Starbuck's Icarus moment .....
I'm quoted in a Reuters article that has run in the Washington Post, Globe and Mail, and the Sydney MX among a few, that comments on the recent woes of Starbuck's.
Titled "Not everyone's crying in their lattes for Starbucks; There's a schadenfreude among some coffee drinkers who think the java giant got too big too fast," the article looks at how some people seem to be enjoying Starbucks in its Icarus moment.
My comments?The schadenfreude of coffee drinkers drawing satisfaction from another's misfortune is part of the popular culture that enjoys the downfall of companies or celebrities, said Jim Carroll, a Mississauga-based trends and innovation expert. "There are a lot of people out there who take delight in seeing an icon torn down by the masses," he said. Starbucks fell victim to a rapid change in attitude, fuelled by Internet bloggers complaining endlessly about everything from layoffs to its breakfast sandwiches, he said. "Starbucks was a cool brand, and then all of a sudden it's not a cool brand," he said. "There's this new global consciousness that is out there that can suddenly shift."This is exactly what I write about in my book Ready, Set, Done: How to Innovate When Faster is the New Fast. Indeed, one chapter talks about how in this era of very fast change, a brand can go from "hero to zero" in a matter of months, or even less. That's partially what we are witnessing here. The key thing today is velocity: business is impacted by rapid consumer change, product change, business model change, cost challenges, market change. The phrase I've been using for years is "volatility is the new normal." Realize that, and build your innovation strategy around that, and you'll be set for the types of challenges that will come your way.
This is particularly true with issues of branding : brand perceptions can change very quickly today, and I don't think many organizations are prepared for that. Just look at how quickly any brand equity left attached to the US auto industry has evaporated!
More Information:
- Buy Ready, Set, Done: How to Innovate When Faster is the New Fast
- Blog post: Your Customers Are High Velocity: Are You?
- Is your brand from the olden days?
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After flat? Rethink strategies and go post-flat!
As some economies continue to experience rounds of volatility, there are still plenty trying to figure out what to do next. And there are a many who are focused on the theme of "what do we do after the world has gone flat?"
In the "post-flat" world, you need to change your focus. In an upcoming keynote, I'll be concentrating on several core themes:
- focus on growth - shift your focus to opportunity rather than cost based competition
- think "market transformation" - don't tinker with strategy; you've got to be willing to shift assumptions, habits, routine
- refuse to compete on price - change the rules by recreating value in your product or service
- make big bets - whether its' infrastructure, sales force, distribution network: you've got to be willing to spend to transition
- think international - local markets are small markets; the global economy is well within reach for any organization today.
- think velocityOne of my most often used quotes when on stage comes from Rupert Murdoch: ""The world is changing very fast. Big will not beat small anymore. It will be the fast beating the slow.""
More information:
- What do you do after the world gets flat? Put a ripple in it!

- Innovating in a flat world

- The new face of manufacturing : agility, insight and execution......

- Innovating in a flat world
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Branding, marketing, and manufacturing 2.0
From a variety of keynotes through the last few weeks, here's what we've got to deal with.
The consumer of today is:
- time challenged
- attention starved
- jumpy & fast with product perceptions
- edgy and vocal when operational excellence is not provided or perceived
- influenced differently in terms of brand / product / service choice
- more vocal when they've been "wronged"
- faster in adopting new trends and ideas
- faster to market
- more collaborative in design
- solutions oriented, responding to the fast consumer
- rapidly redefined by the customer
- having to maintain a brand image that is energized and up-to-date
- more transformational
- revived and rejuvenated on a more regular basis
- lifestyle oriented
- experimental
- shifting it's focus online
- changing faster in terms of message
- going premium and upscale, to avoid commoditization
- focus on the opportunity that comes from such rapid change, not the threat
- don't panic at the pace
- focus on the value of your product or service
- collaborate with your partners (i.e. packaging companies, retailers, consumer goods companies)
- invest in experiential capital by trying out lots of new ideas
- understand that the pace of change is only going to increase
- transition your team to think differently -- innovate!
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There were two pretty heavy-duty keynotes I did for companies in the financial sector last week. The second one involved a group of several hundred executives responsible for managing and overseeing the strategic infrastructure within their wealth management organizations.
I presented an overview of the trends occuring in the financial sector -- see the post immediately before this one which takes a look at the growth of sovereign wealth funds. I also outlined what I think were the key strategic concepts they should be relentlessly focused upon to ensure that they remain competitive in a very fast paced industry. These 7 points were:
- respect the competition
- prepare for the new analytics
- move faster
- stay ahead
- maintain brand relevance
- structure for skill set challenges
- think transformation, not just innovation
These are all themes that I've written on throughout this blog and in my book Ready, Set, Done, How to Innovate When Faster is the New Fast.
