Alex Edmans
Professor of Finance, London Business School | Bestselling Author of Grow the Pie & May Contain Lies | Thinkers50 Radar | TED Speaker on Purposeful Business
Futurist & Strategic Foresight Expert | Inventor of the Word "Podcast" | Founder, Hammersley Futures & Agathonic.AI | WIRED Editor-at-Large | BBC Presenter
Ben Hammersley coined the word "podcast," reported from Afghan combat zones, and advised governments on national security before becoming one of the world's most sought-after futurists. His frameworks on Adaptive Futurism and Cognitive Risk give senior leaders tools to think clearly about a future arriving faster than their mental models can handle.
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Ben Hammersley is one of the most unusual figures on the global keynote circuit. He coined the word “podcast” in a 2004 article for The Guardian, a term later named Word of the Year by the New Oxford American Dictionary. He was an embedded war correspondent in Afghanistan and Beirut before most technology commentators had left their desks. He has advised the UK Foreign Office, the European Commission, and the US government on national security and digital strategy, presented a BBC series on cybercrime that now streams on Netflix, and even built his own satellite. When he talks about the future, he is not extrapolating from trend reports. He has been living in it for three decades.
Futurist speaker Ben Hammersley is the Principal of Hammersley Futures, an international strategic forecasting consultancy that helps corporations and governments think clearly about the future, and the founder of Agathonic.AI, which develops cognitive technology for synthesizing emerging knowledge. He is Innovator-in-Residence at the Centre for Creative and Social Technologies at Goldsmiths, University of London, and a Fellow of both the Royal Society of Arts and the Royal Geographical Society. His client list spans Pfizer, HSBC, Deloitte, ICANN, NATO, and heads-of-state summits. He was appointed the UK Prime Minister’s Ambassador to Tech City and has served on the European Commission’s High-Level Expert Group on Media Freedom.
His career has always run along three interconnected tracks, journalism, technology, and strategic foresight, and it is precisely that multidisciplinary combination that makes his frameworks work. As the first internet reporter for The Times, he grasped early that understanding digital transformation required being a practitioner of it, not merely an observer. He went on to become Editor-at-Large at WIRED UK, which he joined at launch, while developing technical expertise in the data standards that would become the semantic foundations of modern AI. He has authored five books, including 64 Things You Need to Know Now for Then and Now For Then: How to Face the Digital Future Without Fear.
Hammersley’s current work centres on two concepts that define his intellectual contribution: Adaptive Futurism, the mental models and practical methods needed to navigate a future that changes faster than conventional forecasting can track, and Cognitive Risk, the overlooked danger that the mental tools leaders use to make decisions are themselves obsolete. As AI rewires entire industries, these frameworks offer executives something most futurist presentations do not: a way to upgrade their own thinking, not just receive new predictions.
As a speaker, Ben Hammersley is consistently ranked among the highest by event organisers. He has addressed audiences ranging from 10,000 hackers to closed heads-of-state summits, from global marketing agencies to investment bank boards. His keynotes are individually crafted to the client, backed by decades of stagecraft, and designed to leave senior audiences with sharper questions, better cognitive tools, and a clearer, if occasionally unsettling, view of the world they are actually operating in.
Most futurist presentations rely on buzzwords, misunderstood technologies, and trend-hopping dressed up in concept art and FOMO. They are entertaining but rarely useful. Hammersley takes the opposite approach: a rigorous, evidence-based assessment of which technologies and shifts are genuinely significant, which are overhyped, and which are outright fraud. Drawing on his work advising governments and global corporations on digital disruption, he shows why the heart of strategy is knowing what to ignore, and gives audiences a practical filter for distinguishing signal from noise.
The cognitive tools that made leaders successful in the last decade are becoming liabilities in this one. Hammersley's signature framework, Adaptive Futurism, addresses not just what the future holds but how to upgrade the mental models needed to navigate it. Drawing on crew resource management, extreme-environment psychology, and strategic foresight, he gives executives practical thinking tools: how to plan when forecasting is unreliable, how to build resilience without sacrificing speed, and how to decide well when the information environment itself is compromised.
Organizations have become sophisticated at managing financial, operational, and reputational risk. Almost none of them systematically manage Cognitive Risk: the threat that the mental frameworks their leaders use to interpret the world are outdated, biased, or simply wrong for the environment they now operate in. Drawing on his work across national security, AI development, and organizational strategy, Hammersley makes the case that Cognitive Risk is now one of the most consequential exposures any enterprise carries, and outlines what boards and executive teams can do about it.
Innovation is the most misunderstood concept in modern business. The word is misused, the benchmarks are wrong, the role models are misleading, and the metrics organizations use to track it measure the wrong things entirely. Hammersley, who has studied innovation across cultures, industries, and centuries, from Silicon Valley to wartime logistics to the spread of printing, cuts through the mythology to reveal what genuinely drives it: not technology adoption or startup culture, but specific, learnable cognitive and organizational practices any enterprise can develop.
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