Jim Carroll- Futurist, Trends & Innovation Keynote Speaker

I’ve been doing a tremendous number of small, intimate CEO level leadership meetings; I’ll work with the CEO or other senior management team member to pull together a talk that will highlight the key opportunities for growth through innovation within an industry.

I often point out that there are significant innovation and revenue growth opportunities when an organization concentrates on mastering the rapid emergence of new knowledge within a specific sector.

Take the world of construction; I’ve recently spoken at quite a few building management, construction and real estate conferences, and have focused on the fact that we are now witnessing very fast knowledge exponentiation with “green” design concepts.

What’s happening is that we are seeing:

• the rapid emergence of new building methodologies, design concepts, materials, eco-design principles, all of which have the goal of reducing the overall energy footprint of the building, or reducing its environmental impact
• the result is that green building methodology is continuing to evolve at a furious pace
• there is so much new knowledge emerging that a new profession of “energy engineers” is beginning to emerge
• their skill and role is simply to keep on top of furious rates of change in terms of new energy management solutions within the building and construction sector
• developments are occurring so quickly that these individuals possess three key skills: how to rapidly ingest new knowledge and new ideas; awareness of where this new knowledge is emerging; and the ability to tap into other specialized skill sets and form rapid skills partnerships in order to tackle growth opportunities

The result is the emergence of a new career of “green engineers” who simply know where to find all the new knowledge and expertise that is appearing out there!

This is pretty significant stuff: after all, some 40% of total US energy consumption can be attributed to operating buildings: the heat, light, cooling, hot water and other systems. Another 8% of energy use is related to the materials used. All the SUV’s in North America? Three percent!

Clearly, there are BIG opportunities for growth through innovation, through the mastery of fast knowledge.

That’s why I always challenge a CEO and senior management team to challenge themselves with workforce innovation.

That involves innovation with different workplace policies, career paths, workforce structure, experiential oriented job descriptions, skills banks for specialized skills, and a rapid focus on growth through the rapid emergence of new knowledge within that workforce.

How do you master innovation? Through the powerful story in this video clip, I point out the challenges that organizations face with the different generations in the workplace — and introduce the concept of “generational collaborative capability” as being a key component of succcesful innovation.

Early in December, I was contacted by an AP reporter who was doing a story on the key trends that would impact the economy into the future.

A brief part of my comments appeared in an article, “Crystal ball for 2010 sees changes in work, home“, that appears to have run in several hundred newspapers and Web sites over the last few weeks.

The key trend they used in this article was this:

Further adding to a nomadic work force: Many companies will look to hire employees on a contract basis, avoiding the risks and costs of full-time staff, said Jim Carroll, futurist, trends and innovations expert and author of “Ready, Set, Done: How to Innovate When Faster is the New Fast “.

I’m a big believer that one of the key trends going forward is that we are entering the era of the permamently contracted employee. Let’s expand on that thinking a bit: here’s what the AP was originally going to run:

THE TREND: A nomadic workforce. Many people will discover that the “new economy” is going to require them to think differently about their careers, said Carroll, who predicts that people will have four or five different careers throughout their lifetime.

A lot of companies won’t be willing to hire new full-time staff, given that the cost of future severance packages and benefits can be high. But they will hire someone on a contract basis.

“So the secret to success for many people in the year to come will be shifting their mindset from ‘how do I find a job’ to ‘how do I remake myself so I can find a few good contracts,’” he said.

 

THE IMPACT: More people will position themselves as consultants, he said. They will abandon dead careers and pursue new ones, heading to community colleges for fast hits of knowledge, skills and career training.

This is a trend that I’ve been speaking about over the last fifteen years. This particular recession has caused it to pick up more steam than ever before — even though the recession of 2001-2002 gave it some pretty good momentum.

As more people establish careers based on a constant stream of new contracts, they’ll realize that they’ve become a personal brand. And as they get into the contract game, they’ll learn that they don’t need a resume; they need a Web site that positions their personal brand.

But wait! Personal Brand Web sites are already passe; with the explosion in mobile usage, more and more of the fast-paced organizations that are looking to hire short, sharp shocks of creative staff are likely to be searching for them on their mobile device.

How do you get a leg up in this game?

