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From the Science of Accelerated Evolution
Career & Business · predictive thinking examples
What Predictive Thinking Actually Looks Like When the World Is Uncertain
In early 2020, when the world was planning for a three-month disruption, two people got on a community call and asked a different question: what if this lasts two years? That question, grounded in pattern reading across thousands of people and industries, is one of the clearest predictive thinking examples available. This article shows what that kind of intelligence looks like and why it changes how you plan, build, and act.
Antano & HariniPersonal Evolution Scientists · Watch + read
Short on time? The video shows the change happen live. The article below walks it step by step.
The things to take from this
001Predictive thinking is pattern reading, not prophecy
The clearest predictive thinking examples are not about certainty. They are about reading patterns across many people and contexts, identifying what is probable, and acting on that probability before others do. Being wrong sometimes is built into the process. What matters is that the direction of the bet protects you if the low-probability scenario turns out to be real.
002The question you ask changes what you build
Asking 'what if this lasts two years?' forced a different kind of planning than 'how do we survive the next quarter?' People who sat with the two-year version of the question started creating assets, shifting business models, and making decisions that remained sound regardless of how the situation resolved. The quality of the question determines the quality of the preparation.
003Asymmetric planning is the real skill
Antano Solar John describes a specific logic: if you plan for two years and it resolves in three months, you are still safe. If you plan for three months and it runs two years, you are in serious trouble. Predictive intelligence produces asymmetric plans, ones that protect you against the worst case without costing you anything meaningful in the best case.
004Emotional state and predictive capacity are connected
The transcript makes an observation that goes unnoticed in many business frameworks: people can age faster and lose mental alertness without realizing it. During the 2020 community call, 20 to 30 percent of participants had businesses that were already crashing, even though 80 to 90 percent appeared emotionally stable on the surface. Predictive capacity is not just strategic. It depends on the sharpness and clarity of the person doing the reading.
Part 01
The Question Nobody Else Was Asking in Early 2020
When the first lockdowns were announced, the dominant planning horizon across businesses was three months. Optimists said six. The general assumption was that the disruption was temporary, that it would pass like other acute crises had passed, and that the right move was to hold on and wait for normalcy to return.
Antano Solar John and Harini Solar took a different position. Not publicly, not as a prediction for others to follow, but as an internal orientation. They got on a call with their community and asked a single question: what are you going to do if this does not change for the next two years?
That question was not based on speculation. It was based on pattern reading across decades of work with people in business, medicine, education, and technology across 13 countries.
The question landed differently for different people. For some, it opened a planning mode they had not accessed. For others, it created discomfort, because two years required a fundamentally different kind of decision than six months.
The immediate response in the room was telling: some people began thinking about what assets they would build, what relationships they would deepen, what structures they would put in place. Others stayed in the shorter frame and waited.
This is one of the many concrete predictive thinking examples available from that period: not a public forecast, not a media headline, but a private question asked to a specific group of people that changed the decisions they made in the weeks that followed. The businesses that planned for two years did not suffer when the two years arrived.
The ones that planned for three months had to keep replanning, each time from a weaker position.
Part 02
What Pattern Reading Actually Looks Like in Practice
Many people confuse predictive intelligence with prediction. Prediction implies certainty, a claim that a specific thing will happen at a specific time. Pattern reading is something different.
It is the accumulation of enough context across enough people and situations that you can assign realistic probabilities to scenarios that others are not even considering.
Antano Solar John is explicit about this in the video. He says directly: I have been wrong many times. The difference is that you can be wrong sometimes in your prediction and still succeed.
That statement captures something important about what real predictive thinking examples look like. They are not correct calls on a scoreboard. They are probability-weighted orientations that create asymmetric protection.
The pattern reading that produced the two-year question came from years of working with thousands of people across 50 industries. When you have seen what happens to businesses, relationships, and physical health when people operate under sustained pressure, you develop a different read on what extended disruption actually does to human systems.
The COVID pattern matched something that had been seen before in different forms: situations where the initial shock was visible but the compounding damage was invisible until it was too late to correct.
