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The photo is from an event I did for an insurance company — an industry that is set to be disrupted in a significant way as direct-relationship business models increasingly take hold. I’ve written and spoken about this extensively, such as in my post, Insurance & Innovation – The Challenge of Change.

People are locked into patterns. In big organizations, that routine develops a structure that is often necessary, but which can choke off creativity and innovation. This leads to a disease that I’ve come to call “organizational sclerosis” – which clogs up your ability to respond to rapid change.

How do you get around this? Try to do something new every day – set your mind to it! Take a look at a trend which is impacting you, and rather than worrying about it, take on some type of activity which helps you to confront it.

Sometimes, you just need to push yourself to try to do things you haven’t done before!

So I golf. Not well, but I have goals. Which makes the fact that the PGA of America has invited me in to keynote their organization twice all the much more remarkable.

This shot is from my keynote for the PGA Merchandise Show — I was invited in for a keynote on how technology could be used to help to grow the game. You can watch the entire keynote online. I also led a panel with senior executives from tech companies in the golf industry, including one of the fastest growing and most infleuential in the sport, TopGolf.

I slice often. But not always. And it won’t be forever. So it is with innovation – you can try and fail. Not always. And it won’t be forever if you keep at it!

My job as a futurist has me doing an increasing number of CEO level events for Fortune 500 companies around the world, helping at leadership meetings which are focused on the massive transformations and disruption occurring in every single industry.

Disruption is real, it’s big, and it’s happening faster than you think.

Here’s what you need to think about today, as the pace of change picks up:

1. Multiple trends merge. At no other time in the world of business have we seen so many trends come together all at once. Computers, exponentiating bandwidth, connectivity, the Internet of Things, artificial intelligence, robotics, neural networks, deep analytics, autonomous vehicles, self-learning systems. All of these trends and more are merging together,  leading to a massively new, connected, intelligent machine that will transform, change, challenge and disrupt every industry. As this happens….

2 Every company becomes a software company. From healthcare, home appliances to automotive, manufacturing to packaging, retail to sports & fitness, energy to agriculture: every industry is seeing massive change as it becomes enabled, challenged and transformed by technology and connectivity. From precision agriculture to self-driving cars, smart clothing to connected microwaves, remote medical monitoring devices to active packaging  — every company in every industry is becoming a computer company, with software and technology at its heart and soul. What this means is that …..

3. Velocity accelerates and speed defines success. Moore’s law — the rule that defines that the processing power of a computer chip constantly increases while the cost collapses at an exponential rate — is coming to drive the speed of innovation in every single industry. Companies are having to innovate and transform at a pace never seen before. Some can do it, and others can’t, which leads to the new rule in the economy that….

4. Small beats big. Agility and speed are the new metrics for success. Big organizations are often encumbered by legacy, and are suffering from the disease of  organizational sclerosis. New, aggressive upstarts can move faster, with the result that they can make decisions that provide for big disruption and challenge. In their world….

5. Edge thinking dominates. These small upstarts don’t follow long-established ‘rules’ for changing the future. To move faster, they source ideas and inspiration through crowd-thinking, raise their funds through crowd-funding, and prototype products through 3D printing and other fast-to-market methodologies. Global R&D has moved from massive labs to globally dispersed idea factories. The result of this trend is that ….

6. Ideas accelerate. In every field, the pace of innovation and discovery is speeding up to an unprecedented level. What use to seem like science fiction just a few years ago is todays’ reality. In such an environment …

7. Big, bold thinking predominates. We are seeing the emergence of an entire world of big dreamers and doers, individuals who dare to challenge the orthodox, and abandon routines. The concept of the ‘moonshot’ is no longer restricted to those with deep pockets — but is oxygen for those with big ideas. To get their fast, they realize that….

8. Skills access is the new gold. Did you notice Ford paid $1 billion to get access to some experts in self-driving car technology? Enough said. Those who can access the skills in trend #1 above win. We’re in a global war for niche talent, and that pretty much defines a critical strategy for the future. If it is all about skills, then success involves a strategy in which ….

9. Experience is oxygen. There’s no time to learn, to study, to plan. It’s time to figure out what you don’t know, and do the things that are necessary to begin to know about it. Experiential capital is the new capital for the 21st century. To get there, you need to know that….

10. Action is the best reaction. If you don’t disrupt, you will be disrupted. It’s your ability to quickly act, react and do that will allow for future success. There’s not a lot of time for debate, studying; inertia is abhorred. Simply DO. That should be you.

Remember that song by the Who? “I hope I die before I get old!”

You better change before you can’t.