The key issue is that as business rapidity continues to pick up, organizations need to stay relentlessly focused on trying to stay one step ahead of the fast trends which will impact them.
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Innovation on the "fast" track - what do you do when its faster still?
My June is shaping up to be a tremendously busy month. Based on the bookings that are in, it's clear that innovation continues to be at the top of the CEO agenda, despite some economic challenges.
In most of my upcoming keynotes, I'll be spending time putting into perspective how executives should be thinking about future trends within their industry, and will take a look at the innovative strategies they might pursue.
Each of these talks is pretty tightly focused; I'll be zipping from the insurance industry to optometry; from the future of global wealth management to high-velocity innovation in the banking sector; from opportunities in dealing with the new consumer 2.0 mindset, to how massive skills specialization will affect the world economy in the future. There's been a tremendous amount of research underway as I prepare for each session; most of these talks get pretty darned specific in terms of industry issues.
Some of the unique topics that are unfolding include:
- "the new risk" : a keynote for the US Association of Actuaries that will take a look at how the insurance industry will the rapid emergence of new risk, and the impact of the "new analytics" on the global economy.
- "the new market" : how can a leading manufacturer transition to a market where it is not competing on price, but on brand, quality, image and value : in other words, "what do they do after the world is flat?"
- "the new customer" -- how do we sell to the new 2.0 consumer, in this era of the wired-up-no-attention-span Gen-Connect demographic? The average consumer scans 12 feet of shelf space per second. What innovations do we need to think about when it comes to selling today?
- "the new investor": Dubai and Singapore have "money-velocity." Where is the investment world going, and how does a wealth management firm innovate to stay at the leading edge?
- "the new workforce" : how does a major global professional services firm transition into a new world of micro-skills and knowledge niches?
- "the new agent" : what comes next for the insurance industry? This one is a a keynote and a workshop for about 200 senior executives from the insurance industry, on behalf of LOMA, a major global insurance group.
- "the new collaborative team": how can a leading bank outpace, outlast and outperform the competition?
I'll be posting observations from the road, as there are powerful innovation lessons to be learned and shared from each situation.
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Branding in the high velocity economy
Last week, I gave the opening keynote for a leading global auto collision repair group, Fix Auto, which has locations throughout the US, Canada, the UK and France.
I opened with one of my favorite quotes from Rupert Murdoch: "The world is changing very fast. Big will not beat small anymore. It will be the fast beating the slow."
What precisely does that imply? In this case, those who can spot the opportunity for rebranding of an industry sector, and who can pull off such a rebranding quickly. If you think about auto collision repair shops, there are a number of areas where we are seeing "high velocity change": customer expectations in terms of service quality are going up; there is a focus on cost reduction as insurance companies become more sensitive to increasing accident claims; rapid change in the very technology that makes up an "automobile" today. Each one of these areas of change can be spun into an opportunity through some unique business strategies.
My focus for the audience was to realize that we we live in a time in which we are seeing the:
- rapid emergence of new markets
- fast opportunities for arrival of new brand images
- new ways of achieving customer awareness around those brands, and
- significant opportunity to transform old, stale market and business structures to vibrant, new brands
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High velocity leadership: how to stay focused on growth
Organizations today are looking for deep insight into the trends that will affect their markets and industries. CEO's are focused on the need for innovation, knowing that a world of high velocity change requires that they respond to opportunity and challenge in an instant. They are looking for guidance on establishing high-performance, innovation oriented teams that are focused on achievement.
I've been doing quite a bit in this area; the other day, I spent time with a global organization, for a full day, with a keynote and workshop focused on the issue of "growth." It's easy -- in a challenged economy -- to lose sight of opportunities for growth. That's what I talk about in the recent interview by Credit Suisse.
With this particular client -- and many others -- I went beyond a keynote, and participated for the balance of the day through a series of workshops. This new document outlines what I do: I'm often called upon to deliver unique, half day or full day executive retreat, leadership oriented programs.
More information:
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A recent client asked for some background on some of the events I've been doing through the last year.
I put together an Acrobat file that features some of the brochures for a few of the major conferences I've headlined: the Association of Organ Procurement Organizations; the World Congress on Quality; the National Home Furnishings Association; the National Association of College Stores; and a few others.
The theme of linking innovation to the high-velocity change that surrounds you is a common one in all of these keynotes; people are realizing that as everything around them changes -- business models, competition, customers, markets -- they need to continuously innovate simply in order to keep up, if not to get ahead.
It's a big file -- 4mb -- but grab it if you want it.

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Faster is the new fast: innovating for the new. high velocity customer
In the fast paced world of instant obsolsolescence and rapid innovation, time-to-market is becoming a key factor for success.
