Jim Carroll- Futurist, Trends & Innovation Keynote Speaker

Is your organization getting a tad stale? Try rejuvenating staff by prescribing a dose of newfound creativity – through some innovation oxygen!

When my good friend Scott Kress summited Mount Everest two years ago, he used a little bit of oxygen for the final push. Many climbers do — sometimes you need the extra energy to accomplish something massive! (Scott’s also a speaker, and has a great stage story to tell! When he summited the highest peak in Europe last year, he ended in a hi-jacked Russian plane!)

My good friend Scott Kress at the Summit of Everest in 2009!

So it is with innovation — sometimes you need some help to accomplish great things. Here are some thoughts on how you can kick up your innovation efforts a bit more. Most importantly, the idea is that you can generate a little innovation oxygen by investing in some experiential capital!

What’s the use of innovation oxygen?

It is no secret that we are in an economy that has become far more hurried, complex and uncertain. Things are changing at a furious pace out there – from the products we are selling, to the markets we are selling to, to the attitudes of the customers that we are dealing with. Not to mention challenges with business models, marketing, branding, customer service, new forms of competition — and well, just about everything else!

Faster is the new fast!

In such an environment, a constant, relentless focus on innovative ideas might be the key to helping deal with rapid change. And through innovation, you may discover new opportunities.

This is the perfect time for every organization to put in place what I call “innovation oxygen.” This involves establishing a culture where everyone is actively encouraged to test a new idea.

In other words, everyone needs to inhale.

Oxygen. Innovation oxygen. Breathe it in deeply!

How do you do this? Several ways!

Banish complacency

Start out by banishing forever one of the worst phrases ever to be used in the corporate setting: “We’ve always done it that way.” Let go of the past. Things are different today, and will be far more different tomorrow. Constant, relentless change with markets, products, technology, customer behaviors and attitudes is the new reality.

Trying to go forward by doing what you’ve done in the past, results in being blind about potential opportunity. Don’t let complacency drive your agenda.

Put an alternative culture in place – one that encourages the use of the phrase, “Why not try doing it this way?” If you did things in a certain way in the past and it isn’t working as well as it used to, then do something completely different. See if it works.

Learn from it if it doesn’t, and move on to something new again. Try ten different approaches, and maybe you’ll find one that is effective. Throw out the other 9, and give yourself marks for innovation.

Take risks, reward failure

Of course, you can’t do this if your corporate mindset is one that discourages risk-taking. I’d suggest that to get into innovation mode, you should put yourself back in the mindset that existed before the current economic downturn.

Back then, it seemed that almost anything was possible, and everyone was willing to go out on a limb to try something new.

That’s no longer the case today. The challenges with the economy have had a huge impact on our willingness to try new ways of doing things.

Indeed, it’s fair to say that the climate towards risk taking and innovation has become very negative. After all, who would dare to stick out their neck today when they’re terrified of losing their job? Everyone is hunkering down, in survival mode.

Such an attitude will certainly help to kill an organization before the recovery even begins!

Bring back the courage to innovate.

Otherwise, current attitudes will settle in like a wet sponge, smothering any chance for innovation. Explore new ways of dealing with customers, particularly around social networking. Continue to examine methods of building sustainable customer relationships and loyalty. Return to experimenting with leading edge technology that might help to encourage new methods of building or enhancing brand image.

Whatever the case may be, keep trying out new approaches to do business, and reward those staff members who are willing to experiment and try new ideas.

Deal with the reality of aggressive indecision

Anyone involved in business has come to realize that over the last several years, it has become more and more difficult to close a deal. Massive indecision has come to be the rule, not the exception. And you can expect that to be a long-term reality, so adjust your plans accordingly.

The fact is, people have decided not to make decisions – and they like it! This has taught them something – they can hold off on deciding until the very last minute. The impact is rather challenging. It means is a business cycle that increasingly relies on long lead times, with sudden and instant short-term decision horizons.

Are you in sales? Here’s the new reality — you will find that your prospects will keep putting you off, and then one day will call, breathless and in a rush! There’s a decision to be made tomorrow morning, you are told. They need a revised proposal by 9am, and they need you to attend the meeting.

Oh, and you’ve got to be able to address multiple different product scenarios that haven’t been talked about before!

Can you respond to such a situation? Do you have a culture that would let you instantly jump in and reconfigure a deal? Can you pull together the information that would be necessary to support your presentation?

In retrospect, the need to be in an innovative frame of mind becomes obvious – critical, in fact. This new world can present a big shift in the approach that needs to be taken by your team.

Executives must constantly probe and learn how to deal with a business environment in which aggressive indecision is driving the decision making process.

Encourage frivolous education and promote offbeat time

To get into a frame of mind of acting fast, everyone needs to be able to learn a lot, very quickly. One way of doing that is by encouraging people to “waste” time. That’s right – I really recommend that as a business strategy.

How can people understand the high velocity change in markets, business models, competitive challenges, the emergence of new means of marketing and branding, and all kinds of other issues, if they are restricted to formal education programs? How can they learn about the new products that they need to sell when those products are coming to market so quickly? How can they learn new methods of dealing with a customer by taking an in-house course that was developed over a year ago, when the market was completely different from today?

That’s where frivolous education comes in, as a complement to traditional, formal corporate education programs.

Why not establish some “playtime” with your sales force, with the purpose being to try out a multitude of new technologies: encourage browsing through industry magazines, surfing the Web for market research, etc… Such activities may help bring understanding to how the customer is changing. So in fact, what may appear to be “wasting time,” really is not so.

Set your sales force out to do frivolous activities with a goal in mind – to measure customer service, examine competitive activities, take a look at new products, or simply come up with some innovative, new ideas that might help them sell more. Maybe you’ll get some unique insight that doesn’t come from your traditional educational programs!

Destroy organizational sclerosis

It’s been said before, but needs to be said again – hierarchy is the enemy of innovation. Everyone knows that the biggest challenge in many organizations are uncommunicative departments, and a culture that doesn’t promote openness. To improve the ability of an organization to innovate, communication barriers need to be broken down.

It seemed that when new technologies appeared on the scene in the 1990′s, that there were vast new opportunities to destroy “organizational sclerosis.”

And yet now, this culture of open communication is slowly being destroyed, as companies come to discourage frivolous employee communications. Jokes are frowned upon, and political correctness has become stifling.