You develop an App. If you think about it, an App is a simple recognition of the fact that the iPhone Safari browser simply doesn’t work well. Make it easy for the client to find you, and you’re ahead of the game.

That’s what I’ve done with the new Jim Carroll App. I’ve been a nomadic worker for almost twenty years. I like to joke that I work really hard to not have to go and get a job. I seem to have some unique insight, and the ability to deliver that insight in a compelling fashion, such that world class organizations like the Washington Speakers Bureau and Harry Walker Agency introduce me to their clients. I’m a unique brand, and I’m continually working to evolve my brand so that it keeps up with the fast paced future. That includes making my insight and knowledge — the essence of my personal brand — easily accessible to potential clients.

The big question for you as you find yourself living an increasingly nomadic career existence is this: how do you keep your personal brand up to date, relevant, and accessible to your audience?

Welcome to the era that involves the End of the Resume, and the Rise of the Personal Brand App!

For those who have asked, my App was designed by the fine folks at iEveryWare.com. They’ve got an interesting product. Check it out!

Related posts:

• Article: Crystal ball for 2010 sees changes in work, home
• Video: The new workforce
• Blog entry Today’s jobless recovery was predicted in 1987
• Blog entry Advice for a flat world: take your skills to a global audience
• Blog entry 10 Unique Characteristics of 21st Century Skills by Jim Carroll
• Book: The Rise of the Project Workforce
• iEveryWare

A brief video clip on just how different our workforce is set to become ; from a keynote in Salt Lake City in the autumn.

I’ve been speaking about the new challenges of the new workforce for some time; some previous blog posts and articles are below.

• Blog post: Here We are Now, Entertain Us
• Related article: Don’t Mess with My Powder, Dude!
• Keynote topic: What’s Happening with Our Workforce: Achieving Competitive Advantage Through Skills Agility
• Critical Trends Analysis: 10 Unique Characteristics of 21st Century Skills

The feedback on my Salt Lake City keynote for the National Recreation and Parks Association continues; earlier in this story, I had a blog entry from a message from someone at the event thanking me for “changing lives.”

The Past President of the NRPA has weighed in with an editorial in Perspectives, the NRPA’s national magazine. Headlined “Anticipating the Future,” Jodie Adams has this to say (excerpted).

Last month I saw the future, and it was exciting. Granted, it was one person’s version of what parks and recreation may look like a decade from now, but the view is compelling. At NRPA’s Congress last month in Salt Lake City, renowned futurist Jim Carroll outlined key areas where professionals and citizen advocates can expect to see major changes in the field. We chose Carroll as keynote speaker for our opening session as a way to crystallize the conference theme, “Prepare for the Future Today.” Virtually each of his points held importance for our field. Even the best speakers quote others, and Carroll’s quote by media magnate Rupert Murdoch spoke volumes about how we pursue our mission.

“The future will not be about big beating small, but fast beating slow.”

And nowhere is this message more applicable than to the young people entering our field. Considering that they are in large part a product of the Internet Age- infinite choices at lightning speed in interconnected ways- it’s no wonder they view work differently today. Carroll’s statistics point this out- 65 percent of preschoolers today will pursue careers that do not exist today. For those entering the held today, two to five years is a long-term career. When you’re interviewing them today, realize that they are looking right through you. two thirds of them say they are actually thinking about their next job and not the one for which you are interviewing them.

Because young professionals are increasingly more demanding in terms of flexibility, recognition, and loyalty, senior administrators must also think in these terms. It’s a sure bet they reflect the views and values of the citizens they will eventually be serving. As Carroll pointed out, we can expect entirely new sports and activities to come at us faster and faster, while “old” sports will evolve in similar ways. Characteristic of a generation fully wired with itself, Carroll only half kiddingly pictured snowboards with embedded chips and webcams that communicate a good run down a mountain to the friends and family of its user.

As Carroll explained, if you are not preparing for the “next economy,” you’re way too late.

More information:

• Video: Location intelligence and the future of recreation
• Blog entry “Thanks for changing lives! A note from the NRPA Congress…” by Jim Carroll
• Blog entry The future of snowboarding and skiing by Jim Carroll

Way back in 1987, I was immersed in many of the early networking technologies which would one day form the Internet. I was convinced that we were at the edge of a transformative time, and that the emerging global network would have a profound impact on our world — politics, the structure of organizations and jobs.