This is a video clip from a recent keynote that I gave for hundreds of executives from the grocery and consumer products industries, titled Faster is the New Fast: Innovating for the New. High Velocity Customer . I take a look at what innovative retail, packaging and consumer goods companies do differently.
This is the third retail presentation that I've done for a major retail conference this year; earlier, I spoke to several hundred convenience store owners and their franchisees; as well as to a group of executives involved in health care retail.
There are a few key themes that I wove through this keynote that retailers, consumer goods and packaging companies need to be thinking about, as well as their advertising agencies:
- velocity: i.e. collapsing product lifecycles
- instantaneity: faster trends; I have a wonderful story about dive-in movies, that I use to describe how the new global idea sharing machine results in faster product to market!
- spontaneity: social networking, rapid emergence of new "hits"; there's a new suddenness with consumer choice!
- intensity: business operational excellence is critical; I have a story of a video game distributor -- 45% to 60% of profit of a new video game occurs in the first FOUR TO FIVE days. I explained similar short, sharp shocks of revenue are coming to consumer goods
- unpredictability: sudden, rapid shift of consumer choice, with nicheing, impact of new packaging, etc.
- simplicity: the new consumer wants nice, simple solutions that fit into their life; there's a great story here from the work I did with the American Nursery Landscape Assn, that spins directly into consumer products, beverages etc, in that simplicity is the new branding.
- volatility: great unknowns; water on planes, melamine/pet food; we have to be prepared for unforeseen risks!
- attractability: there's another video that I'll post soon that involves a story of the plasma people and the cardboard people. suffice it to say, the new consumer will be more highly interactive, sooner than we think
- unfocusability: short attention spans, consumers scan 50 feet of shelf space per second; we're seeing collapsing newspaper/magazine spend, rapid growth of online spend, etc.
- virtuality: Screen Digest, a media consultancy firm, predicts that 80% of active Internet users will become involved in a virtual world by 2012.
Watch the video clip
Related postings:
- Next big home entertainment trend? Dive-in movies!

- Can you run your business at video game intensity?

- High velocity retail innovation

- Creativity, trends and innovation in retail, packaging & consumer goods

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Innovation - agility is critical
I often talk on stage to my clients about the concept of organizational agility: that is, the ability to respond to fast-changing circumstances. In the high velocity economy, everything can move quickly : markets, customer expectations, competitors, products ....
In this video clip, I take a deeper look at the concept of agility, outlining that organizations that master the capability have several key attributes:
- they are rapid movers
- cost excellence is a major focus
- their customers have set high expectations
- they establish instant, need driven relationships in order to get things done
- they excel at rapid response to new market demands
- they focus on fast time to market
- they have mastered the ability for quick marshalling of resources
- ....and they have instant scalability!
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Innovating in the high velocity economy
What does it mean to function in the high velocity economy?
It's all about learning to operate at high speed -- particularly given the rapid rates at which knowledge obsolescence is occuring, due to the rapid advancement of science.
In this video clip, from a presentation to 2,000 engineering and technical staff in Orlando, Jim puts into perspective what it means to operate at high velocity.
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Innovating in the era of instant obsolescence
We're in the era of instant obsolescence: can you innovate fast enough to keep up? Can you keep up, when faster is the new fast?
In the last few years, I've interviewed CFO's and CIO's with companies that have achieved rapid market growth, all of them customers of SAP. This includes such global success stories as J. Crew, Body Armour, Adobe, Purdue Pharma, Hunt Oil, Lennox, Jazz Semiconductor, Merit Energy, and others. SAP has had me in to keynote a wide variety of events, and host panel discussions with these senior executives: it's been a wonderful opportunity to explore what innovate companies do in rapidly changing markets.
I recently such a discussion, both online and at SAPPHIRE 07 in Atlanta, under the theme, Velocity, Agility, Complexity, and Flexibility: The Four Key Drivers for Competitive Advantage. I interviewed CIO's and senior IT executives with four high-growth hi-tech companies: Entegris, Intervoice, Avocent and Citrix (and it Atlanta, Checkfree.)
One of my opening comments: "We're in the era of absolutely instant obsolescence. We can't afford to take a week to roll up the sales numbers ... we have to know what's happened in the last 10 minutes."
All of these organizations are faced with the challenge and opportunity of the high-velocity economy. Rapid growth, collapsing product lifecycles, and the need for a focus on" time to market."
They provided wonderful insight into how they innovate in order to stay ahead of the market, manage global supply chains, build a cohesive, collaborative culture, and provide for real time insight into their business.
You can listen in, several ways. First, I'm interviewed by Paul Gillin, former editor-in-chief and executive editor of Computerworld, and the author of the book, The New Influencers, on why companies must be in a mindset of innovating when "faster is the new fast."