This indictment of open communication impairs the very ability of the organization to encourage a culture of knowledge exchange, often critical for understanding how markets and customers are changing.

We need to continue to encourage employees to communicate as much as possible, however frivolous. Do this, and you’ll find that the culture of innovation opens up too.

Invest in experiential capital

In a world in which business models, methods of customer interaction, and other fundamentals are changing overnight, it’s critically important that an organization constantly enhance the skill, capabilities and insight of their people.

They do this by constantly working on projects that might have an uncertain return and payback — but which will provide in-depth experience and insight into change.

It’s by understanding change that opportunity is defined, and that’s what experiential capital happens to be. In the future, it is one of the most important assets that you can possess.

Invest in experiential capital, and that’s where you’ll find your innovation oxygen.

"We really don't understand it all, and so we aren't going to do anything!"

A few years ago, when I was the closing speaker for the Swiss Innovation Forum in Zurich, I made the observation that many  ”organizations fail, because their have failure engrained in their corporate culture!”

Do you?

It can be difficult to try to be innovative in many organizations. Many people with an innovation-oriented mindset often find their enthusiasm stymied when they approach senior management with an initiative. And when their effort is turned back, it can extremely frustrating!

One of the most typical situations today in which we are seeing innovation-dead-in-its-tracks involves the many initiatives that people are pursuing with social networks and/or mobile applications. They know that we live in transformative times in which major changes are occurring with branding, production promotion, customer relationships and just about everything else!

So they set off to build a sophisticated customer-oriented Facebook initiative; they roll out a prototype mobile iPhone app; or they simply get a very basic Twitter feed happening that includes a stream of useful news updates that customers might actually appreciate.

Enthusiastic as heck, they take their project to the senior management team — and its’ rejected, with a litany of reasons as to why the organization just isn’t ready to deal with their new ideas right now.

Any number of reasons can be given; each and every one of them is indicative of the fact that a sort of organizational sclerosis has set in, that clogs up the ability of the organization to deal with anything new. Consider the attitudes that you might encounter if you are trying to get something happening:

• we don’t understand it, so we don’t think we need to do it
• it’s too easy to not confront the tough issues
• we are too busy fighting fires right now!
• we don’t have the skill sets to deal with this. That’s a weak excuse
• we haven’t thought about this in our strategic planning process
• we have really spent a lot of time thinking about what comes next
• we don’t have a budget for that!
• what we’ve been doing all along is perfectly ok, isn’t it?
• there’s so much going on, and we don’t know where it might fit in terms of priorities!
• it’s too far ahead of its time!

Of course, it’s easy to take this wall of negativity and step back from the project and curb your enthusiasm — and give up! Here’s a clip from my keynote in Zurich in which I talk about the challenges you might face.

But real innovators don’t give up! They work to address the organizational sclerosis that might be in place. What you should do  is confront these excuses head on: there are a variety of different reactions depending on the different excuses that are used:

• if they don’t understand it, educate them! This might involve building a better business case for the initiative; bringing them up to date on the key business drviers and trends that require some bold steps and dramatic change.
• help them that those who tackle the tough issues usually win. This is a good time to put into perspective the concept of accelerating change. You need to make sure that the leadership team understands that everything around us today is changing faster than ever before, and will continue to do so: business models, methods of customer interaction, new forms of competition. Business today is all about continually confronting a flood of tough issues; we should be bulking up our capabilities to deal with a world of incessant change.
• if the organization is always in fire-fighting mode, change the agenda. Maybe they won’t be fighting as as many fires over the long term if they have a clear view of the future, and have a strategy that aligns to that future. So rather than asking, “whoah, where’d that come from,” they’re asking “ok, what comes next, and what do we need to do about it?“
• skill sets don’t give us the capability: That’s a weak excuse: if there are shortfalls in certain key skills to deal with current business realities, deal with it and fix it fast. Ensure that you work with HR to undertake a skills inventory with respect to the area you are trying to innovate within, and work to plug the holes.
• if it’s not part of the strategic planning process, make it part of it. Every organizations has multiple processes in which issues and activities rise to the top because they’ve been idenitified as fitting within the overall strategic plan. If yours isn’t part of the plan, work to get it there; and again, this comes through education, a clear business case, as well as internal discussions with those who are involved with and shape the strategic planning process.
• get people thinking about what comes next: Does the organization have a regular series of forward looking leadership meetings? Does it take the time to assess the trends which might impact it on a 1, 2, 5 and 10 year basis? Is it busy looking at we have really spent a lot of time thinking about what comes next
• we don’t have a budget for that! Following the process of getting the initiative into the strategic plan will help to lead to the next step: getting the project properly approved and funded within the overall budget process for the organization. There’s a process for budgeting — and you have to be intimately involved in and respect the process.
• make it clear that it isn’t ok to keep doing the same thing that has been done in the past. You’ve got to clearly articulate the new threats the organizations faces and the opportunities that it can pursue as a result of ongoing change.
• there’s so much going on, and we don’t know where it might fit in terms of priorities! This is a tricky one, because in this type of situation, its pretty well certain that there is some weak management in place who doesn’t know how to set a clear action plan that the team must follow. Best bet is to address the other issues on the list, and work to put in place a clear business and strategic plan for your initiative, with sound business reasoning as to why it needs to be done.
• it’s too far ahead of its time! Frame the future to the organization this way: do we want to always be fast followers, or do we truly want to be market leaders?

In Zurich,I noted on stage that “we develop corporate cultures that stifle — that kill our ability to try to do anything new…..” That’s what you’ve got to work to avoid — it’s not easy to do — but absolutely necessary!

We are in the era of big thinking, yet a lot of people have a small outlook.

