By Suzy Frisch

Our world is changing at a lightning- fast pace, with no sign of slowing down. From emerging technologies like generative artificial intelligence to economic and political instability, the speed and scope of change can leave people feeling anxious and unsteady.

Figuring out how to navigate this environment, both personally and as city leaders, can be challenging. Yet there are ways to move forward with more confidence. Even as governments, businesses, and individuals are bombarded with new technologies and trends, they still have control over how they respond and shape the future they want to see, said Crystal Washington, a certified futurist and technology strategist.

Washington will be the futurist keynote speaker at the 2026 League of Minnesota Cities Annual Conference June 24-26 in Rochester.

“We live in one of the most unpredictable times in human history,” Washington said. “With people not knowing what’s going to happen next, everyone wants to know how they can prepare in this environment, budget in this environment, educate children in this environment, decide on a career in this environment. None of us have experienced this level of uncertainty.”

In her keynote address, “Future-Proof Yourself: Innovate and Thrive in Times of Uncertainty,” Washington will share strategies for approaching the future with intention while reducing stress and reactivity in the process.

Recognized by Forbes as one of the Top 50 Leading Female Futurists, Washington has served as a strategy partner for numerous Fortune 100 companies, including Google, Microsoft, and American Express. She is also the author of two books, “One Tech Action” and “The Social Media Why.”

A guide to the future

Washington was a futurist before she even knew the role existed. Early on, she showed a talent for solving problems and identifying technologies that were about to gain traction. She also developed a knack for explaining complicated concepts in a clear, jargon-free way.

Over time, Washington built a reputation as an interpreter and guide to new trends, skills she first honed during her career in sales and marketing for a large hotel company.

In the mid-2000s, when social media was catching on, Washington recognized its potential to transform how businesses build relationships with customers. She asked her boss if she could develop the hotel’s social media strategy. When the answer was no, Washington left and started her own agency in 2007.

As her business grew, companies began asking Washington to help them better understand social media and other budding technologies. Over the years, she has advised clients on everything from big data and blockchain technology to augmented reality and, more recently, generative AI. Her approach focuses on helping audiences understand what these technologies are, how they work, and why they matter.

A key message Washington shares with audiences is how to cope with the rapid pace of change. Generally, she encourages people to view change as an opportunity, instead of reacting with fear.

“I will show people that even in the darkest situation, you can see the opportunities if you have the right lens,” Washington said. “You can see that something might not be the best situation, but that it’s a vehicle for making something good from it.”

Developing that mindset does not happen overnight. But Washington believes it is a skill that can be learned. She encourages audiences to become “mini-futurists” who can evaluate possible scenarios and think strategically about what might unfold down the road.

“What I want people to walk away with the most is that even though things are changing, and even though it’s hard to predict how things will change, there are some things that are more predictable than they think,” she said. “I also want them to know that based on human history, we’re going to come out on the other end of this. It’s just a matter of making smart decisions now based on the resources we have. We have to be kind to ourselves as we navigate this change.”

A roadmap for navigating change

Washington does not believe technology alone can solve every challenge. In fact, she cautions cities against chasing trends or becoming early adopters simply for the sake of innovation, especially when taxpayer dollars are involved.

Instead, she recommends focusing on people. Cities can identify solutions by bringing people together to share ideas, volunteer, and highlight community needs. At the same time, leaders should recognize that not everything must be overhauled in response to change.

“Ultimately, we want to figure out what makes sense to serve our communities and our people. Technology should serve people and not the other way around,” Washington said. “There is a reason some legacy systems are in place. We want to make sure that we are making thoughtful decisions and leadership that is first and foremost open. All the technology in the world will fail if leadership is not open.”

One way cities can adapt to change is by tapping into the public’s deep knowledge of their communities and their fresh ideas. Residents often have valuable insights and creative ideas about how to address local challenges. City employees are another powerful source of ideas.

“It’s been my experience that anyone working in city government is there because they want to be there. They are changemakers and they care about people,” Washington said. “If they see that their efforts impact people, they will deposit even more innovation and ideas that are helpful.”

Creating space for ideas

Encouraging ideas is important, but leaders must also create a structure that allows those ideas to be shared and considered.

Washington points to Starbucks as an example. For more than a decade, the company ran an online platform called My Starbucks Idea, where customers could submit feedback and suggestions. The program generated more than 150,000 ideas and allowed both customers and employees to vote on them. Many popular offerings, including pumpkin spice lattes, free Wi-Fi, and happy hour specials, came from the platform.

Cities can learn from that approach. Residents and employees often have rich insights into how things could be done better, more efficiently, or in ways that save money. But people may hesitate to speak up if they worry about job security or offending someone in a position of authority.

To encourage participation, cities should create formal processes for collecting ideas, discussing them, vetting them, and acting on the best ones. Just as important is sharing the outcomes.

“If people see you using ideas and giving credit to people giving the ideas, other people will rush in to help too,” Washington said. “They see innovation is welcome and appreciated, and it’s making lives better.”

Diversity strengthens future planning

Cities that embrace a wide range of perspectives are also better positioned to thrive in the face of change and excel at planning for the future.

Washington emphasized the value of bringing people together with different jobs and expertise, who speak a variety of languages, who hail from different cultures or geographic areas, or who represent multiple generations.

“As a futurist, what I know is that when you have a variety of people doing ideation and thinking about solutions, you will have a much wider breadth of options that are presented than if it’s people with the same backgrounds,” Washington said. “When it comes to creating innovative ideas, a team that is diverse will beat a team that isn’t every single time. It’s very powerful.”

Washington herself is currently pursuing a master’s degree in foresight, a field focused on studying possible future scenarios. Foresight has been around since the 1960s and examines a range of potential outcomes that could unfold over time. By considering multiple possibilities, organizations can better prepare for risks and identify opportunities.

“At the end of the day, we want to give clients alternative futures so that they can prepare against them,” Washington said. “You can’t control everything that is going to happen in the future, but you can be prepared and lessen the shock.”

Through this kind of preparation and perspective, city leaders can guide their residents, employees, and other stakeholders with greater confidence about what lies ahead.

Suzy Frisch is a freelance writer.