- You can watch / listen to the podcast of the interview

- You can also download the podcast and listen in later by right-clicking and downloading the podcast

You can also listen to the full interview with the panelists at SAP's web site (registration is required); it's available iin multiple formats. 
What do these organizations do in terms of innovation? Several things:
- operational excellence is a major focus
- there are high expectations for growth, and an IT infrastructure that enables such growth
- they have a need for instant, need driven relationships with their partners
- they focus on rapid agility for new market demands
- they are religious on "fast time to market"
- they focus on quick marshalling of resources to accomplish velocity
- they provide for instant scalability, given market volatility and rapid change
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Rethinking quality in the high-velocity economy

It's been a whirldwind two weeks, with keynotes in Orlando x 2, Boca Raton, Vancouver, and a few other places.....
My 2nd Orlando event was the Day 2 Keynote for about 2,000 people at the 7th Annual World Congress on Quality and Improvement. I focused on the issue, "how do we ensure we can maintain quality, and the very concept of quality, in the high-velocity world we now find ourselves within?"
One of my opening slides led with this observation: "Velocity drives rapid (consumer / customer / business) change, increases their expectations, which requires faster innovation and a faster more complex economy - which perhaps requires a rethink of quality methodology."
Some of my major observations through the talk:
- The entire China / pet food /melamine issue is showing the impact that a vast, complex, global economy can have on the issue of quality; I think we are in for a complete rethink and refocus on the issue of quality as a result of events like this.
- In the era of idea instantaneity, quality challenges can go supernova just like that...
- accelerated innovation drives faster time to market, more rapid development time, and less available time to assess potential quality challenges
- the high velocity economy requires more rapid implementation of business processes ...with ever increasing complexity and scope ... which introduces quality challenges in terms of organizational excellence
- exponentiating connectivity risk with supply chains, business processes, and infrastructure, means that we have to rethink all quality issues as we redefine the nature of the very nature of STUFF.....
- the skills crisis combined with rapid evolution of knowledge means that organizations will have fewer resources available to pay attention to quality, and that quality experts will be niche-orientated
- clearly, volatility is the new normal, and presents even greater challenges to our concepts and expectations with quality
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High velocity retail innovation
Back in October 2005, I identified the major trends that would sweep the retail and consumer products industries, and some of the key innovation methods that organizations should pursue in order to avoid product and service commoditization. You can read the original post here.
Since then, we've seen continued massive rates of change in these sectors. Three weeks ago, I keynoted a major convenience store conference, speaking both to store and franchise owners, as well as dozens of executives from major consumer product companies.
The retail industry today is now driven by hyper-innovation, rapid technological advance, increased customer expectations, rapidly evolving product trends, and increasingly fickle consumers driven by the rapidity of instant trends.
How can people turn these trends into opportunity? It comes from innovation -- not just with new products, but with business process, store design and layout, rapid adoption of new products, format mix, and partnerships between the retailers, consumer goods companies and packaging companies.
Some of the trends I highlighted in my talk included:
- the rapidity of change: The retailer of today is drowning in new product innovations. According to the Washington Post, some 33,679 new products were introduced into the consumer products sector in 2004, up 53% from 10 years earlier. With room for only so many new SKU's, it can be pretty difficult to keep up.
- constant format change: There's a lot of innovation with in-store formats and display technology : constant experimentation with store formats, brand partnering promo innovation, new in-store displays, logistics and tracking studies, and countless other new ways of doing things within the store are all critical.
- zero-attention span customers: The average consumer now scans 12 feet of shelf space per second. News becomes old news within 36 hours. The average age of a video game player is now 37 years old. Today's consumer has precious little attention, and you've got to work extra hard to get them interested in a product while in the store.
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Fast to innovate. Fast to build. Fast to market.
Though I spend my time travelling the world with my innovation message, it's nice to find some recognition at home. I've been living in Ontario, Canada, for the last 22 years, a region that has long been an economic powerhouse.
The economy here, like many others, has its ups and downs; and in going forward into an economy of rapid change, it's the innovation capability that will make the difference.
The Premier of the province, Dalton McGuinty, has just issued his first Ontario Innovates newsletter; I'm interviewed within it. The Premier notes that "we're living in an exciting era where ideas are springing to life faster than we can blink." He goes on to note that "in today's hyper-competitive global economy, "it's not about the big overtaking the small. It's about the fast overtaking the slow."
I agree, commenting ""We can be wide open to the world and participate in global opportunities, or we can retreat and hide away from it ..... I sense folks are dispirited, especially in smaller communities. It's like they feel they tried it and it didn't work. We need to remind people of what is possible."
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I gave the opening keynote this week, in Orlando, for BICSI, a telecommunications trade group; these are folks primarily involved in the implementation of sophisticated corporate, institutional and backbone infrastructure networks.