Consider what leading edge innovation organizations are doing today; they’re prepared to:

• make big transformations: I’m dealing with several organizations who realize that structured operational activities that are based on a centuries old style of thinking no longer can take them into a future that will demand more agility, flexibility and ability to react in real time to shifting demand. They’re pursuing such strategies as building to demand, rather than building to inventory; or pursuing mass customization projects so that they don’t have to compete in markets based on price.
• undertake big brand reinforcement: one client, realizing the vast scope and impact of social networking on their brand image, made an across the board decision to boost their overall advertising and marketing spend by 20%, with much of the increase going to online advertising. In addition, a good chunk of existing spending is being diverted as well. Clearly, the organization believes that they need to make bi broad, sweeping moves to keep up to date with the big branding and marketing change that is now underway worldwide.
• anticipate big changes: there’s a lot of innovative thinking going on with energy, the environment and health care. Most of the organizations that have had me in for a keynote on the trends that are providing for growth opportunities have a razor sharp focus on these three areas, anticipating the rapid emergence of big opportunities at a very rapid pace.
• pursue big math: quite a few financial clients are looking at the opportunities for innovation that come from “competing with analytics,” which offers new ways of examining risk, understanding markets, and drilling down into customer opportunity in new and different ways.
• focus on big loyalty: one client stated their key strategic goal during the downturn this way: “we’re going to nail the issue of customer retention, by visiting every single one in the next three months to make sure that they are happy and that their needs are being met.” Being big on loyalty means working hard to ensure that existing revenue streams stay intact, and are continually enhanced.
• focus on big innovation: one client stated their innovation plan in a simple yet highly motivating phrase: “think big, start small, scale fast.” Their key goal is to build up their experiential capital in new areas by working on more innovation projects than ever before. They want to identify big business opportunities, test their potential, and then learn how to roll out new solutions on a tighter, more compact schedule than ever before.
• thinking big change in scope. One client became obsessed with the innovation strategy of going “upside down” when it came to product development. Rather than pursuing all ideas in house, they opened up their innovation engine to outsiders, looking for more partnership oriented innovation (with suppliers and retailers, for example); open innovation opportunities, and customer-sourced innovation. This lit a fuse under both their speed for innovation as well as their creativity engine
• innovate in a big way locally: we’re in a big, global world, but that doesn’t mean that you can’t innovate locally. One client in the retail space pursues an innovation strategy that allows for national, coordinated efforts in terms of logistics, merchandising and operations, yet also allows a big degree of freedom when it comes to local advertising, marketing and branding.
• share big ideas. One association client pursued an innovation that was relentless on community knowledge sharing. They knew if they could build an association culture in which people shared and swapped insight on a regular basis on how to deal with fast changing markets and customers, that they could ensure their members had a leg up and could stay ahead of trends. Collaborative knowledge is a key asset going forward into the future, and there’s a lot of opportunity for creative, innovative thinking here.
• be big on solving customers problems. Several clients have adopted an innovation strategy that is based on the theme, “we’re busy solving customers problems before they know they have a problem,” or conversely, “we’re providing the customer with a key solution, before the customer knows that they need such a solution.” That’s anticipatory innovation, and it’s a great strategy to pursue.
• align strategies to the big bets. There’s a lot of organizations out there who are making “big bets” and link innovation strategies to those bets. WalMart has bold goals for the elimination of all packaging by a certain date; this is forcing a stunning amount of innovation within the packaging sector. Some restaurants aim to reduce food and packaging waste by a factor of dozens; this is requiring stunning levels of creativity in the kitchen

What do innovative organizations do? They re-orient themselves for an economy in which their ability to react to fast paced change will increasingly define their success.

In this clip, Jim Carroll outlines for an audience of several thousand the key attributes of today’s innovation heroes:

In essence, these organizations concentrate upon:

• an accelerated innovation cycle
• the rapid ingestion of new technologies / methodologies
• faster time to market
• rapid re-focusing of resources to deal with new opportunity or threat
• a rabid focus on operational excellence
• a  rapid response to volatility
• and a re-orientation to fast paced consumer and brand perception

Jim has studied the innovation attitudes of hundreds of global organizations, and has carefully come to define what it is that allows some organizations to achieve stunning levels of innovation success, while others become innovation laggards. These attributes are a good part of the defining characteristics for success.

What do you think?

I’ve been quite priviliged through the years to be able to observe, within my global blue chip client base (which includes clients such as the National Australian Bank; Diners Club; HJ Heinz, General Dynamics / Northrop Grumman Nestle), some of the fascinating innovation strategies that market leaders have pursued.

What is it they do? Many of them make big, bold decisions that help to frame their innovative thinking and hence, their active strategies. For example, they:

• make big bets. In many industries, there are big market and industry transformations that are underway. For example, there’s no doubt that mobile banking is going to be huge, and its going to happen fast with a lot of business model disruption. Innovative financial organizations are willing to make a big bet as to its scope and size, and are innovating at a furious pace to keep up with fast changing technology and even faster evolving customer expectations
• make big transformations: I’m dealing with several organizations who realize that structured operational activities that are based on a centuries old style of thinking no longer can take them into a future that will demand more agility, flexibility and ability to react in real time to shifting demand. They’re pursuing such strategies as building to demand, rather than building to inventory; or pursuing mass customization projects so that they don’t have to compete in markets based on price.
• undertake big brand reinforcement: one client, realizing the vast scope and impact of social networking on their brand image, made an across the board decision to boost their overall advertising and marketing spend by 20%, with much of the increase going to online advertising. In addition, a good chunk of existing spending is being diverted as well. Clearly, the organization believes that they need to make bi broad, sweeping moves to keep up to date with the big branding and marketing change that is now underway worldwide.
• anticipate big changes: there’s a lot of innovative thinking going on with energy, the environment and health care. Most of the organizations that have had me in for a keynote on the trends that are providing for growth opportunities have a razor sharp focus on these three areas, anticipating the rapid emergence of big opportunities at a very rapid pace.
• pursue big math: quite a few financial clients are looking at the opportunities for innovation that come from “competing with analytics,” which offers new ways of examining risk, understanding markets, and drilling down into customer opportunity in new and different ways.
• focus on big loyalty: one client stated their key strategic goal during the downturn this way: “we’re going to nail the issue of customer retention, by visiting every single one in the next three months to make sure that they are happy and that their needs are being met.” Being big on loyalty means working hard to ensure that existing revenue streams stay intact, and are continually enhanced.
• focus on big innovation: one client stated their innovation plan in a simple yet highly motivating phrase: “think big, start small, scale fast.” Their key goal is to build up their experiential capital in new areas by working on more innovation projects than ever before. They want to identify big business opportunities, test their potential, and then learn how to roll out new solutions on a tighter, more compact schedule than ever before.
• thinking big change in scope. One client became obsessed with the innovation strategy of going “upside down” when it came to product development. Rather than pursuing all ideas in house, they opened up their innovation engine to outsiders, looking for more partnership oriented innovation (with suppliers and retailers, for example); open innovation opportunities, and customer-sourced innovation. This lit a fuse under both their speed for innovation as well as their creativity engine
• innovate in a big way locally: we’re in a big, global world, but that doesn’t mean that you can’t innovate locally. One client in the retail space pursues an innovation strategy that allows for national, coordinated efforts in terms of logistics, merchandising and operations, yet also allows a big degree of freedom when it comes to local advertising, marketing and branding.
• share big ideas. One association client pursued an innovation that was relentless on community knowledge sharing. They knew if they could build an association culture in which people shared and swapped insight on a regular basis on how to deal with fast changing markets and customers, that they could ensure their members had a leg up and could stay ahead of trends. Collaborative knowledge is a key asset going forward into the future, and there’s a lot of opportunity for creative, innovative thinking here.
• be big on solving customers problems. Several clients have adopted an innovation strategy that is based on the theme, “we’re busy solving customers problems before they know they have a problem,” or conversely, “we’re providing the customer with a key solution, before the customer knows that they need such a solution.” That’s anticipatory innovation, and it’s a great strategy to pursue.
• align strategies to the big bets. There’s a lot of organizations out there who are making “big bets” and link innovation strategies to those bets. WalMart has bold goals for the elimination of all packaging by a certain date; this is forcing a stunning amount of innovation within the packaging sector. Some restaurants aim to reduce food and packaging waste by a factor of dozens; this is requiring stunning levels of creativity in the kitchen.