You might be obsolete before you know it.

Quit talking about disruption.

Do something about it.

The 11 Rules of #IOT Architecture
February 13th, 2017, by Jim Carroll

In the 21st century economy, building a great product is no longer enough. It’s what you can do with it after it is shipped that is important. That idea defines the opportunity of the Internet of Things.

When the phrase “Internet of Things” came along, I had a bit of an A-HA moment! I’d been talking about the trend since 1995, referring to it as ‘hyperconnectivity.” (I went kind of ballistic back in the day when Nortel — remember them? — tried to claim that it originated the phrase in 1997….)

The impactions of IoT is significant. Yet at this point, the Internet of Things is in its very early days — there is extensive experimentation, innovation, idea exploration and such. Yet much of of the current generation of stuff will disappear, simply because it isn’t architected for the future. It’s almost like the early days of e-commerce in the late 90’s – a lot of excitement yet not quite ready for primetime. That will change as organizations and entire companies make the transition to become software companies.

A senior management team at Whirlpool/Maytag recently invited me in for a keynote for a leadership meeting that was focused on the Internet of Things. They know that they know that they are in an industry that is making the transition from to a company that sells computers that happen to feature its products. In my talk, I outlined the key components of a real, robot, scalable IOT architecture. Its good food for thought for anyone going down this path in a serious way.

A smart device architecture in the world of #IOT should involve devices that are:

  • upgradeable: any device should have the ability to be upgraded from afar, automatically, either by user choice or centralized management
  • feature addition capable: the design should provide for the addition of future capabilities, some of which might not be imagined yet at the time of development
  • prognostic, diagnostic: each device should be able to self-diagnose and report when it is not working correctly
  • self-repairing: better yet, it should not only know when things are going wrong, but have the capability to fix it once it is aware
  • programmable: the device should be modifiable by users, to the extent that is possible within a predefined robust security and privacy architecture
  • self-reporting: the device should be able to report on a wide variety of information pertaining to operations, proximity, location, status, etc
  • swarm data-generating: it should be able to generate types of information that, in concert with other similar devices, is able to be manipulated to provide some unique operational, predictive or maintenance-information data-set (or more)
  • inteligence-capable: as in, artificial intelligence; on launch, or in the future, it should have or be provided capabilities to make its own decisions based on input data
  • sensor-aware: it should have the feature of being able to link to one or more external sensors for additional information
  • grid-connectable:  it should be able to exist or participate within a connected series of devices to achieve some original or newly conceived purpose
  • individually and collectively addressable: to accomplish all of this, the device must be accessible either on its own, or as part of one of many predefined groups

The implications of #IoT are bigger than you think; its fair to say that it will be responsible for a huge amount of disruption, because it transitions many organizations from their core business to that of hi-tech companies. It accelerates the pace of innovation, has a dramatic impact on available and necessary skills, leads to market and industry upheaval, and leads to the blurring of competitive boundaries.  It impacts everything, from water to entertainment, energy to healthcare, manufacturing to communications.

As they say, just wait – there’s more!

Every morning, I post a little future/motivational quote from some of my stage pictures. You can track this over on Instagram; I also tweet them.

Some folks have recently asked, ‘how do I come up with the idea as towhat to post each day?” Each picture has a story, and so I will start to explain that once I post the picture!

For many events, I’m booked as a futurist to come in and explain the new world that people are discovering all around them. We’re inundated with change, often found in new words and praises. That was the inspiration for todays’ stage quote.

This was the subject of a blog post, Your new vocabulary for 2017. Words and phrases like smart buildings, robotic hype cycles, scientific exponentiation, virtualized hospitals, intelligent infrastructure, connected energy and more.

Each of these phrases signifies a trend, and each trend has disruptive challenge and transformational opportunity. In many cases, putting these trends into perspective is the core of one of my keynotes, such as in my keynote: The Jetsons’ Have Arrived 50 Years Early: What are YOU Going to Do About It?

Each morning since August, I’ve enjoyed my morning coffee while putting together a little future/motivational quote from some of my stage pictures. You can track this over on Instagram; I also tweet them. I’m hoping to put up a few slide shows on my blog as well in the future; some folks find them inspiring and useful.

Today’s thought? “To win in the race to the future, make sure you show up to the starting line!

Here’s the story behind the thought — and ask yourself, what’s your mindset? Are you in an organization that simply does not show up?

Every day, I get email messages and calls from folks seeking to bring me in for a leadership keynote on future trends and innovation. I do about 50 events a year; this week, I was in London, UK, speaking to a global group of Godiva Chocolates and two other global brands, newly combined in one company. (Yes, they gave me a gift basket!)