This is why predictive intelligence is a skill, not a gift. It is built through exposure, through the capacity to read what is actually happening in people and systems beneath the surface presentation, and through the discipline to act on a probability assessment even when the social consensus is pointing in a different direction.
The people who had developed that skill in 2020 were not smarter. They had seen more patterns and had built the capacity to read them accurately under pressure.
The video also raises a point about aging and mental alertness that connects directly to this. You can lose predictive sharpness without noticing it. The capacity to read patterns accurately depends on the quality of your own state, on how clearly you are processing information, and on whether the filters you are using are current or outdated.
This is why the development of predictive intelligence is not purely intellectual. It is tied to the ongoing sharpness of the person doing the reading.
The pattern, as a circuit. One trigger, and it runs the full loop on its own. A pattern runs from one source. That is why it returns no matter how much effort goes in at the surface.
Part 03
How Asymmetric Planning Changes What You Build
The distinction
Rakesh ran a training business in 2020. His entire model depended on in-person delivery. When the lockdown hit, his instinct was to wait.
Three months seemed survivable. But the question he sat with after the community call changed his frame entirely: what if this is two years? That question forced him to build a digital delivery infrastructure he had been postponing for years.
He did it in six weeks. When the lockdown extended, and then extended again, he was already running a business that worked in both conditions.
That is what asymmetric planning produces. The plan Rakesh built for two years was not wasted when parts of the world opened earlier than expected. The digital infrastructure remained.
The client relationships he deepened during that period remained. The new revenue streams he created remained. Planning for the harder scenario did not cost him anything when the easier scenario arrived, but it protected him completely when the harder one did.
This is the logic that sits behind strong predictive thinking examples across industries. A manufacturing company that reads demand disruption six months early and builds inventory accordingly does not lose anything if demand holds. A personal brand that reads the shift to long-form content two years before the algorithm changes does not waste its content investment if the change comes later.
The asymmetry is the point. You are not betting that the prediction is correct. You are building in a way that remains sound across multiple possible futures.
The skill that Antano Solar John describes is the capacity to hold this kind of scenario in mind with genuine seriousness, not as a thought experiment, but as a real planning input. Many people dismiss the low-probability, high-impact scenario because it feels uncomfortable to act on something that has not happened yet.
The people who build predictive intelligence act on the probability before the event, not in response to it. That timing difference is where the advantage lives. By the time the scenario is confirmed, the window for asymmetric positioning has already closed.
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Surface work bounces. Advice, effort and willpower operate at the level of conscious thought, so they bounce off. The pattern runs one level below. Change it there, and the old loop has nothing left to run on.A × T = C™. Antano and Harini's formula: Adjustment times Time equals Consequences. Effort on the wrong adjustment barely moves the needle in decades. The right adjustment, made once at the source, compounds for years.
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Predictive IntelligenceThe capacity to read patterns across people, industries, and situations and assign realistic probabilities to future scenarios, producing decisions that protect against high-impact outcomes before they become visible to others.
Asymmetric PlanningA planning approach where preparation for the worst-case scenario carries no meaningful cost in the best-case scenario, but provides full protection if the worst case arrives.
Pattern ReadingThe skill of identifying recurring dynamics across different contexts and people, built through sustained exposure to a wide range of human situations, used as the basis for probability-weighted decisions.
Time CompressionThe acceleration of learning and capability development that occurs when someone draws on condensed experience across many people and situations, rather than accumulating understanding through personal trial and error alone.
Questions people ask
What is an example of predictive thinking in business?
One of the clearest predictive thinking examples from recent history is asking 'what if this lasts two years?' at the start of the 2020 lockdown, when the social consensus was planning for three months. Businesses that sat with the two-year question built infrastructure, assets, and client relationships that remained sound regardless of how long the disruption ran. That orientation, grounded in pattern reading rather than guesswork, is predictive thinking applied directly to business planning.
Is predictive thinking the same as forecasting?
No. Forecasting commonly aims at a single outcome with a claim of accuracy. Predictive thinking is about assigning realistic probabilities to multiple scenarios and building in a way that remains sound across them. Predictive thinkers are not trying to be right every time. They are trying to structure decisions so that being wrong on the timing does not produce catastrophic outcomes.