These are but a few examples and the list could go on; the essence of the thinking is that we are in a period of big change, and big opportunity comes from bold thinking and big creativity!

A key innovation message that I spend time with my clients focusing upon involves the concept of “thinking big, starting small, and scaling fast.”

(With all due respect, the thought process comes from a customer-service oriented strategy at McDonald’s many years ago, but it is easily extended to encompass innovation in general.)

What does the message imply:

• think big: identify the long term transformative trends that will impact you. These could include significant industry change, business model disruption, the emergence of new competitors, product or service transformation; anything. Essentially, you need to get a good grounding in the “big changes” that will impact your future over a five or ten year period
• start small: from those trends, identify where you might weaknesses in skills, products, structure, capabilities, or depth of team. Pick a number of small, experiential orientated projects to begin to fill in your weak points, and learn about what it is you don’t know. This will give you better depth of insight into what you need to do in order to deal with the transformative trends identified above
• scale fast: from those small scale projects, determine which areas need to be tackled first in terms of moving forward more aggressively with the future. Develop the ability to take your ‘prototyping’ of skills enhancement from the small scale projects into full fledged operations

It sounds simple, but its’ extraordinarily complex. Having said that, it does give you and your team a good conceptual framework for innovation, and orienting yourself to the trends which will provide you with the greatest opportunities and challenges in the years to come.

How might a company use such thinking? Let’s say you are in the banking industry. You know that mobile, text message, and location-sensitive banking trends are going to have a big impact on you. You know little about what is going. Think about how you might have redefined your customer service out on a ten year basis; where you might see new competitors emerge; and what you need to do to ensure that you stay on top of changing consumer demands. Then start small — take on a number of projects that build up the experience of your team with specific mobile technologies: how quickly can we get financial apps developed? From those ongoing efforts, build up the capability to scale — that is, separating the successes from the failures with these smaller projects, and learning how to quickly roll them out on a national or international basis.

Leave a comment : let me know what you think, suggest or ideas where you’ve seen the concept work!

My mantra about innovation is that it is always about three questions: how do you run the business better, grow the business, and transform the business. Address those three issues, and you’ve nailed the essence of innovation.

Since the economic downturn, most of my global clients have been focused on the first issue: how can we run the business better? They’ve been razor-arrow sharp on achieving operational excellence, managing costs, downsizing, and other critical steps necessary to survival.

Now that’s changed.

In the last few months, I’ve had a significant number of bookings — often by senior VP or CEO level execs within  Fortune 1000 organizations — for keynotes at leadership meetings that have the purpose of examining how to grow the business and transform the business.

In other words, folks, GROWTH IS BACK. I think the mindset of the global Fortune 1000 is shifting quickly to strategies that are aimed at transitioning products and markets; generating revenue where revenue hasn’t existed before; growth through acquisition; and countless other innovation strategies aimed at growth. And they’re thinking as to what they need to do this; how do they realign their skills base to deal with rapid change ; how do they more rapidly share ideas on fast emerging opportunities; how do they partner up in order to move faster?

This is the fifth recession I’ve gone through in my professional career. I’ve seen these signs before.

Growth is definitely back in business.

More information

• Read: Success Comes to Those Who Evolve

Here’s a blog post that ran over at the Chicago Hospitality Insider blog with a report on my keynote last week.”

—-

Moving Beyond The Meltdown” with Jim Carroll
Posted on February 18th, 2010 by Jody Robbins

How is the tourism business impacted by a world where information is passed feverishly around the globe? Immediately and directly; that’s how, says Jim Carroll (Futurist and Trends & Innovation Expert!), today’s lunch-time speaker at the 2010 Illinois Governor’s Conference on Tourism.

“The future happens faster than you think,” said Carroll. “The likelihood is that seven out of ten kindergartners today will work in jobs that don’t exist today.

“[It's also] estimated that half of what college students learn in their first year is obsolete by the time you graduate,” he continued. “The typical digital camera today has a shelf life of three to four months before it’s behind current technology.”

How can a company or a government entity make that change happen? Look for experienced people that know what they’re doing; i.e. build experiential capital and stay nimble.

“It’s not necessarily big corporations that will own the market, but those who innovate — try things they haven’t done before in order to stay in front of a very fast pace.”

How? Accelerate your innovation cycle, Carroll says. “It’s not, ‘We’ll get you in our brochure next year; it’s what can we do to partner with you right now?’

Other important factors: faster time to market and continuous reinvention to meet rapid consumer preference shifts. Again, how to do this? Go online, go mobile and use your staff and outside resources to find your customer and sell them your product when and where they want it.

Carroll’s Pertinent Points:

• *1/3 of all leisure travel is booked last-minute
• * Average planning time down to 15 days
• * 36% of last-minute vacations 3-4 nights in duration
• * 30% are 1-2 nights
• *”More than 147-million people interact globally on social networks via their mobile phones – expect one-billion (!!!) within five years,” says Carroll.