I remember being stunned when I read an editorial in the New York Times that October, which forever shaped my view of the future.

The article essentially predicted a future in which organizations would become smaller, grow and contract as needs arise, and become something fundamentally different.

That one article forever shaped my view of the future, and has formed the basis of much of what I focus upon today in terms of the transformative trends that surround us.

Fast forward to today’s economy. With this recovery, as with all others before, organizations are increasingly reluctant to hire staff as they continue to shed even more staff. Organizations are going to go forward with a smaller employee footprint. They’re expanding and contracting as necessary. It’s all about contract work, part time relationships, and external partnerships.

This is not a new trend; indeed, back in the mid-90′s, I wrote a variety of articles and chapters in various of my books that touched on this theme in a variety of ways. I’ve put online a chapter from my 1997 book, Surviving the Information Age, which took a look at this trend. Read it now, and it was stunningly accurate. (The link is below).

For now, this editorial from 1987 makes for a great read.

“Tomorrow’s Company Won’t Have Walls”, New York Times, October 1987

The hub of the network organization will be small, centralized and
local. At the same time, it will be connected to an extended network
that is big, decentralized and global. People from the network and
from outside the company will join the group at the hub for periods
of time and then leave it.

But the network organization will also present its own set of
paradoxes. For instance, how will these new organizations be able to
manage the often conflicting interests of the centralized hub and the
decentralized network? And how can a system that is both centralized
and decentralized be unified and coordinated and quick to respond to
changes in the market place?

For the global organization of the future, the ability to acquire new
products, services, technologies and capital will not be the problem.
The marketplace is crowded with each of these as never before.

But for exactly this reason, the challenge for each company will be
to nurture its own unique culture and develop the quality of its
human resources. That is because competitive advantage will rest
increasingly in the way each network organization gathers and
assesses information, makes its decisions and then carries out those
decisions.

The 21st-century will be full of organizational surprises. The
challenge of arranging cooperative efforts between companies to
achieve strategic gains is beginning to emerge. Changes in the
marketplace have given companies from around the world the
opportunity to develop these new linkages. Advances in
telecommunications technology also enable companies to bring people
together for competitive advantage. The time has now come to form
new global collections of companies, and to fully utilize human
relationships.

12 years ago, in Surviving the Information Age, I wrote about what this 1987 New York Times article really meant. The predictions were pretty bang on.

Today? We’re in the midst of the jobless recovery – exactly what was predicted. Companies aren’t hiring back staff but they will be hiring back lots of people through contracts and partnerships!

I was the opening keynote speaker yesterday for Opportunities 2009, a conference in Ontario, Canada, that was focused on workplace trends to 2015.

The keynote description went like this:

What Comes Next: And What Should We Do About It?

Is there a future out there? Definitely yes, but a constant drumbeat of negative news can cause people and organizations to lose sight of what will happen with careers and jobs in the future. That’s where Jim Carroll comes in — this noted international futurist, trends & innovation expert spends his time with globally innovative leaders. He’s gained keen insight into some of the key trends which will impact industries, organizations and careers in the next few years to come, in a wide variety of industries from health care, to technology and manufacturing, to the skilled trades. Jim is a passionate believer in the reality that every career and profession is in the midst of a transition, and that additional, new careers are being born before our very eyes.

Jim Carroll will challenge you to focus on the opportunities of today and tomorrow, rather than the challenges of the past. Jim will provide an outline of how the economy will evolve from this point out — and how we should be planning and acting in order to innovate in career development ahead of fast-paced events. He’ll provide us a look at “what comes next, and what we should do about it.“

In the coming weeks and days, I’ve got a lot to blog about this keynote: I took a good hard look at emerging careers, transitioning careers, and how existing careers are changing as a result of ever-increasing velocity.

The talk was extremely well received — probably because I focused the 700+ people in the room on the opportunities of the future rather than the current economic muck of today.

What was interesting was that for the first time, one of my keynotes was tweeted from the room – you can read the thread here.