Can predictive intelligence be developed or is it innate?
Predictive intelligence is a built capacity. It develops through exposure to a wide range of people and situations across industries and contexts, combined with the discipline to read what is actually happening beneath surface presentations. It also depends on the ongoing sharpness and clarity of the person doing the reading. People who have worked across many domains and maintained their own mental alertness tend to develop stronger pattern reading over time.
Why do many people miss predictive signals?
Two factors are common. First, people filter incoming information through the assumption that the present situation resembles past situations they have handled. When a genuinely novel pattern appears, they map it onto a familiar frame and miss what is different. Second, acting on a low-probability scenario before it is confirmed creates social discomfort. The social consensus in early 2020 was three to six months. Acting as though it can be two years required holding a position that many people around you would not validate.
How does emotional state affect predictive capacity?
Significantly. The sharpness required to read patterns accurately depends on the quality of the person's own processing. Sustained pressure, unresolved uncertainty, and compounding stress all degrade the clarity with which someone reads incoming information. This is why predictive thinking is not purely a cognitive skill. The person doing the reading needs to maintain their own mental alertness and state quality, particularly during periods of disruption when the quality of decisions matters many.
The full session, in text
Read the full transcriptFor readers and search engines
But the interesting thing for me about all of that is that you can age faster and not know that you are aging faster. And when I saw people going through that, it was very shocking. Now it was not only about the age, it was not only about the wrinkles, but sometimes even their mental alertness. How many of you remember when you heard the first time you heard this news that there is going to be a lockdown? You remember that. And do you remember the predictions around that time? You remember people saying it will come, it will pass, and it's just a wave. And people were planning how to be ready for the next three months, at best six months. But Harini and I, we knew that it was not going to stop at six months. It might, but there is a large chance it wouldn't. So one of the things we in fact did is we got on a community call, and immediately the first community call we did with the EIS is we said, what are you going to do if this doesn't change for the next two years? How would you plan for it differently? How would you think through your business differently? What assets would you create if you know that it is going to last for two years? And it's not astrology. He's thinking out, you know that. It's just that we meet people and we understand patterns. And when I was looking at what was going on, it was a probability guess that it's likely to stay longer. I've been wrong many times. The difference is you could be wrong sometimes in your prediction and still succeed. For example, what would you do if this lasts for two years? It's OK if it went away in three months. You're still safe. But then I think it's an important intuition to know that it could go on for two years. So, you know, the challenge with that anyway was that we got into that community call with the EIS and our first call, and this we only did with the Excellency Legislation Specialist, the big part of this back then, and we said if this is going to last for two years, how are you going to be prepared for it? Now, right after that, what literally happened is although 80, 90 percent of the participants were doing really, really, really well emotionally, there were easily 20, 30 percent of the participants whose business were crashing. They either had to shut it down or they had to they were going bankrupt. If they had debts of three crores, it piled up to like, say, 10 crores. You know, so everything was exaggerated. Everything was exaggerated. You know, like, you know, if we had like three people, you know, out of every, say, 25 saying there's an extramarital affair, it became three in every 10. So everything was just so exaggerated. And those four or five months, Harini and I were, see, the problem is with predictive intelligence, you are patterning, which means when you meet people enough number of times, especially, you know, when you're doing when you're doing when you're predicting external outcomes based on internal capabilities. See, one of the things that I believe that excellence installations is completely different from anything else out there is the fact that you can do NLP for internal patterning. You can understand how a person thinks. You can understand what's going on in their mind. How are they making pictures? How are they hearing sounds? You could do meditation for internal changes. You can do so many things. And then for external outcomes, you can do, you know, coaching, consulting, life coaching and, you know, career guidance. And and there are so many other business consulting. There are so many other things that you could do. But predictive intelligence is the ability to know precisely the internal changes that you do. In what ways does it change the external outcomes? That's why when we do a program like CTD breakthroughs, we are able to so definitively tell people that we'll identify two things about you from any aspect of your life. We'll identify many things about you, but we'll pick two things about you