That’s what I do — I help global organizations discover and think about the disruptive trends which will provide opportunity and challenge in the future. Check my client list — Disney, NASA, Johnson and Johnson, Whirlpool …. I do many events where organizations are actively aligning themselves to fast paced trends.

And yet, in a world in which the future belongs to those who are fast, it’s clear that others would prefer to hide their heads in the sand. They would prefer not to have to think about what comes next. They don’t want to shake their world. They don’t show up to the starting line.

A few weeks ago, I had an exploratory call with a company in the food/consumer products business. They were holding a combined CEO/Board of Directors meeting. A senior VP reached out to me; we had a long conversation (which I actively encourage – call me!) around the issues I would cover; the trends I would delve into; the message I would bring to the table. She knew that the organization needed to some big, bold moves; take some dramatic initiatives; and actively challenge everyone to align their strategy to future trends.

As in many cases, she ran the idea up the flagpole, and got this response, which still floors me to this day:

“It was decided not to include a futurist in our leadership development program. They don’t think it is a good time to do this – it’s not a good time to rock the boat. “

Wow!

As in, “we don’t think its important right now for our board and senior executives to understand the trends that will challenge us …”

At the end of the day, losing one potential client doesn’t really matter. I’ll do my 50 events this year, and will sit back knowing that I’ve done wonderful working in shaping the direction of some of the most fascinating organizations in the world.

But I’ll also wonder, in the back of my mind, how some people can decide that they don’t want to understand what comes next — and decide to not show up at the starting line!

 

It’s that simple.

Here’s a simple list of companies that were once great successes. Then they weren’t: Blockbuster. Borders. Lehman Bros. Kodak. Circuit City. RadioShack. Pan-Am. Enron. E.F. Hutton.RCA. Tower Records. Polaroid. Woolworths. Compaq. Arthur Anderson. 

The list could go on…. companies that were leaders in their time, and then failed, due to a lack of innovation; a failure to adapt; ethical problems; or other factors that could have been avoided.

In the next 10 years, we will see a number of established companies added to the list. Right now, some of them could be making decisions to avoid that fate.

They aren’t.

Here’s some interesting food for thought from a great article on the trend in which every company is becoming a computer company:

“The S&P 500 lists the 500 most valuable companies in the United States. Dick Foster, a McKinsey consultant, studied their average lifespan. It is a sobering tale that reminds just how fast-paced business innovation has become. In 1937, the average tenure of companies on the list was 75 years. By 1960, it was 61 years. In 1980, 37 years. In 2000, 26 years. Today, an average of 15 years.”

If you are a senior executive, you need a serious gut-check. Here you go:

Your chance for longevity and survival is shrinking.

Disruption, business model change, technological transformation is real, and so you have a simple choice: innovate, or die.

Trend: The Emerging Healthcare Reality Crisis
February 9th, 2017, by Jim Carroll

Much of my work as a futurist is based on science, facts, research, stuff that really isn’t up for debate.

So it was really quite sad yesterday to read the New York Times article yesterday, How the Anti-Vaxxers are Winning.

Clearly there are vast sections of the population today who do not believe in science. They don’t believe in facts. They don’t believe in much other than what they want to believe in.

Their belief system will increasingly drive their attitude and understanding of their healthcare circumstances.

Going forward, this new reality will prove to be a tremendous challenge for the healthcare system.

Essentially, lots of people are going to succumb to lifestyle disease — diabetes, heart disease, obesity related illness. They will refuse to accept the science based fact that what they eat, how they live, and what they do (or don’t do) are directly responsible for their condition.

They will be fed information that will lead them to believe that it is not their fault. They will choose to read information that absolves them of blame. The healthcare system will not have the funding, resources or money to deal with them.

Sadly, many will die an early death.

I try to be an optimistic futurist all the time, but on this issue I am not, and I think the healthcare system needs to do some thinking on this issue.

The World Economic Forum posits that the global economic impact of the five leading chronic diseases — cancer, diabetes, mental illness, heart disease, and respiratory disease — could reach $47 trillion over the next 20 years. Clearly, the world needs some big bold initiatives. Sadly, for many, there will be little appetite for the same.

Some basic maps put things in perspective, offered without commentary:

Diabetes and obesity by state

 

My message on the speed of change in retail is drawing attention, further and further afield.

Case in point – yesterday, I was a keynote speaker for a global leadership meeting of Pladis held in London, UK. This is the newly merged entity of three iconic global brands — Godiva Chocolate, McVitie’s biscuits from the UK, and Ulker from Turkey.  I was asked to provide my insight to 300 executives from around the world in a morning keynote, and then followed this up in an intimate discussion with members of the board and the senior management team.