WKSU, the PBS affiliate in Cleveland, Ohio, has been running a series this week titled “Good Jobs in Bad Times.” It’s a serious look at current and future job and career trends. Topics include “high-paying tech jobs, careers that don’t need a four-year degree, the re-growth of agriculture as industry, working part-time full-time, career makeovers, the truth about healthcare, bridge jobs after graduation and the future of the NE Ohio employment outlook.”

I’m interviewed in the final segment, “What’s next:Jobs of the future will likely refine the jobs of today.”

Here’s an extract: you can visit the site and listen to the series at the links below. I’m on at 2:58 on the timeline.

Jim Carroll of Toronto is a futurist who studies trends and tries to predict what lies ahead. He believes the growing interest in alternative energy and “green” products will generate new jobs in coming years, but not just in obvious ways such as building wind turbines and solar panels.

For example, “there’s a lot of very unique research and development occurring out there having to do with packaging,” Carroll said. “And what that leads to is new products coming to market. It involves new companies, it involves new growth industries. …So, what you’re going to have is the emergence of new companies with a new mind set developing these new products to meet new societal demands. And when you look at that, that’s where some of the job growth is going to occur.”

Carroll said companies must closely watch for trends that can be turned into new jobs. But, not everyone has the resources of a big company to find and capitalize on the next big thing. For individuals planning to train for new careers, Carroll advises they pursue jobs that are evolving in areas like health care. “Patient navigators,” for example, are increasing in demand.

“It’s a doctor or a nurse or a medical professional or someone with specific training who simply steers the patient through the complexity of the increasingly complex health care system,” Carroll said. “It’s estimated there’s about 18,000 of these people in the US health care system today. It’s estimated that number will grow to about 180,000 by the year 2015. That’s the emergence of a new career.

“And if you’re thinking, ‘Where are the jobs going to be in the future?’ It’s in things like that.”

It’s a time series and interview, because on Monday I do a keynote for a group of HR professionals, community leaders, social innovators, career development and employment preparation practitioners, labour market experts and employers, on the theme of “Careers 2015.” It will be a real, practical look at what we can expect in terms of career transitions, new careers and job opportunities a half decade out.

Think growth!

More information:

• Go to the Good Jobs in Bad Times site
• Go to the What’s next:Jobs of the future will likely refine the jobs of today section

If you want to understand what you should be doing right now, you keep your ears close to the ground, and listen to what others are talking about.

I’ve had a huge number of events in the last two months, since the economic contraction began. All of my keynotes and leadership sessions have focused on strategies to “stay out in front of this thing.”
I’m also quite often working with senior management, and get direct insight into what the CEO’s are thinking. Here’s what one CEO stated as the most important priorities through the next year, given the economic challenges:

• staff development and retention: keep the key staff engaged, innovative, and focused on the business.
• change leadership: many of my keynotes use a phrase from Rupert Murdoch: “The world is changing very fast. Big will not beat small anymore. It will be the fast beating the slow.” That’s particularly true now: organizations must “check their speed” and be able to evolve strategy, ideas, product and service very fast to keep up.

• back of the house is critical. In other words, IT is going to help to see us through. We need deep insight into the business; we need to focus on the cost efficiencies it can bring. We have a plan of investment, and we’re not backing off now — it’s critical
• client retention: absolutely critical. Obsess over the quality of client relationships. This is so important, I’ve got a separate blog entry on it.
• “make plan” — we have a budget — we need to meet it. We need to relentlessly focus on closing deals. We’ve got to be a partner to our customers; they are looking for comfort, and we can provide that to them. If it means we share the risk with them, we do that too.
• have fun: wellness, mental and otherwise, is going to be critical to everyone in the organization in getting through these times. Let’s focus as a team, have fun, and move forward!

That is a good concise overview of what one CEO is telling his leadership team to concentrate on. There are some powerful lessons here. And it’s insight like this that I’m sharing to inspire and encourage others to innovate at the pace required to stay ahead of fast paced economic change.

I’m in Vancouver, about to deliver a keynote to a global professional services firm, with the working title, “Extreme Skills Specialization: What Comes Next with Global Talent, Global Organizations?”

The working description goes like this: “The future of every career is either extremely specialized, or
massively general. Most professions are fragmenting into dozens, if not hundreds or thousands of specialities. Someone needs to understand all this, and help organizations tap into narrow bands of knowledge.”