In other words, to use a cliche, THE TIME IS NOW!

—–
It was a great talk, and I’ll have more to post on some of the observations from my keynote in the weeks to come!

I was in Chicago earlier this week; I had a keynote for the leadership team of a company that’s involved in a sector of the construction industry.

They’ve had some challenges with the economic downturn; they’re also likely to see a resurgence as infrastructure spending kicks in.

But they’re thinking beyond what happens after that — they’re positioning themselves for long term growth — and so they brought me in to stir up some creative thinking as to what they need to do.

The focus of my keynote was the theme: “What is it that world class innovators do that other organizations don’t do?” Here’s some of the insight that I covered.

1. World class innovators possess a relentless focus on growth: I deal with a lot of CEO’s at a lot of organizations, and in almost every instance, they’ve engaged me because my message of future growth opportunities resonates with their own attitude. In my view, there are unprecedented opportunities for growth in almost every industry. Spend some time on this blog; read my Where’s the Growth overview and other information, and you’ll come away convinced we live in transformative times that offer tremendous opportunities for growth through innovation.
2. World class innovators continually transition their revenue source: they’re focused on ‘chameleon revenue‘. They know that they have to evolve from being a commodity product competing on price, to one that offers a more complex, revenue rich solution. They’re aware that they need to have continuous, relentless product innovation in order to keep their new revenue pipeline full.
3. World class innovators solve customers problems – before the customer knows it’s a problem: They excel at anticipatory thinking: where do we need to go with our customers to ensure that we continue to have a strong revenue relationship? What key trends can we ride to maximum advantage that will allow us to provide a constant flood of new, irresistible innovations for our customer base?
4. World class innovators source innovation ideas through their customers.: Simply put, they derive new innovation ideas by observing what their customers are doing with their products or services. They know that they aren’t fully in control of the innovation agenda anymore, and that some of the most brilliant ideas are coming from a new source. Notes John Hanks, vice-president, industrial and embedded products for National Instruments: “We have the advantage of working with some of the most innovative people in the world. For example, we could find a customer who is using one of our products in an unexpected and innovative way. It’s then possible for us to take that and add value for another customer, which is one of the ways we can help the innovation process as a whole.”
5. World class innovators focus on ingesting fast ideas: there are new technologies, business models, customer trends, product developments, scientific advances and countless other things that are increasing the pace of change. Innovators know that if they plug into the global idea machine, they can constantly discover a tremendous number of insights that help them to move forward.
6. Innovators check their speed and focus on corporate agility: they know that to keep up with fast paced trends, it’s their ability to quickly act, react and do that will allow their future success. There’s not a lot of time for debate, studying; inertia is abhorred. They simply DO.
7. World class innovators focus on long term wins through constant incremental improvements: they know that some pretty big growth can come from continual small wins and improvement on margins. For example, 7% of power on transmission and distribution lines are lost as heat. Reduce that loss by 10% – and that would equal all the new wind power installed in the US in 2006. That’s why ‘smart grids’ are such a hot topic. Take the auto industry: todays’ typical automotive system uses only 25% of the energy in the tank — the balance is lost to waste, heat, inefficiency. Work on increasing that on a year over year basis, and there are some pretty solid gains through innovation.
8. World class innovators focus on skills partnerships as a key success factor: they know that with rapid change, knowledge is becoming an ever more precious commodity, particularly niche oriented knowledge. If they are entering a fascinating new, fast paced market, they realize that there might be but a few individuals or organizations in the world who could help them tackle that new market. They focus on forming fast teams and fast partnerships, drawing a lot of innovation oxygen from that external insight.
9. World class innovators focus on pervasive connectivity for next generation product: they know that one of the key trends out to 2020 is that everything around us is plugging together. Soon, every device on the planet will have an IP address on the Internet; we’ll be able to access it’s status and its location. This is transformative stuff, and is one of the primary sources for the next new billions of dollars of revenue in countless industries. Consider the world of HVAC — industrial heating, ventilation and air conditioning equipment: as it is transitioned to the world of “HVAC 2.0″, an intelligent, interlinked, fascinating new world of massive connectivity.
10. World class innovators aren’t afraid to back away from big ideas: they know that right now it’s a great time to made bold decisions, and take decisive advantage to forge aggressive new paths against their competitors. While everyone else wallows in aggressive indecision and organizational sclerosis, world class innovators know that it is a great time to do great things.

You know what?

World class innovators win!

Did my keynote go well? Here’s what the client had to say: “Thanks again for your first class presentation! It really hit home and was right on the money!”

More information:

• Where’s the Growth? (PDF)
• Blog post HVAC 2.0

The chance that your company, markets, competitors will be the same in ten years is virtually zero – so what do you do about that?

Here’s 10 phrases I often use to challenge my clients — often CEO’s of large, multinational organizations — to think differently about our fast paced future:

• experiential capital: it’s the cumulative experience you gain by trying to do new things. Do you have enough of it?
• momentum management: is this a core capability that your organization possesses – can you steer your team through ever more fast paced change?
• chameleon revenue: is your revenue stream capable of it? Can you keep generating new streams of revenue as old streams disappear?

• global idea cycles: do you tap into the global R&D mind for innovation insight, or is your thinking stale, old, out of date, based on the same old sources?
• idea intensity: can you turn the ideas that are out there into reality quickly enough, or do you lose the opportunities to others?
• energy of engagement: is your brand boring and dull, or edgy and interactive?
• ingestion capability: can you ingest new trends, technologies, concepts, business models … before they’re obsolete … or are you stuck in a hopeless rut of indecision?
• fast teams: can you form them as quickly as necessary to get the faster things done?
• massive incrementalism: the oil industry currently retrieves only 1 out of 3 barrels per well on average. A 1% improvement represents huge revenue gains. Every industry I am dealing with sees small marginal wins adding up to huge tactical advantage.
• depth of boldness: are you still thinking small wins, or large, massive tactical manoeuvres?

In other words, when it comes to the future, are you with it, or are you going to wimp out?

My January / February CA Magazine article is out; entitled “Stranger than Science Fiction,” it examines a major theme that has been part of many of my keynotes throughout 2009: what happens to your industry when the pace of innovation is no longer set within the industry itself, but rather, is set by the blistering rate of change as set by Silicon Valley?