It’s hard to discount the speed of change occurring in the world of retail and consumer products. Consider this:

  • e-commerce could be 25% of the retail – grocery and convenience — experience by 2021
  • “shopper marketing,” which combines location intelligence, mobile technology and in-store display technology for a new form of in-store promotion, continues to move forward
  • mobile payment involving Apple Pay and disappearance of the cash-register, providing opportunity and challenge with loyalty, infrastructure and disruption
  • the continued migration to the same-day shipping model from titans such as Google, Amazon, John Lewis
  • Amazon Alexa, AI and shopping bots! Simply talk and products are added to your shopping cart, and delivered within an hour
  • the rapid installation of “click and collect” infrastructure (i.e. an online purchase, with same day pickup at a retail location)
  • faster ‘store fashion’ with rapid evolution of in-store promotion, layout and interaction
  • the arrival of active, intelligent packaging and intelligent (“Internet of Things”) products
  • collapsing product life-cycles, rapid product obsolescence and the implications on inventory and supply chain
  • the evolution of the automobile to an online shopping and credit card platform (yes, this is real….)

Here’s the thing – we are going to see more change in the world of retail in the next 5 year than we have seen in the last 100. Savvy brands, retailers, shopping mall and retail infrastructure companies are working to understand these trends, and what they need to do from an innovation perspective to turn them from challenge to opportunity.

That’s my role. This is all happening in the context of massive and fast disruption as new competitors enter the food, CPG and retail space. Consider this chart of players in 2016 from Rosenheim Advisors, and look at the players in each category.

 

The rate of change is going from fast to furious, and innovation is critical!

My keynote title for London yesterday? “Achieving Agility: Aligning Ourselves for an Era of Accelerating Change!” Learn more in the retail and consumer products trends section of my Web site.

 

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While leaving Heathrow airport yesterday after a keynote, I was contacted by The Street for my thoughts on an initiative by Uber to build a flying car.

Crazy science fiction? Maybe not. After all, simply scale up today’s drones, add a human to them, and you’ve got a flying car!

You’ll find my comments below. A key point – tech companies in every industry innovate faster than legacy companies. That’s a big challenge, and the biggest issue for every industry as disruption continues.

Uber Fighting to Stay Ahead in Flying Car Initiative
Uber shows how tech companies are continuing to innovate sectors at a faster rate than traditional industries, futurist Jim Carroll told TheStreet.

Uber has hired 30-year NASA veteran engineer Mark Moore to help its Elevate division design flying cars that will take off and land vertically so it can easily transport commuters in crowded urban areas, Bloomberg reported on Monday. His official title will be director of engineering for aviation.

The company first outlined its vision for the futuristic service in a 97-page white paper in October and claimed it could launch as early as 2026. In its vision of the future, air taxis will transport commuters between aircraft hubs known as “vertiports,” which would be located between 50 miles and 100 miles of each other.

“Just as skyscrapers allowed cities to use limited land more efficiently, urban air transportation will use three-dimensional airspace to alleviate transportation congestion on the ground,” the company wrote.

Moore makes sense for the project, considering he wrote a white paper in 2010 on VTOL (vertical takeoff and landing) cars to be used for daily commuting. His paper impressed Alphabet co-founder Larry Page so much that he helped launch flying car startups Zee.Aero and Kitty Hawk to bring Moore’s vision to life, Bloomberg Businessweek reported.

When most people hear about flying vehicles, they think of the futuristic show “The Jetsons” that ran from 1962 to 1963 as a picture of what the world would look like in 2062. Of course, it included flying cars.

Noted futurist Jim Carroll told TheStreet that a lot of the inventions featured in that show are “becoming real sooner.” Both the Apple smartwatch and video and picture sharing app Snapchat could be compared to similar items featured in the TV program. “Trends are accelerating and the future is coming at us faster,” Carroll explained.

This acceleration is partly due to the rise of tech companies in traditional sectors, he said. Electric car company Tesla is innovating cars at a faster rate than a traditional car company like Mercedes-Benz. Apple Pay and PayPal are innovating the payment space at a quicker pace than Visa (V) . “The tech companies are now the ones dictating,” Carroll explained.

Another example of how quickly new technology is being developed are drones, or unmanned flying aircrafts, which have already gone mainstream, he pointed out. “Scale up and stick a human in there,” he said jokingly.