that when you get a breakthrough from this, you'll definitely have a financial breakthrough in three months. The reason we are able to do that every single time is because we understand the connection between the person, the environment they are in, the industry they are in, the family they are in and how all of this interacts with each other, like very intuitively. But remember, intuition is also learned sometimes. You sometimes, you know, validate again and again and again. You're in an environment. How many of you, you know, you are so intuitive in certain things, but when it comes to certain other things, you have no clue whatsoever. Right? Like, you know, like some of my friends are like very, very, very, very good when it comes to bug fixing. You know, you open a computer software and ask them where is the bug, they'll find it. But I'll never ask them for a way to invest money in stock market. So, and they intuitively find it. You know, they just, and some of them are so good, like there could be a thousand lines of code. They'll just keep scrolling like this and they'll stop and then they look closer and that's where the bug would be. But then that kind of an intuition comes because they have been learning to do it again and again and again. So most intuition is a learned intuition. It's patterned based on repeatable things that you can validate. Now, the challenge when something like a pandemic affects the world is that the predictive intelligence, especially that we use with excellence installation technology, is suddenly without a reference. Meaning, Harini and I have the same abilities, but we don't have the map anymore because the map is just wiped out. It's like imagine if somebody took you from Earth and put you in another planet, which has the same gravity as Earth, but then the geography is completely different. You have to chart the territory all over again. And that was a very, very, very difficult job. So in order for Harini and I to help the businesses that were failing, the schools that were shutting down to stay afloat, we actually came up with radical solutions to them, which in a pre-pandemic world would have never worked. But in the pandemic world, those specific solutions were solutions that can work. Now, how do we know that? We can only know that because we are remapping and re-charting and re-establishing the map all over again. And that can't happen by me going to a meditative state and just processing things in my head. I have to understand how the world has evolved or how it is co-evolving. So that particular phase, Harini and I had this huge, huge, huge, huge responsibility that we had taken upon ourselves on, okay, the world is crashing, but we have a huge community support. And suddenly there's everything increasing, the conflicts inside of homes and the businesses that were failing. See, 90% of the community did well. But even if it's 10% of the community, there's still 100 families whose marriages are falling apart. And if it's another 10% whose businesses are falling apart, it's again 100 families whose businesses are falling apart. And the most important challenge that happened at that time is suddenly, out of nowhere, I had an intuition that when I was working with people and we were creating this map again, we had this intuition that, oh my God, people are going to fall sick. And what are we going to do? And then I suddenly remembered that John Grindert had sent me a procedure called the COVID recovery procedure. Until then, I had not taken it seriously. I'm like, okay, this is good. It's a variation of a procedure I've already done before. I've told a lot of people about how there was a girl who had actually come and she had this, she brought a sister and then she was talking about pain in the arm and I said, I did this procedure called age regression. And then right after that was done, the girl said there was no pain. But what was interesting is when the sister exclaimed that there was a physical lump there which had vanished. Now, John Grindert's code procedure is not very different from that in that you're going back and taking archaic files of what has worked and you're teaching your neurology to learn it again. And a lot of people think of this as you're changing at the emotional and psychological level. Yes, we do that as a prerequisite. In fact, the first line of John Grindert's statement says that, you know, before you do this procedure, ensure that the person does not have a state that can hinder the effectiveness of what this procedure can do. So, yes, we have to take care of their emotional well-being. But the procedure in itself gets the body to respond to the virus differently. And that's brilliant because it's actually working at the level of enhancing the immunity itself. And so I went back to the procedure that John Grindert said. I got a second, I think that was a third community call. I called the community on a call and I said, listen, I have a feeling that this thing is going to go rapidly scaling up. So I'm going to teach you this John Grindert procedure. We did it for everybody on the call as a protection. And then we said that, you know, it's going to go rampant. So I want you to be equipped to take care of your loved ones. Here is the procedure. And three days later, just three days later, the entire country was like, like suddenly out of nowhere, three days later, the entire country had like rampant COVID attack. So, Harini and I, when I look back at all of those days, it feels like what we were on, the only thing that we were doing is certainly we've been taken out of Earth and put into a new Earth with a different geography. And