Stranger than Science Fiction

by Jim Carroll, CAMagazine, January 2010

Is your industry in the midst of a transition at Silicon Valley speed? If it isn’t, it could be very soon, because I’m seeing it happen wherever I go. Take the global credit card industry. For a long time, the pace of innovation has been relatively slow and deliberate; aside from the chip found in your new credit card, it’s still been about the same old piece of plastic.

All that is about to change, because as I observed at a recent global financial conference, it is quite likely that our cellphones, BlackBerrys and iPhones will become the credit card of the not-too distant future. When you enter a store, you’ll punch a code into your iPhone to confirm the transaction, and you’ll get an instant receipt. As this transition occurs, the financial payment industry will find it has suddenly lost control of its innovation agenda. Rather than having the future figured out in boardrooms of bank towers, control will have been wrested away by someone in Silicon Valley who innovates at hyper-speed.

The trend is happening everywhere I look, even in the world of sports. I spoke to 4,000 professionals at the National Recreation and Parks Association’s annual conference in Salt Lake City. I challenged the audience – most of them responsible for civic or state recreational activities and park infrastructure – to think about the baseball bat of 2015 or 2020. From my vantage point, it’s going to look the same, but it’s likely to have a variety of sensors built into it that will provide players with instant feedback regarding the strength and accuracy of their swing; the same sensors will trigger their nearby cellphone to automatically capture a video of their time at the plate.

Retail will change at the same fast and furious pace. I’ll walk into a store, and behind the scenes, the store will recognize me through an interaction with my mobile device. That will cause a plasma TV in the corner to start displaying a customized advertisement for me based on prior shopping history, at the same time I’m zapped a coupon for a 20% discount for a few items over on aisle 12.

Farfetched? I don’t think so. Creepy? To us maybe, but perhaps not to the next generation. When we think of the strangeness of the future and our likely negative reaction to some of what might come next, we have to remember this: it’s not bad, it’s just different.

The key point is that entire industries will be swept along at a raging rate of innovation. All of a sudden, those people who have managed in-store design, layout and promotions will find their old skills don’t transfer as easily to this strange new world as the digital denizens reshape the customer experience.

Even the slow, staid senior citizen housing industry is being impacted. Five to 10 years out, we’ll have a lot of baby boomers living out their golden years in regular homes as opposed to retirement homes (simply because society won’t be able to afford it). Medical professionals will manage their care from afar using a vast array of bio-0connectivity medical devices; sensors embedded throughout the home will detect if their behaviour patterns are out of the norm and will trigger an alert. Science fiction? Research into this type of sensor-application is well underway at the University of Missouri.

Here’s a good way to think about innovating at Silicon Valley speed: in my home office, I have an MP3 player from somewhere around 1999. It can hold about three or four songs. It seemed cool at the time. Today, it’s positively a joke compared with the modern iPod.

Could the fundamentals of your industry as quickly become something like a joke?

———

Think about this article, and then ask yourself:

• what are the big transformations that are going to occur in my industry as Silicon Valley Velocity takes over?
• where will there be business disruption as result?
• how can I be a disruptor, and establish opportunity?
• how will my target customers change – how can I reach new customers — how can I build new customer revenue that hasn’t existed before?

Think of many more questions like that, and you’ve found countless opportunities for innovation.

More information:

• Video: Pervasive connectivity
• Video: Location intelligence and the future of recreation
• Video The future of seniors care ” “BIG challenges, transformations, opportunities!
• Blog entry Reinventing the future with transformative technology</b>

On stage in Las Vegas, Jim challenges his audience to think about the importance of innovating in order to stay out in front of the recession.

Here’s a brochure extract from another upcoming conference. The theme : “Moving Beyond the Meltdown: Focusing on Growth Through Innovation.”

It’s been a busy six months since the meltdown.

Throughout this time, I’ve been keynoting events all over North America, for organizations and events large and small, focused on the theme of innovation and working our way through challenging economic times.

What has been fascinating is that in sharing the stage with a variety of CEO’s, for both massive, global organizations and smaller associations and businesses, there are many who share a relentless focus on opportunity.

There’s no doubt that there is lot of pain and retraction and pullback out there. But my experience in the last six months indicates to me that there is an equally fast pace of innovative thinking, as to ‘what should we be doing with these new realities in which we find ourselves.’

My most favorable moment comes from one particular event: before I went on stage, the CEO of one particular global organization went on to give his “call to action” to his team.

He spoke about the challenges of the global economy for a little less than a minute — and then went on a fascinating 20 minute outline of the great things that the company could accomplish with revenue growth by focusing on 8 succinct strategies.

I now use his story (and many other similar stories) when I’m on stage, in order to get people thinking about GROWTH again.

What I’m out there talking about are the real, practical strategies that organizations are pursuing to stay focused on opportunity. There are dozens of things I’m seeing happen first hand. Some of the other strategies, off the top of my head (most of which I’ve written about in this blog):

• act faster to respond to fast changing consumer demands
• innovate locally in a global economy
• focus on customer retention as a core strategy
• go upside down – innovate with supplier partners to achieve faster product or service innovation
• enhance community knowledge – rapidly leverage best practices
• speed up efforts to collaborate internally, and reshape hierarchy to be able to respond to faster change
• innovate with skills access in order to form fast teams
• anticipate customers needs before they know they need them – stay in front of your market

The list goes on. The key thing is: when do you innovate? You do it NOW. Watch this Youtube clip.

There’s a lot of research that goes into every keynote and workshop I undertake. Recently, one key theme has been looking at how innovators break through the recessionary blues, and create new markets and revenue through disruptive innovation. This was the theme of a recent column that I wrote, “Keep Those Ideas Coming.”

While preparing for a recent keynote for a Fortune 500 leadership event, I came across an an article from The Hindu newspaper from January 2009, which featured an interview with Vijay Govindarajan, Chief Innovation Consultant at General Electric in Chennai; he’s also a professor at the Tuck School of International Business.

Here’s a key observation from the article:

He has researched four U.S. slowdowns of the last half century: the oil shocks of the early 1970s, the crippling unemployment of the early 1980s, the recession of the early 1990s and the dotcom bust of 2000. “In each period, about 60 per cent of companies barely survived, while 30 per cent died. But the remaining ten per cent or so actually became breakthrough performers and that’s mostly because of the choices they made during the recession period.”