There were about 3,000 people in the room -- and my message was that within high-velocity sectors of the economy, there are unprecendented new opportunities and careers that are emerging. Not only that, but constant innovation is critical, simply in order to keep up!
The velocity in the world of telecom is stunning. Just last week, I managed to upgrade myself to the new Blackberry Pearl. While everyone is ga-ga over the iPhone, one also has to look at the high velocity change occurring with other information devices. This new one replaced the other Blackberry I just received last April ... and there is such a difference in sophistication, I think my old Blackberry is now from the "olden days!"
I quickly decided that I'd get a 2GB card for my new Pearl, so that I could load it up with tunes, and take it along with me instead of my iPod for some trips. (With 2GB, I can take about 500 songs.)
The Pearl also supports video playback. I wondered if I could get my own video on it. After all, sometimes I'm stuck in an airport, and rather than watching the endlessly droning doom of CNN on airport monitors, it might be nice to zone out with my own stuff, without having to drag out my laptop.
Looking at the Web site of my cellular provider, I didn't find much help, other than a message stating it couldn't "record video." However, I have long realized that in the high velocity economy, those who actually sell the product often know less about the product than their customers do. It wasn't surprising that they had no guidance.
Yet, it took me a matter of moments to find a Web forum where folks had posted all the specifications for encoding video onto a Pearl. Minutes later, I was busy transferring a number of Daily Show with John Stewart episodes from my PC over to the Pearl. (I grab a bunch of TV for the road, on one of my home office PC's, using BeyondTV; it's like a TiVO for the PC.)
What's the key point to all of this? It goes back to a point I raised in this blog earlier: Your Customers are High Velocity: Are You?
In many markets, customers now know more about the product that the supplier does! That's another reason why innovation is critical: today, for the first time ever, you have to work hard to keep up with the furious pace at which your customers are evolving!
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Why high-velocity makes innovation THE word for 2007 ....
Here's a reality that you need to think about: 2007 is the year in which most every organization and individual will begin to focus all their energies on innovation.
As someone who spends a lot of time helping some of the world's largest organizations adapt to and understand the new high-velocity economy, I've long realized that there are big, creative-stumbling-blocks that have restricted the type of thinking that is necessary to "doing-things-differently."
Yet, I am encountering a new group of leaders who know that the emergence of the high-velocity economy means that they must have a a team that can constantly adapt and evolve, coming up with a regular stream of new ideas on how to better run the business, grow the business and transform the business.
There are several reasons why innovation will be the word, and the primary area of focus for every business, throughout 2007:
- people are finally "getting it": They are realizing that innovation isn't just about new products ; it's about looking at what you do, how you do it, and how you can do it better.
- people are realizing that innovation isn't optional: They have come to realize that in the fast paced world in which we find ourselves, with multiple competitive threats and unprecedented new opportunities, those who can think differently and who can do things differently will be those that make the leap from potential failure to massive success
- people are realizing they can "do" innovation: they're realizing that innovation isn't some dark, mysterious ancient ritual: they're realizing that it simply a mindset that involves constant probing to see how we can fix things, find new things, or transform things: whether those things be business processes, customer service methods, new products, marketing and distribution channel concepts, or just about anything else.
- people know that innovation is driven by extreme velocity: In every industry, the certain minimum expectations which have long existed are now constantly rising. Whether it issues of cost/price, customer service/support, logistics/delivery, brand coolness or new products, the rule is simple: to compete today, you have to keep up with high-velocity change. If you don't innovate to maintain the same velocity as everyone else, you get left behind. It's that simple.
- people know it becomes easier to be innovative if you plug into the global innovation idea loop. Despite all the press foo-fah-rah about Web 2.0 and all that junk, what has happened in the last decade is quite simple: there is now a huge and massive global discussion underway. If you can learn how to tap it, you can discover a wealth of innovative ideas and thinking, new knowledge, wonderful insight and creativity.
- people know that demographic change brings about more innovative thinking: quite simply, as change adverse baby-boomers begin to retire, they are being replaced by change-adept Gen-Connects: individuals who view innovative opportunities in the context of connectivity. They are always asking themselves, how can I do something cool with this business problem if I layer connectivity on top of it? Whether it's supply chain reorganization, collaborative tools or something else, they bring a whole new innovative perspective to the game.
- People are learning that innovation is not a one time thing: when it comes to innovation, the idea of a "suggestion box" is just so "20'th century." There is now an understanding that a company must live a culture of innovation: everyone must be completely and fundamentally focused on the new things we need to do to stay in the game, and excel at what we do.
- People know that innovation has gone mainstream: Everyday people are starting to use the i-word in conversation, and it's becoming natural. Innovation has left the realm of the esoteric, and has become the next natural area of focus in business.