 

Quite simply, you get way more than a keynote…
January 30th, 2017, by Jim Carroll

On an exploratory conference call with a client, the question came up: “we’ve had speakers before who didn’t really take any time to customize to our audience. Will you?”

If you are investing in a keynote speaker for your annual event or leadership meeting, you need to make sure you aren’t getting some bland, generic talk. You need detailed, customized research.

Click on the image to access 268 pages (PDF form) of the typical type of research I undertake for an upcoming keynote. That is this mornings project! Then ask yourself, “am I making the right decision when I’m seeking someone for my event or leadership meeting? Or should I just pick Jim Carroll?”

That’s my middle name. Have a look at this PDF: 268 pages of tightly focused research on trends impacting retail, including beacon technology, the impact of the Internet of Things, intelligent packaging, active packaging, mobile influencers and more.

This is all prep for a talk I will be doing in a bit of time on future trends in retail for a global leadership meeting of a major food company.

Their goal is to have their folks understand the key trends and opportunities for innovation in their sector. I’d say they are getting that, and then some!

 

One year ago today, I was the opening keynote speaker for the annual PGA Merchandise Show, one of the largest trade events in the world for the world’s largest working sport. I was on stage directly after Lee Trevino and David Ledbetter spoke; and was followed later by Bubba Watson.

As a hack golfer, it was a huge thrill – and it was the second time the PGA of America has brought me in to help them shape their thoughts on growing the game through innovation.

My talk focused on opportunities to link innovation to the fast trends impacting the world of golf, particularly through technology. Today, we are seeing growth return to the industry because of initiatives like TopGolf, new game tracking and training technologies, on-demand reservation systems, social networks and Instagram golf stars driven interest, and much, much more.

Here’s the really fun part: many of the offsite corporate leadership events that I do are held at really nice golf resorts – and there is usually a bit of golf involved, both for myself, as well as for the client! One recent client had me build a keynote around the trends that are accelerating golf and the need for agility and speed in the business sector.

The topic description I wrote follows. This might be a great theme for your own leadership event – contact me for details!

Driving the Future – Linking the Acceleration of Golf to The Speed of Business

The PGA of America, one of the largest working professional sports organizations in the world, has engaged Futurist Jim Carroll twice to help them align and adjust their focus to a fast paced future. A world that involves the 3D printing of customized golf clubs perfectly matched to a players stance. Course tee time yield management systems that now rival in sophistication those of leading hotels and airlines. An industry in which GPS golf analysis technology such as GameGolf, fast-moving golf entertainment complexes such as TopGolf, and smart clothing technologies are leading the game to new opportunities for growth. One in social media posts involving Instagram stars and Youtube clips are leading to accelerated interest in the game. Forget the idea of golf being a slow moving, traditional game — it is being disrupted to its core and is being positioned for growth through a relentless drive for innovation and high velocity trends.

In this fascinating presentation, Jim Carroll takes you on a fast paced cart-ride of a voyage into the new realities of business, by carefully linking the accelerated trends impacting the traditionally slow game of golf to the new world of business. One that is driven by the acceleration of business cycles, chipped away by the constant arrival of new technologies and competitors, and carefully stroked to success through perfectly aimed strategies. Don’t miss this opportunity to hear this fascinating presentation, carefully customized for those attending your corporate leadership meeting.

Video highlight: Philadelphia Manufacturing Summit
January 24th, 2017, by Jim Carroll

A few months ago, I opened this conference with a resounding call to action — there are tremendous opportunities to reinvent and transform manufacturing in North America through advanced methodologies, automation, IoT (Internet of Things) factory digitization, additive manufacturing and more!

It’s captured in my blog post, Trend: Why Manufacturing Needs to Reinvent Itself, Fast! That post is a must read for anyone who wants to understand the reality of what manufacturing needs to do today to compete on a world stage.

500 people showed up for the conference in Philly!! This was typical of the many manufacturing keynotes I did last year – I had 3,000 in Chicago, and hundreds more at various other small and regional events in the sector.

There is a passion and purpose by senior executives throughout the industry, and a hunger for knowledge, on how to re-compete on the world stage, with real innovation, as opposed to “wishful thinking innovation.”

Have a watch — and listen to the folks in the room. Share this video!

I have been providing my insight, and have been speaking to organizations about the future, for more than 25 years.

Over the years, I have come to realize that while the majority of my audience appreciates a whirlwind ride into the future, there are others who just wish the future would go away.

I used to worry and obsess over this challenge, often leaving a stage wondering why I wasn’t able to get through to everyone. Then years ago, I realized that no matter what I do, there will always be a core group who prefer the status quo. They fall prey to the sentiment of Ogden Nash: “progress is great, but its gone on way too long.”