then we're just like mapping, mapping, mapping, mapping, mapping, mapping what has happened to the world, mapping what has happened to the body, mapping what has happened to the businesses, mapping how our families relating differently, and thereby being able to create an ATC that is relevant for the world that is today. Now, somewhere in the process of doing that, I realized that a lot of people weren't fully back in their energy levels, even if they did not know that they're not fully back. Do you get what that means? Imagine you have a fast car and you know you press the accelerator and it goes like zz, like to like say 200 kilometers per hour. And then you're used to driving that. And then suddenly you don't drive your car for like say a few months. And now you get into the car and you press the accelerator and it goes fast, but only to 120. Now imagine if you do not have a speedometer and you have forgotten how fast that car can go. What you're going to think is that that's the top speed of the of the car. Now, the memory issue is not new anyway, because that's the reason why Harini and I do this video logging. By the way, I have a question for you, an interesting question. Since some of you are going to learn installations here, is it possible that someone is, you know, couldn't drive a car and then they suddenly can learn to drive a car and they don't remember that they couldn't drive a car once upon a time? Is it OK? Yeah, so is it possible that I'm going to repeat for those of you who didn't hear it. Is it possible that someone doesn't want to learn a car but can't drive a car and then they suddenly learn to drive a car and then after a while they try to think back about can I drive a car? And they think that they have been they've been able to drive a car all their life. They don't they don't remember that they couldn't drive a car. Is that possible? How many of you say it's not possible? Oh, my God, nobody. OK, Pooja. OK, how many of you come and think about it? Be honest. Like how many of you think that what are you talking about? Yeah, how many of you think that it's not possible that someone doesn't remember that they couldn't drive a car? OK, now what's going to be shocking to you and wonderfully revealing is when you start learning to do installations, you're going to notice that someone. Couldn't do something and then they could, but then they don't remember that they couldn't do what they can do right now. It happens all the time. OK, it happens all the time. It happens with you. It happens. I realize it happens with the fellowship team. I realize it happens with me because there was once, you know, Harini and I, I was learning to sing and then and then, you know, I was putting like lots of hours into it. And this is one of those times I was putting in like excessive amount of hours, you know, going in the morning five o'clock and he doesn't teach me to sing. He makes me breathe like I don't know why I find all the teachers who never teach me what I want to learn. They teach everything else and they find me. I don't even find them. Like when I was young, I wanted to learn chess. I was just playing chess in the tournament and this man comes in and he says, you know, I'm going to teach you how to play chess better. Like great. And then he comes home at five o'clock and makes me do yoga every day. Yeah, I found something very similar recently. And this man was makes me breathe through these breathing exercises for hours together. And then and then and then, you know, and then whenever he teaches singing, it's never singing, but just the Hindustani base. And and then I was always used to try to sing my English songs. And I'm like, hmm, is this sounding different? And I'm like, this is exactly how I sounded earlier. And I'm like, he's a very good man and he's very skilled. Every celebrity in the country, when they want to improve their voice, goes to him. So maybe something is happening internally. It's not yet showing in my voice. So I kept doing that again and again and again. And one day I was singing and it was just humming and he was like, oh, my God, your voice has improved so much. And I'm like, honey, but this is how I always sang. Now, that's I think it's when it when it happens for good things, it's it's kind of sad because then you stop. So sometimes you stop doing the things that you are that you should continue to do. And for me, for example, it could have been easy for me to have just stopped classes with my singing teacher. But thank God I had Harini. Like she was like, hey, it's gotten better. You have no idea what this has done to you, what it means to you. So continue and put everything you've got into it. So I kept doing it. Now, for the participants who come for the events, Harini may not be able to say that every time. So we have this thing called the video log. So when people come for the first time, there's a video log and then people come up to up after six months. There's a video log. And it's when they see these two videos together, they remember, oh, my God, this is what used to happen. And this is what is happening right now to the point we have candid shots of, you know, sometimes people saying, who is that? And yes, so memory cannot always be reliable. And especially when it comes to your body and how much you can do with it. It's a very, very, very, very poor reference to know, is this how you were? But remember, Harini and I are in the business of remembering these things. I don't need video log to remember how somebody was before and how somebody was later. I may not remember that person's name, but I will remember that wrinkle in the forehead. And