The key word there is choice. The choice that you need to make right now is to focus on growth, and particularly, growth through innovation.

Many of my recent events have involved having me on stage directly following the CEO of the client. I’ve been fascinated by what I’ve witnessed in the last few months. Many of these individuals, in their remarks, have quickly moved beyond talking about the recession (i.e. “we’ve got good strategies in place to contain costs to work our way through this thing“), and are immediately talking to their team about the growth markets and opportunities that they intend to pursue. They are challenging them to think about innovation in the context of opening new markets, enhancing existing revenue sources, transitioning the product line, moving beyond commodity products into a lineup with more inherent value; the list goes on.

It’s a critical and important leadership message, and I think it bodes well for the future potential of the economy. I have no difficulty finding and identifying growth opportunities in countless industries. It might take some time, and it’s difficult to think about growth with all the doom-and-gloom, but its there.

More information

• Read the article: Keep those ideas coming

Here’s something to think about: we are going to see $12 to $18 trillion in intergenerational wealth transfer in the next 12 years in North America. (US GDP is $12 trillion). By 2053, $130 trillion will have moved from one generation to the next, in rolling waves of wealth transfer. All this will involve monies moving to new customers who are far more independent, financially savvy, and technically sophisticated.

In other words, tomorrow’s customer is going to be completely unlike the customer of today. That’s why innovating — keeping up with the future – is critical!

Tomorrow I keynote a group of professionals in the life insurance industry. Next Monday, I keynote a national Association of Actuaries; the following week, an international accounting and professional services powerhouse. Last week, a major bank and a number of wealth management firms. The heavy duty theme this month is the world of finance!

Here’s the thing about anyone doing business in financial services: you can drown in all the noise and short term hype and hysteria that involve markets and economies in rapid change.

Or, on the other hand, you can manage through that, and think about the innovations that are set to occur through the next five years. Focus on those, and there’s your future strategy.

Here’s what’s certain in the insurance industry: someone will do one or more of these things, in a big way, that will cause significant and long lasting market disruption and transformation.

• they will redefine the business model (particularly in insurance): for example, health care costs worldwide are set to explode, and the system will implode. Someone will ride this obvious trend and do something transformative that forever changes the industry. It’s not about managing health costs; it’s about redefining the concept of health care. Think bio-connectivity, and health care rearchitecture.
• they will transform how business is done in the industry.Today, it’s still an industry that is still about brokers and distribution. Insurance is sold, not bought, based on fear of the future. That’s set to change. Tomorrow, smart widgets on top of a legacy insurance platform? The concept of “disintermediation” has been around for a long time, but here’s a certainty: tomorrow’s 50 year old is a very different animal from today’s 50 year old! Gen-Connect expects much more!
  
• they will redefine the product. Today, we buy life insurance and health care insurance and other “products.” Someone will figure out that people don’t want products: they want their own unique, self-defined, self-managed solutions, that likely include multiple solutions from multiple sources. Think “iPhone meets the life policy!”
• they’ll change the brand perception: fast movers will transform the product and services that are offered, by offering faster-paced, more relevant brands to consumers who aggressively self-manage every aspect of their daily life. Think Geico.
• they’ll constantly change the target customer. Today, insurance is sold to groups of employees, directly to individuals, and to affinity groups. Tomorrow, it will be sold to rapidly evolving, temporary fast-moving customer targets. Think portability: if the typical person will have 30 different careers and 50 different jobs in their lifetime, they’re no longer a captive customer!

Is that a bunch of babble? Not really. Five, ten, twenty years out, the insurance industry will look unlike anything that we know if it today. Market transformation is everywhere, and its’ going to sweep this industry faster than fast.

At a particular keynote last week, I met a number of senior executives who certainly agreed with my message – we need to constantly realign our company to the reality of change that surrounds it. That’s where innovation comes from. But they also also indicated that they found it increasingly difficult to keep up with the rapid change occurring all around them.

There’s been an increasing number of these individuals, and I’ve come to call them the Led Zeppelin refugees: they’re simply dazed by the changes occuring in the high velocty economy, and are confused about what to do next.

That’s why there’s such a good question that flows from this: just how do you become an organization that is focused on innovation?

One of the easiest methods is simply by identifying the obvious and the not-so-obvious trends that will impact your business or organization — and then taking the time to figure out what actions you must undertake to deal with those trends.

Ask yourself this question: are you prepared for what comes next in terms of your business? The likely answer is no: my experience is that many organizations still have a very short-term minded outlook. They’re caught in an innovation rut, simply doing day by day the same old things they’ve always been doing, day in day out. And they don’t really think about how their world is going to change.

That’s why you should undertake a “trend-and-innovation” audit of your organization: quite simply, figuring out what comes next, and what you need to do about it.

How can you do this? By asking yourself a series of questions:

• How quickly is our marketplace changing? How quickly might it change in the future? What’s the impact on what I sell, and how I sell it?
• How are our products changing? Willl they change faster in terms of features? Will support become easier, or more complex? Can we manage to operate in a faster market?
• Are our products moving upscale, or are they becoming commodities,such that you’ll be forced to compete on price? Can we do something so that there is more of a service element to our product?
• What new competitors are appearing, or might emerge in the future? Is the basic business model threatened? Is there more likelihood of direct outreach to the consumer rather than through an existing distributor/wholesaler network?
• What moves could we make to make sure we can remain competitive? You really must ask yourself some probing questions as you go through this process. You need to challenge yourself and think what might really be different in five years, in terms of what you sell, who you sell to, how you sell it, and who you are selling against.

What you need to do is ask yourself these tough questions, so that you’re thinking about where there might be new problems and new opportunities that will impact your business in the future, not just in terms of what you sell, but in terms of the structure that you use to get things done.

And therein lies the rub: I think a lot of organizations fail to do this type of simple analysis. There are too many who sit back and react to change instead of thinking: “ok we know some big change is coming what the heck are we going to do about it?” Think of it as forward-oriented innovation: it’s a simple concept, and one of the most important things you should be doing.

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:

• Read High Velocity Leadership
• Read my Credit Suisse interview for my thoughts on “growth”

Even as news and financial pundits endlessly debate the question, let’s face reality: the US economy is in a recession.

Given this reality, the key question going forward is: what do you do now to ensure that you remain innovative, competitive, and forward-oriented?