- Management is now focusing on the attributes of an innovation team: agility, insight and execution have become their guiding principles. They know that they must have agility to respond to the rapid change that constant innovation demands; they know they need depth of insight to discover where innovative ideas can work; they know that it isn't just coming up with the ideas, but making them work, that is so critical to their innovation success.
- People are seeking a head start on how to make the leap to innovation: A guy like me, who makes his living helping organizations understand innovation, now finds that 07 is already heavily booked. Management everywhere has put innovation on the agenda for 2007, and they're doing what it takes to get a kick-start on the process.
People have come to realize that being innovative is just plain fun.
That fact, more than anything else, signals that innovation is the word of 2007.
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2007 and beyond: Understanding the velocity of change
It's that time of year when everyone is taking stock of the future -- what's going to happen in 2007? What trends will we see? What big changes will occur?
I'm not thinking much of 2007 -- I'm thinking about 2010, and 2015, and beyond. And one thing I do know is that things will be very, very different that far out.

The best way to understand the future is to understand the velocity of the future -- that is, the rate of change that is occuring. The key point is that we'e now in an extremely high velocity world, as the rate of change is speeding up to an unprecedented degree.
One of the best ways to get a sense of this velocity is by doing a "10 Things Test." Sit in a room, whether you are at work, home, in a factory, retail store or wherever you might be, and take a look around. Compile a list of ten items that you see, and then sit back and ask yourself: "how might these change in the next decade?"
By doing so, you can spot opportunities for innovation: areas where you can apply your creative thinking to do new things; opportunities where you might invest; career paths that you might choose to follow.
I sat this morning in my home office, and here is what I saw:
- Paint. We painted the home office wall this year. My wife did a great job! How will paint change? Actually, it turns out that 'white could be the new green' when it comes to the world of paint. Dulux, one of the world's premiere paint manufacturers, is actively involved in learning how to use starch based plants such as potatoes and wheat to replace upwards of 25% of the petroleum based products used in a typical paint.
- Window shades. Think "smart-glass." Our need for window shades will soon be eclipsed by intelligent glass that will automatically adjust its opacity and transparency for various conditions. Whether it's bright sunlight, a need to better manage heating and cooling costs, or to provide for greater privacy, it's likely that we'll see rapid changes with this basic component of the home and office.
- A Kleenex box. It's not the Kleenex itself which will have changed, but the retail technology which interacts with the box as you worked your way through the store in 2010. The box itself will have developed intelligence; it was busy updating the stores inventory system and revenue sales figures as you walked with it out the door. (You didn't have to go to a check out ; they're so yesterday!)
- Eyeglasses. Sure, they'll still be there. But maybe they will have the ability to link directly to an implant next to the neurons in your retina, providing a direct visual link through the bifocal part of the lens for close up objects. If that's too farfetched, then a more realistic scenario would be genetic alteration of the macular tissue in your eye that would prevent any inflammatory genes from killing your vision cells - thus leading to a reduction in the leading cause of blindness in seniors -- AMD (age-related macular degeneration).
- Ceiling lights. They'll be drawing upon the solar panels on the top of your roof and that of your neighbors. You'll have established a small community energy grid, which bypasses a need to tap into the local electrical network during the days when the sun is ready to rock and the wind is ready to roll. Solar panels are decreasing in cost at a steady pace, just as their efficiency is increasing; the same holds true for wind power. Given the likely increased volatility with traditional energy supplies, we'll see an increasing focus on alternate, micro-grid energy innovations.
- A laptop. What laptop? Your desk is now monitored by a 3D virtual sensor that traces the action of your fingers. You aren't really typing onto a keyboard anymore, since there isn't one. Instead, the ceiling light has directed holographic keyboard onto your desktop; simply simulate typing anywhere with the holographic keys that you see, and your words will appear on screen.
- Orange juice. It will still come from Florida, but it will be packaged in such a way that the shelf life has been dramatically extended. There are huge new innovations within the world of agricultural packaging; for example, some bananas are now shipped with a special membrane that doubles the shelf-life of the product, by regulating the flow of gases through the packaging.
- A telephone. It's likely to be "so yesterday." The next generation of kids is fully immersed in interactive tools; for them, an office with virtual 3D long distance video chat will be as normal as apple pie. Not to forget the technology behind the telephone as well; there's a good chance that you'll be sourcing your communications service from an offshore supplier, perhaps in China, Russia or South Africa. The entire industry will have defragmented and disappeared, as technological change drives many of the current business models into absolute obsolescence.
- Eyedrops. The trend towards hyperconnectivity will impact medical products in a big way. The packaging in which the eyedrops are purchased will "connect" to the global data grid that surrounds us, automatically pulling up a short interactive video on whatever screen that happens to be handy, with instructions on use and precautions. In effect, the role of product packaging will have been transformed from being that of a "container of product" to an intelligent tool that will help us with use of the product.