This issue and challenge has become more pronounced and visible in the last year. And a recent event demonstrates to me that leaders today must work harder to deal with, manage and confront the internal conflict that exists over how to deal with the fast future.

Since I’m on a Jetsons’ theme this year with many of keynotes (Keynote: The Jetsons Have Arrived 50 Years Early: What are YOU Going to Do About it?) , I thought that the image below beset captures the nature of challenge!

Leaders today must steer their organization into a fast paced future — through the shoals of disruption, the emergence of new competitors, technology, automation and other challenges — while understanding that there is a core group that will do little to embrace that change. It’s the Flintstones and the Jetsons, in one workplace!

I’m having quite a bit of fun watching the movie in which the Jetsons meet the Flintstones. Consider what is happening with the acceleration of the automotive industry: self-driving cars, intelligent highways, prognostic self-diagnosing vehicles. The industry will be barely recognizable in 10 years! Cars tomorrow will be barely recognizable compared to what we drive today.

And yet, there remain folks who just refuse to participate in the inevitability of the future, and that can be a significant leadership, strategic challenge.

The issue became crystal clear to me with a recent keynote. Anyone familiar with my keynotes knows that I do a variety of text message polls while on stage, whether in front of a few thousand in Vegas or with a small executive group of 15 or 20. It’s a fun, interactive way to get insight from those I am working with.

I started out with my opening poll, after I spoke briefly about the fast trends that envelop our world. The response is typical : most people today feel that the world is moving way too fast for them! Fair enough — the pace of change is overwhelming.

My next question, before I dove into the issues of business model disruption and innovation? A question asking them if they thought their industry would see much change.

Not at all, indicated 40%! In 10 years, things would be the same as they would today. To be honest, this left me kind of stunned. It’s not the typical response.

 

In my wrap up, I asked the audience what barriers might exist in the way of dealing with change? And the answers here were untypical of the many hundreds of such polls I’ve done, with a majority indicating a belief that it isn’t necessary to do anything!

What are we left with? An organization that feels overwhelmed by change; in which almost half this change won’t impact them, and that they didn’t really need to do anhyting to deal with it.

In other words, the future can be safely ignored.

I started using the Jetsons-Meets-the-Flintstones cartoon as a joke; a bit of ill-conceived humour on some recent political events. But it’s not a joke, and this is a real and substantive leadership issue.

As a CEO or senior executive, how are you going to align a fast paced future — one full of challenge and opportunity — to an organization where a significant number of people don’t think that the future will impact them?

For over 20 years, I’ve been working with numerous speakers bureaus around the world. These are the folks who have booked me into numerous associations, Fortune 500 or others events. I have relationships with most of the majors – the same folks who book Presidents, Prime Ministers, sports figures and celebrities into countless events worldwide.

And I’m always happy to say that I a very close and tight working relationship with all of them. They are often the experts in helping organizations to discover the right speaker with the right content for the right purpose – experts in their field.

One of these bureaus is GDA Speakers, a group in Dallas who have been around the industry for over 20 years. Gail Davis established the organization almost by accident. (It’s a really compelling story which you can read here). They’ve booked me into numerous events — and given my inclination for golf, the fact that they booked me into the PGA of America and into an event at St. Andrews, Scotland, they are pretty dear to my heart!

GDA recently launched a series of podcasts with many of the people they represent, and I was thrilled to be part of their launch week. They are covering a regular stream of topics and issues, and there is some pretty compelling stuff. It’s available online at their site, gdapodcast.com (and Twitter, @gdapodcast). Visit and have a look at some of the interviews so far, and they are only into week 2!

You can listen to my podcast here, and read the full transcript on that page.

What’s really cool about this project is that its a combined initiative of Gail and her son Kyle. He’s worked in the tech space, including a stint at Square in San Francisco, but is now working with his mom to bring great content to the world in new and innovative ways.

I don’t know about you, but I always think its cool when a mom and son are working together, particularly on digital projects!

Here are two extracts. Listen to the podcast, subscribe to the series via iTunes, and open up your mind to opportunities!

  Well, the easiest example is probably what could potentially, and what is already happening with energy. The idea is that you’ve got some backyard energy. You’re generating solar, wind, whatever type of energy. I’ve got my energy, solar, wind, and just as we’ve shared music in the early days of Napster, we’re going to share energy. We’ll create our own little… We’ll call it a microgrid, little community energy grid in which we’re sharing the energy we generate. Well, we tap into that and we link into that backyard weather sensors, local weather sensors, and we’re feeding in weather information from other sources, which helps us to understand when we can best generate solar, or wind, or other energy. Not only do we have these individual intelligent devices in our homes, but they’re starting to network to each other. They’re starting to talk to each other, so they become their own little intelligent system that can better predict when should we be generating energy and take ourselves off the main grid so that we’re becoming most efficient in terms of what we do.