This is a major trend, and perhaps one of the defining trends of the next 10 years. Here’s how I’m presenting the challenges to my audience today:

• the ability to assist your clients with high-velocity change will be a key success factor

• because of this, the ability to find, attract utilize and retain ever more narrow niche skills will be critical, for both your clients, and yourself.
• the ability to scale up and scale down your resource base will define your clients success, and your own.
• our ability to access and deploy unique skills at high velocity, globally, forming project oriented teams that last but a short time, will be key.

Think about these challenges in the context of your own organization. Ask your this questions: “what’s the depth of your bench strength?”

Then ask this question: “what do you need to do, from a unique structural perspective, to increase and improve your bench strength, particularly as skills become more specialized, scarce and hard to access.” There’s probable room for lots of innovative thinking there!

Whether I’ve got an audience of 3,000 people in Vegas, or a small CEO-level meeting of 20 people, I always open with the same observation. It’s from an Australian study which concluded that 65% of the kids in pre-school today will work in jobs or careers that do not yet exist.

I then challenge people to think through the global trends at work which are making such a bold statement into a reality. And I often walk through the types of new careers that are emerging in every industry to emphasize the point.

So what are a few of these new professions? There are dozens: here’s five to start your day thinking about:

• knowledge farmers: exponential knowledge growth, in part driven by social networking, is leading to information overload everywhere. KF’s are the uber-editors who immerse themselves in global data-feeds, extracting relevant knowledge and insight from data-torrents. They’re the new editors, and its their ability to apply their insight to knowledge-rivers that will place them in high demand.
• location intelligence professionals: see my earlier post on this. I’ve been talking about this for years. These are the folks who are linking GoogleMap type data to existing business process and services, and who are building entire new global infrastructure on spatial information. This one is going to be huge!
• mash managers: as innovation moves from the core to the masses, creative insight is emerging from those who learn how to take multiple new ideas, and input them into the innovation process. These people synthesize ideas from multiple sources, study markets, interpret insight, and decide how to re-evolve a product, service, brand, marketing campaign, or just about anything else. Their focus in “constant innovation,” and it’s their idea-immersive environment that drives them forward.
• tactical controllers: in this wildly information-chaotic world, some people are busy searching for the next big thing. A new and very real profession emerges with those who step beyond the “minutiae-of-the-moment” and instead focus on providing tactical, strategic guidance on what-to-do-in-the-next-moments … they are the PR expert who knows how to steer the company through a global viral idea meltdown; the brand expert who knows how to re-energize a brand next week; the individual who studies what the global knowledge farmers are revealing, and who understands what to do next as a result.
• analytical architects: the world’s big problems are being solved by those who are learning to throw sophisticated solutions at complex problems. These are the folks who will architect the smart-highway infrastructure; load-balanced two-way energy grids; just-next-week manufacturing processes for the era of the customization of one. They’ve combined an education in combinatory theory with big server farms to generate the new smart-infrastructure that is set to envelop us.

That’s a starting point. See your own new careers emerging? Let me know!

Career issues are hot! And one of my favorite ways to open a keynote or executive session is by quoting from an Australian study, which indicated that sixty-five percent of the kids who are in preschool today will work in jobs or careers that don’t yet exist.

I passionately believe this to be true: and I’ve seen the trend occurring in countless professions and industries.

This week, I keynoted a Career Day event at Capitol One in Richmond, Virginia ; the focus was on the rapid emergence of new careers, and the rapid evolution of existing skills. My message, in looking at the future career opportunities, was that there’s nothing but upside, as long as people keep reinventing their skill set.

The topic of the future of careers is a big one these days; I’m being called into many organizations and events to talk about the issue, particularly in the context of recent economic trends. Some of these events have been local economic development conferences. In one talk in January, I spoke to an audience of executives and educators in an auto-sector city ; a group of people caught up in the throes of economic restructuring and turmoil.

Talk about an audience in the midst of challenge! Yet when you are in that type of economic bubble, it can be hard to see the future career opportunities that do exist. That’s why I didn’t focus on the short term economic turmoil, but instead, on the real, practical trends that are defining the careers of tomorrow.

Many sectors of the global economy: and in particular, the manufacturing and financial sectors, are being hit hardest by the US recession, the sub-prime meltdown, and global competition.