- The view outside. For more of us, it won't be of office towers and concrete jungles, but rather, our yards, the lake we cottage at, or the beach we play on. Ten years out, the concept of "what do you do for a living" will have changed completely to the idea of "what do you like to do?" as the itinerant career begins to dominate. (It's estimated that in just a few years, some 60% of engineering professionals will be self-employed, providing their skills on a part time basis to the global economy.) You'll be increasingly engaged in active life-design, carving out a series of activities that blend your personal interests with the need to go out and earn some funds. You'll work at a regular series of short term, highly stimulating, frequently changing project assignments. You might not have a job, but you'll certainly have some demand for your time.
Is all of this science fiction? It might seem like it, but most, if not all of the scenarios above are entirely plausible, based on science, technology and trends that exist today.
The challenge in thinking about the future is that it can be difficult to comprehend the sheer velocity by which trends are occurring. That's why the "10 Things Test" can be such a valuable method of putting into perspective the velocity of change.
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Can you run your business at video-game intensity?
Video game business intensity is coming to all industries.
This provides some important food for thought -- can you run your business at the high degree of intensity that occurs within the high-tech gaming (not gambling) industry? Remember -- the key words today are rapid time to market, agility, and execution.
One of the most innovative companies I've met in the last few years is a distributor of computer/console video games - they operate between the video game manufacturers and the retailers. They have one core mission -- they make sure that new games get to the store and to the shelf on time.
The CIO of this organization indicated that 45-60% of the total life revenue stream of a typical video game is made within the first four days of its release.
That's why this company is relentlessly, aggressive focused on operational excellence - their entire culture, information system, management structure and organizational responsibilities are completely focused on this market reality.
Tie this observation into the fact that accelerated innovation and rapid time to market is becoming a key trend in every industry today. With that comes short, sharp shocks of revenue hits, with a good chunk of total lifecycle revenue happening in just a few short days.
That's why to thrive in the high-velocity economy, you've got to think about business intensity, and the concept of short-term, rapid operational and market excellence.
Can you do it? If not, you'd better look at your innovation mindset, and begin to adjust accordingly.
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Lots of people don't understand the massive rate of change which is occurring within every industry, profession, business model and product / service models.
Here's a neat trick -- go dig out your old marketing textbook, and look at the chapter on product lifecycles.
Sit back and think about just how ridiculously old-fashioned such a concept is.
There are no product lifecycles -- there is just 'agility in time to market.'
Do you have that?
Maybe not. That's why I've come to use the word "velocity" to put this into perspective. When thinking about innovation and the future, and your ability to stay ahead of the innovation curve when it comes to what you do, and how you do it, ask yourself these questions:
- do you know the rate of change -- the velocity of change -- that impacts you, your industry, your products?
- are you meeting the requirement for operational excellence that your customers, suppliers, business partners and everyone else expects of you?
- are you properly positioned for velocity, in terms of your agility to do things at the pace required?
- does your culture support high-velocty change, or are you almost keeling over from organizational sclerosis?
- do you have the feedback and innovation mechanisms in place to deal with high-velocity change, and can you learn from them?
- are you planning at the leading edge, or are you still reviewing what you were planning last week?
- are you evolving markets/products at the pace required, or are your customers marching on because you are stuck in a slow time-to-market rut?
- are you at the curve of expectations of customers needs -- do they think you've got the right stuff when it comes to velocity?
- are you anticipating customer solutions before they know they need them?
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Article - "Are we thinking fast enough?"
After my keynote for the Society of Cable Telecom Engineers, I was asked to provide a guest column for the prestigious Broadband Library.
I open the article with the line: "If there are three key words that should carry broadband organizations and the people within them into the future, it is these: agility, innovation and execution."
I then focus on the major trends impacting companies today, including hyperinnovation: "Innovation has moved from the corporate to the collective, a trend that is causing absolutely furious rates of discovery. Fifteen years ago, the exchange of new ideas, research and scientific advance in the world of cable, technology and telecom occurred at a rather leisurely pace, through conferences, journals and publications. Today, we find ourselves in the midst of a global infinite idea loop, in which new ideas, inventions and innovations are shared faster than ever before in countless numbers of online forums, discussions, blogs and other collaborative efforts. The pace of R&D and discovery has forever changed at this global collaborative network, as has an eternal discussion about what comes next. The result is that no one can hope to define the future anymore -- the best you can do is simply to plug into the future that is being developed all around you, and learn how to profit from it."
Read the full article

You can read the full article here:
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More coverage, from Communications Engineering magazine, on my SCTE keynote last month.
"If you think your customers are a challenge now, wait until 2010, said futurist and ET keynoter Jim Carroll at Wednesday's opening session.