    The second example, vehicle to vehicle communications. Everybody’s talking about self-driving cars. Obviously there’s a lot happening there, but there’s a lot of other stuff that is underway as well. The concept is, my car is going down the highway and it’s not only self-driving, but it’s got the capability to talk to intelligent sensors that are embedded in the roadway, so the intelligent highway infrastructure begins to emerge. Not only that, my car can talk to your car, can talk to other cars with telemetry, radar, and other technologies so that we’re all acting sort of together as one. We’re not just becoming single vehicles going down the highway, but we’re vehicles that are traveling together. We’re aware of where every other vehicle is. We’re aware of conditions on the road, not only within the next 100 feet, but within the next two miles. That’s a very good example of an intelligent connected system, and that’s the obvious next step of what’s going to happen with the internet of things. There’s just tremendous technological advances like this that are underway.

At this point in my career, 70% of my keynotes are for leadership meetings, many involving Fortune 1000 organizations. I’m often brought in my a CEO or other senior executive to inspire top leadership to think about the trends that will impact them, and that will provide both opportunity and challenge going forward.

In these events, I often have the chance to listen to the message of the CEO to his or her team. It’s often a chance to understand what organizations are worried about today.

Recently, I spent time with a global Fortune 500. And the senior executive on stage ahead of me made this comment:

We need to become an organization that our customers like to do business with.

That’s a big challenge for legacy organizations, many of whom are my clients: global banks, insurance companies, retailers, organizations with warranty claims systems….

After all, the customer today is used to a world that involves a simple screen like this:

or this….

But when they visit your Web site, they get this!

Today’s customer has a higher bar of expectations: they expect the same level of service from you that they get at Amazon.com. They want:

  • extreme personalization!
  • extreme simplification!
  • a complete interaction history in an instant
  • pro-active notification when changes in their relationship with you occurs
  • instant online support with ticket references for followup
  • and all of this needs to be supported on mobile – NOW!

Innovating with customer service is one of the most important things you can do, and yet one of the most challenging. It involves complex legacy systems, integration with back end databases that run on COBOL! and very difficult development issues.

That’s not to say it can’t be done — and indeed, in this world of increasing expectations, it must be done!

10 Innovation Problems of Big Companies
January 18th, 2017, by Jim Carroll

Over the last 25 years, many CEO’s of Fortune 1000’s and other companies have brought me in for sessions to encourage their teams to align to the future. Simply take a look at my client list!

Over this period of time, I’ve become quite adept at spotting the challenges that a client might face. There’s a laundry list of issues I can spot. Ask yourself if you have these ones:

  • actions are based on lifelong lessons that no longer apply
  • variation in routine is abhorred
  • the strategies they have in place are often outdated by faster trends
  • they are structured by command and control structures that don’t allow for agility
  • outdated HR practices reward mediocrity
  • individualism is punished
  • risk is something to be feared, not embraced
  • collaboration is often absent
  • corporate culture breeds change-resistance anti-bodies
  • they prefer to discount the big thinkers who are discounting their industry

It’s an interesting time to be in business. Disruption, fast paced business model change, technology!

The future belongs to those who are fast, and yet many are structured for slow.

 

I was interviewed the other day by the National Association of Colleges and Employers; this group is heavily involved in supporting career opportunities for college graduates. The focus of the interview was on generational diferences, and what happens in the workforce in the future.

Read the PDF! “Don’t mess with my powder, dude.” Such was the rather flippant response by an engineering graduate to a job offer from a leading architectural/engineering company. The CEO of the organization was explaining this story to me while we discussed the global trends that I should address during my upcoming presentation to staff of the organization. “What’s with these kids?” he asked.

Certainly there has been a lot of focus on how different the Millennial generation when it comes to the future of careers; I’ve been speaking about this issue for more than 20 years!

The article is below…… but read my article, ‘Don’t Mess with my Powder, Dude” for more insight on the work/life thoughts of the next generation. 

Also have a look at this video from an education conference, in which I speak about how video is the knowledge ingestion tool for the next generation.

Video: The Acceleration of Knowledge


Technology the Catalyst for Generational Differences
Spotlight for Recruiting Professionals
January 11, 2017

When we talk about generational differences, we no longer can just identify differences between generations, but we can identify differences within generations as well, according to Jim Carroll.