I will remember that it isn't there now. And the reverse is also true. I can remember how old they look and how old they're beginning to look. And what started shocking me is I met people and in fact, I met somebody from the fellowship team first. And that's when it really shook me. I mean, I started developing this pattern before that. But it was when I met somebody from the fellowship team should come down to Chennai. And I saw her and her eyes were wrinkled all over here in as if she had aged like 10 years than she's supposed to age. By the way, how many of you believe that most people on the planet age a lot faster than their body needs to? You do. Okay. Now, for a lot of people, COVID just accelerated that. Okay. So in fact, when we were helping one of the singer, you know, is a Padma Sree awardee. When one of the recent things she said is she said, I'm just old. What can I do? There's a retirement age for singers. And I said, well, there is a retirement age for singers. And that is because at a particular age, the body doesn't have the same strength as it had when they were young. But you haven't hit that age yet. But your body has hit that age 10 years ahead of you. So maybe we can reverse that for you and give you another 10 years of your youth and vitality. And obviously, right after that work, she went back to her concerts in the middle of the pandemic. But the interesting thing for me about all of that is that you can age faster and not know that you are aging faster. And when I saw people going through that, and it was very shocking. Now, it was not only about the age. It was not only about the wrinkles, but sometimes even their mental alertness. Sometimes we met people who are like. So sharp and remember everything. And then suddenly in the pandemic, we meet them. And I'm like, this is this is not the intelligence of the person that I dealt with. And I'm thinking, what is going on? So then in the middle of that, when we were actually because, you know, for me, it's it was like a compounded problem, because suddenly we took on the responsibility of ensuring the business scale. Based on who I know that person to be. Now, now, now imagine, you know, you've gotten like you're signed up as a director, producer of a big movie. And you've got Shahrukh Khan as the hero. And then you're about to produce that movie and Shahrukh Khan is not that a lookalike has come with no acting skills. Now, not only do you have. Not only do you have the challenge of, you know, how do I make a hit movie? Like, how do I teach this guy to act again? So when some people develop brain fog, it felt like that it felt like I can't trust their intuition. Now, some of you know that there are sometimes when you do business intelligence work with people. I get the map from them. They may not. They may have. They may not know it consciously, but a lot of stuff. You remember internal external, the external stuff that I get about certain businesses comes from that person. But if I can't rely on that person's intuition because they're going to bring fog, then what do you do? So now you have to help their business, but I can't find them reliable for me to feed off the information that I need. So what do you do? So in the middle of that crisis where we're certainly handling hundreds of families, you know, going to divorce, hundreds of families where business are crashing, under the families where there are challenges. In the middle of all that, it became very evident to me that something is happening in the body, mind and brain. And that is not yet discovered by medical science. See, right now, people know there is long covid. But if you go back to the time when I released the procedure and this is not John Green's procedure. This is my procedure. It's Andrew and Harnie in the middle of the pandemic created this procedure, not the code recovery, the post covid. We call it vitality booster now. And if you go back to the time and we released the vitality booster, there was no scientific documentation. There was no medical reports of long covid. But it was evident if you could see it was everywhere. People had less energy. They had less clarity in their thinking and who they were as a person was changing. So in the middle of that, Harnie and I thought now the best way to help people overcome the situation is now this is not for everybody. But even if it's for 25 percent, that's a big number. The best way to help people regain their businesses and everything that's going on in their life is help them get back to optimal states as they were before this ever began. We never like to complete our video without giving you the opportunity to personally evolve and launch your legacy. Imagine for a moment what would it feel like when you are impacting the world positively so much are impacting the world positively so much and enhancing your business, your health, your family and legacy. All of this together simultaneously continuing to grow leaps and bounds fast and smoothly. If you've got the right motives, we believe Antono Narni will be able to help you launch your legacy in compressed time. Get excellence installation based personal evolution and keep making a difference starting with yourself now. Antono is beyond my thinking in his capability, ability, understanding and I felt how can he can read me or my emotions also so well. He is amazing. He is a God sent gift to me. So maybe Antono is maybe way way younger than me, Antono Narni but for me they are like mother and father. As a doctor you know that when you're happy the way the body and brain develops is much different.
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