcome-Owned Architecture and the Outcome Earned Economic Model. He lives in Boca Raton.
- First author, "A New Physics of Work" (the OOA whitepaper)
- Co-creator, Outcome-Owned Architecture and OEEM
- Commercial architectures and global solution taxonomies
- GTM structures, pricing models, and deal frameworks
Jamie builds commercial traction from technical capability. Whether the client is a Fortune 500 stuck in transformation fatigue or a services firm trying to mature its go-to-market, she makes sure the story, structure, and numbers line up. She does not do it alone. She surrounds herself with a capable group who are good at the things she is not.
She is a leader-builder. Her teams routinely say they feel empowered to operate with autonomy, are given the conditions to build mastery, and have a voice in the direction the work takes. Creating a culture of rising tides is the part she names as her greatest professional joy.
For clients, Jamie and her team break complexity into financial and operational clarity: what to build, buy, or fix, and what it is worth. Their work has uncovered tens of millions in trapped revenue and shifted teams from reacting to building deliberately. They also roll up their sleeves and do the work, and they do not just leave clients with slide decks and assessment results. She has delivered mission-critical software, governance frameworks, and operating models inside client engagements.
Brought in by an employer, she builds revenue engines and force-multiplies the skills of a leadership team, creating the conditions for scale while turning abstract capability into repeatable offers: go-to-market structures, pricing models, vertical plays, and frameworks. She has built global solution taxonomies, commercial architectures, and deal frameworks that moved organizations from "we can do this" to "we sold it, and it delivered for us and our clients."
A practitioner at heart, she is often in the thick of an engagement doing the client work, on the view that there is no better way to test the theory than to be where it is supposed to work and adjust as she goes. She has little patience for vague abstraction that has not been proven in the field. A utility player who leads from the back, she works best with companies serious about scaling what they already do well, where the intent is real, the leadership is engaged, and the goal is structure that drives growth.
She is first author on the OOA whitepaper, "A new physics of work," and co-creator of Outcome-Owned Architecture and the Outcome Earned Economic Model.
The research is open. The instruments are yours to run.
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