Carroll, a futurist and trends expert, says technology is the catalyst for the rapidity with which generations now evolve.

“It’s not politics or sociology, because they don’t move fast enough,” Carroll says. “The speed with which technology has come into their lives has made the differences within Generation Z that are amplified when compared to the Millennials.”

For example, Carroll says that there are definitely differences between a 30-year-old Millennial and a 25-year-old Millennial.

“There was a lot of technology coming at them as they grew up, but it wasn’t a huge amount,” he says. “But if you take an 18-year-old and a 23-year-old today—both members of Generation Z—it’s almost like they grew up in entirely different periods of time because they would have been exposed to different sets of technology.”

This carries over into the workplace. Carroll says Generation Z shares common traits with Millennials.

“They have very short attention spans,” he says. “They need multiple different things to do. These are all traits that were common with Millennials, but they are much more pronounced with the generation entering the work force.”

He says that a realization many organizations have not come to grips with yet is that this is the video generation.

“These young employees consume video like it’s oxygen,” Carroll says. “When it comes to training or any type of education or professional development, the use of video is paramount. These employees have never known a world without YouTube, so if you’re doing anything to engage them, it has to be video based. They are not going to sit and read policy and procedure manuals. Nor are they going to spend their time dealing with complex reports.”

They also have little time for what they consider unnecessary or unwieldy tasks or formats.

“They don’t subscribe to the idea of performance reviews or long, laborious processes in stages to move up the ladder,” Carroll says. “They don’t have a lot of patience for complexity and rules and structure. They get frustrated with antiquated practices. It has been a command and control workplace. Instead, they want to get in and get their work done without a lot of talking about it.”

Carroll explains that, with members of Generation Z, organizations also have a powerful source of collaborative powers that they need to harness.

“By growing up with mobile devices and social networks, the skills they bring into the workplace for collaborative capabilities is profound compared to what we saw with Millennials just 10 years prior,” he says. “Employers have to support that and take advantage of these collaborative capabilities.”

While technology allows employees of all generations to work remotely, Carroll believes Generation Z still will value connecting in person.

“The common prediction is that the new generation of employees is going to unplug, work remotely, and not congregate in offices,” Carroll notes. “I might be proven dead wrong on this, but I think that’s going to flip around so we’ll see a trend back to the workplace and increased human interaction.

“The employees entering the work force have untapped tools and skills for the workplace. We have to give them more credit than we do. They have surprised us in the past and I’m certain that they will continue to surprise us in the future.”

On stage, in a keynote for KPMG, in 1997. He was pretty well bang-on with his predictions, considering what is coming in 2017 and beyond. 20 years ahead of his time!

It is quickly becoming apparent that in 2017, there will be the emergence of two economies: one linked to the whimsical desire for the 1950’s, and the other firmly  set to accelerate to the year 2050.

Case in point: one will involve a desire to return to coal; the other, to solar, alternative energy and accelerating science.

Which economy do you want to link yourself to? One will be driven by politics, and will seem pretty ridiculous years from now. The other will be driven by science, and is inevitable.

I don’t know about you, but I’m with science on this one….

Science acclerates and takes us into a faster future. It provides us opportunities that are unprecedented. For example: what if we could grow plants that became  solar panels? What if solar adoption grew as quickly as Facebook did?

Crazy ideas? I don’t think so.

Solar is a barometer for two new economies. I was thinking about that this morning when a Bloomberg article caught my attention: “Solar Could Beat Coal to Become the Cheapest Power on Earth”  That’s a 1950 vs a 2050 economic issue right there!

Consider this key paragraph:

In 2016, countries from Chile to the United Arab Emirates broke records with deals to generate electricity from sunshine for less than 3 cents a kilowatt-hour, half the average global cost of coal power. Now, Saudi Arabia, Jordan and Mexico are planning auctions and tenders for this year, aiming to drop prices even further. Taking advantage: Companies such as Italy’s Enel SpA and Dublin’s Mainstream Renewable Power, who gained experienced in Europe and now seek new markets abroad as subsidies dry up at home.

Two really cool statistics stand out from the article:

  • since 2009, solar prices are down 62 percent
  • every time you double capacity, you reduce the price by 20 percent

The trend will start to accelerate further as science accelerates. Science is inviolable. It doesn’t slow down. And solar is science.

The fact is, there is incredible momentum with solar.

Innovation in 2017 will be about linking yourself to 2050….

Here’s a clip where i spoke to the National Rural Electrical Cooperaitve, and am challenging them to think about some of these questions.