Innovate for the upturn! That’s the key message I focused on with my clients in 2002-3, and the same message holds true today. And that was the focus of a keynote last week when I spoke to one of the largest US commercial / industrial real estate brokerage groups. There were several bits of insight I shared with them:

Put sub-prime into perspective
One of my first comments for this audience of senior executives? We need to think about the sub-prime mess in the context of a longer term view. In the last ten years, we’ve been through many economic challenges:

• the 1998 Asian currency collapse
• the 2000 dot.com meltdown
• the 2001 global telecom restructuring
• from 2001 to 2003, the impact of 9-11 and economic uncertainty
• 2007 to 2008, the march to $100 oil
• and now sub-prime….

Sub-prime is a big issue, but it’s just another blip in the grand scheme of the churning engine that is the global economy. Through the next ten years, we’ll see a few other economic challenges along the way; various regional economies and sectors will be impacted; yet innovation will abound. That’s why I’ve also indicated that a key leadership mantra for the high velocity economy is this: “volatility is the new normal.” That’s a topic I covered in a recent economic interview.

Keep focused on the longer term view
I tend to be an optimist: that’s because I think in a longer term perspective. Think about it: over the next 10 years, there are several certainties:

• scientific discovery will continue to advance at an ever increasing pace, opening new markets, evolving existing markets, and establishing countless new opportunities
• global collaborative knowledge communities will continue to lead to faster innovation in every industry and market
• new products, methodologies, skills, ideas, organizational structures will continue to evolve at a fast pace; agile organizations will continue to come out on top
• the transition of economies in the Mid-East and Asia will continue despite regional economic challenges
• rapidly aging economies in North America and Europe will drive rapid spending, innovation and knowledge discovery in the world of health care
• global energy conciousness will continue to lead to ever more rapid evolution of “green” solutions
• 1/2 of the global population is under the age of 25. They’re change aggressive, and will continue to lead to the rapid adoption of new ideas.
• growth in markets is a simple reality: in agriculture, global food production still has to double in the next 25 years to keep up with population trends. Sub-prime has no impact on this reality.

Don’t let aggressive indecision take over your thinking

To innovate in the upturn, don’t let a short-term vs long-term trend disconnect take over your strategic thinking. Already, I can see the signs of some companies heading into an innovation rut, their staff and executives encumbered by a dangerous state of complacency, while other companies innovate, change, and adapt to the “new normal” that is now our reality.

In the last recession, “aggressive indecision” became a driving cultural and leadership trait. Organizations that fell into this funk fell behind. Innovative companies didn’t permit that to happen then, and you shouldn’t let this happen now.

More information:

• Read Global Economic Trends: An Interview with Jim Carroll
• The reality of future trends: grab the What Comes Next trends overview
• Read my 2003 article about “aggressive indecision”
• Read my Credit Suisse interview for my thoughts on “growth”

One of my recent keynotes for a global organization focused on the issue of high-velocity change. No matter who you are and what you do, there are certain realities: your markets, customer expectations, competitors, cost structure and business model continues to change really, really fast, and will continue to do so. This little video clip captures that message.

Innovative organizations recognize this reality, and orient themselves to a state of constant, forward-oriented innovation, not only to keep up with but to exceed the constantly rising bar of innovation that surrounds them. They do this by subscribing to several key ideas. Innovative companies:

• adjust to rapidly evolving markets: it doesn’t matter what industry: consumer goods, pharmaceuticals, electronics, industrial supply, construction. Every industry is impacted by massive and sweeping change, in terms of product innovation, customer expectations, new business models. Look around you, and there’s fast paced change.
• re-align for new workforce realities. With new career attitudes, the migration to the global, contingent workforce, and increasing skills specialization, deploying the right skills at the right time for the right purpose is becoming a core focus of innovation efforts.
• jump on rapidly emerging trends: new ideas now evolve faster than ever before because of the global infinite idea loop. New products, markets and innovation can now go from concept to market in a matter of months or weeks. Innovative organizations know where they are headed, because they are tuned into the global idea loop that envelopes them.
• track the impact of fast-science on product innovation: billion dollar markets are being born through global collaborative science. It’s a trend I explore in my Future Trends document on this blog. Understand it, and innovate from it.
• generate ideas through generational collaboration: innovative organizations recognize that different generations have differing attitudes towards change. Rather than battling this reality, they work to ensure that they are getting the best ideas from the experience of longer term staff, combining that with the inspiration and innovative ideas coming from what I call Gen-Connect. Watch the cardboard people/plasma people video on this blog: it provides a good example of what can happen if you don’t capitalize on generational insight.
• streamline process: innovative organizations focus on the concept of “agility” — structuring themselves for rapid response, fast solutions to emerging challenges, and quicker focusing of resources on the changes occuring within the high velocity economy. Search this site for the phrase “agility,” and you’ll find a wealth of ideas.
• innovate upside down: innovative organizations recognize they can’t do it all. They seek partners with everything they do, recognizing that there are of lot of really wonderful innovative ideas that transcend their organization and their culture. This allows them to discover new innovative ideas they hadn’t thought of before; a process I call upside down innovation.
• continue to innovate in times of stress: it goes back to my recent blog post, Leading in turbulent times: How to innovate through the recession. Some economies might be in recession: but innovative organizations are already focusing on innovating for the inevitable upturn.

Credit Suisse, headquartered in Zurich, is global financial powerhouse operating in 50 countries; 48,000+ employees, assets of $75 billion US, and net assets under management of $1.345 trillion.

They’ve just released their 2008 Bulletin magazine, a publication provided to key investment banking, private banking and asset management clients worldwide.

They’ve include a fairly lengthy Q&A with me, in an article titled Success Comes to Those Who Evolve, in which they wanted wide-ranging views on the word “growth.” It came out well: my key message has always been that we must always link the concept of innovation to rapidly emerging trends in order to constantly change what we do — often simply to keep up, or attain competitive advantage.

Here’s the key point: So what’s the recipe to kick-start innovative thinking? I think it’s about having your entire organization understand everybody is responsible for constantly figuring out how they need to change to keep up with the rapidly changing world. They need leadership that supports and encourages them to be open and share ideas, and that leadership needs to hammer home that message on a regular basis.“

More information

• Read: Success Comes to Those Who Evolve