Tomorrow's customers will be "far more demanding, will expect more from you, will be constantly pushing you, and will have far less loyalty to you as a brand," Carroll predicted.
That's because the customers of 2010 are today's youth - many of whom don't remember film cameras, and who view "television" as video that comes to them in the car, on the laptop, or on the back of the airplane seat.
"By 2020, we'll be witnessing the retirement of the change-averse," Carroll said, referring to baby-boomer and older generations. "What will emerge into purchasing power, and into your customer base, is this generation that thinks differently, is wired differently."
As for products and services, Carroll frequently referenced last week's Consumer Electronics Show in Las Vegas as an example of "furiously rapid rates of change." Product lifecycles, such as those traditionally taught in marketing courses," are fundamentally disappearing," he said.
To compete, cable needs to focus on being agile. "Re-skilling the folks who are instrumental in your architecture is just critical," he said.
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"...the rapid rate of change in cable telecommunications is going from fast to furious ..."
Read the full SCTE press release here 
Shortly after my keynote in Tampa today to open the Society of Cable Telecom Engineers Emerging Technologies conference, the SCTE put out this press release:
"Jim Carroll, international futurist, trends, and innovation expert, said the rapid rate of change in cable telecommunications is going from fast to furious in a stirring keynote address today to a sold-out Society of Cable Telecommunications Engineers (SCTE) Conference on Emerging Technologies® 2006 in Tampa.
Carroll was a perfect fit for the forward-focused ET, with a high-energy speech that entertainingly challenged attendees to embrace constant change and see it as rife with opportunity as opposed to a threat."
FOR IMMEDIATE RELEASE
Contact: 800-542-5040
Kimberly Maki, SCTE VP Marketing & Business Development, ext. 221, kmaki@scte.org
Joe Madagan, SCTE Editor Marketing & Communications, ext. 212, jmadagan@scte.org.
Visit SCTE online at www.scte.org.
SCTE ET KEYNOTE CARROLL HAILS COMPELLING CALL TO ACTION
JAN. 11, 2006 (Exton, PA)--Jim Carroll, international futurist, trends, and innovation expert, said the rapid rate of change in cable telecommunications is going from fast to furious in a stirring keynote address today to a sold-out Society of Cable Telecommunications Engineers (SCTE) Conference on Emerging Technologies® 2006 in Tampa.
Carroll was a perfect fit for the forward-focused ET, with a high-energy speech that entertainingly challenged attendees to embrace constant change and see it as rife with opportunity as opposed to a threat.
"Furious rates of scientific advance will make the last 10 years of rapid technology development seem like a slow train ride," said Carroll. "Optical researchers are learning how to slow the speed of light to 30 miles a second, in order to develop the next generation of optical router. Next-generation storage companies are dealing with concepts that involve storing three data bits in every single molecule. It's only a matter of time before VoIP is built into every laptop at the chip level. How do we ensure that we've hitched our train to everything that is going on?"
Carroll told the audience that bandwidth demand is set to explode. "With digital cameras having just entered our world, we are already taking 80 billion pictures a year and are sharing them online. Once we all start sharing video, bandwidth will take off in ways that are unimaginable." Carroll challenged the audience members to ask themselves if they are thinking big enough.
"Everyone is focusing on 100 MBPS or 300 MBPS as being the key question for the year 2010," he said. "I think we should be thinking about yottabits and zetabits when it comes to capacity."
Carroll affirmed his audience members for their presence at a conference like ET, which, with its myriad networking opportunities, helps to meet the need to develop what he calls "complexity partners," other companies that are specialists in their particular technical niche of the industry. "No one cable engineer, no one cable company, can possibly do it all," he said.
The keynoter said that new competitors will continue to emerge at a furious pace overnight--and learning to tap into the global innovation mind is critical.
"We are now witnessing a sort of infinite idea loop, in which new ideas, inventions, and innovations occur faster than ever before," he said. "No one can hope to define the future anymore--the best you can do is simply to plug into the future that is being developed all around you, and learn how to profit from it."
Carroll said that, fueled by the Internet, what took four years to discover in years past can now take about four hours.
Carroll's speech kicked off two full days of ET, which is featuring four hard-hitting sessions focused on what cable's future will look like in three-to-five years.
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The Society of Cable Telecommunications Engineers is a non-profit professional organization committed to advancing the careers of cable telecommunications professionals and serving the industry through excellence in professional development, information and standards. SCTE currently has more than 15,000 members from the U.S. and 70 countries worldwide and offers a variety of programs and services for the industry's educational benefit. SCTE has more than 70 chapters and meeting groups and has technically certified more than 3,000 employees of the cable telecommunications industry. SCTE is an ANSI-accredited standards development organization. Visit SCTE online at www.scte.org.
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