The auto-town event got covered in the local paper: and the story ended up being reprinted throughout the Canadian press, including in Vancouver, Calgary, Ottawa and Montreal. One of the key observations I made in the article: “We have to figure out how we can continue to move up the knowledge ladder because there’s going to be a massive shortfall in specialized skills because of the rapid growth of knowledge.”

That’s an important issue to think about, and the article is well worth a read.

More information:

• Read Knowledge Explosion Key to the Future
• Read Global Economic Trends: An Interview with Jim Carroll
• The reality of future trends: grab the What Comes Next trends overview

One of my latest columns focuses on what will likely be the corporate issue of 2008 – managing generational challenges in the workplace.

In the column, “Here we are now, entertain us,” I take a look at the unique attitudes that Gen-Connect is now starting to bring in to the workplace. There are several key observations from the article that are critical to understanding the future of the workforce:

• What is clear is that we are witnessing the death of the long-term career and corporate loyalty, which will soon be but a quaint memory from the previous century.
• I often tell the story of a young engineering graduate who turned down a job with an architectural firm because its 9 a.m. to 5 p.m. work hours conflicted with the time he expected to be carving arcs into deep powder in the mountains. It’s a real attitude, and it’s already happening around us. The challenge, when such trends are so patently obvious, is trying to figure out what to do about it. And a good part of the solution will come through the transformation of rewards and remuneration.
• Gen-connect has very little patience, particularly when it comes to being rewarded for good work or significant effort. These youngsters are used to instant rewards: their Xbox/Wii video-game-oriented world has them accomplishing a goal, moving up a level, and earning some points or other valuable form of currency that helps them accumulate additional armour, weapons or whatever else is needed to accomplish the game’s next challenge.
• That’s why, at a recent conference, I framed the issue of rewards transformation to an audience of financial professionals this way: “Organizations that can attract, engage, retain and amuse an increasingly complex workforce will be the ones who find success in the rapidly evolving global economy.”
• Put the emphasis on the word amuse. Today’s Gen Y doesn’t, and tomorrow’s Gen-connect certainly won’t, have any patience whatsoever for slow and steady career paths.

Related postings:

Article: Here We are Now, Entertain Us

Related article: Don’t Mess with My Powder, Dude!

Keynote topic: What’s Happening with Our Workforce: Achieving Competitive Advantage Through Skills Agility

Critical Trends Analysis: 10 Unique Characteristics of 21st Century Skills

Earlier this year, I wrote the Foreword for the book, The Rise of the Project Workforce: Managing People and Projects in a Flat World.

It was titled, “Don’t Mess with My Powder, Dude“, and tells the unique attitude towards work and life of a snowboarder.

The foreword, now available online, puts in perspective the unique and often challenging workplace changes now underway, which are often driven by unique and different attitudes towards careers and work with the younger generation.

It’s worth a read; you can grab a copy below. You might also want to look at Rudolf’s book.

• read Don’t Mess with My Powder, Dude!
• Book: The Rise of the Project Workforce

Take a look at this kid.

He’s your next employee. How are you going to recruit, retain, manage, interest and amuse this fellow? What’s your workforce going to look like in 2012, 2020, or beyond?

There’s quite a bit of focus on trends relating to the future of the organization — and organizations are seeing innovative strategies to cope with the world of high velocity change that we find ourselves in.

Last week I was the opening keynote speaker, and a panelist later in the day, for an offsite of one of the world’s largest professional services firms. Tomorrow, I keynote a get-together of key clients of a multi-billion insurance/financial services company. A few months ago, I ran a Board of Directors/CEO level meeting on the issue for a major industrial company.

If you don’t have this issue figured out yet, you’d better start thinking about it in a hurry.

There are certain things we know for a fact that relate to the future of the organization.

• there is a huge amount of expertise walking out of the economy. In 2010, 3 people will leave the economy for every person that enters it; by 2012, 4. By 2016, 6 people will leave for every new worker that joins. Those are staggering realities.
• the current generation entering the workforce is completely rejecting the concept of a traditional career. More than 50% of young people in a US survey indicated they believe self-employment to be more secure than a full time job. They don’t want to work for big organizations. They’ll be nomadic, contingent workers, entrepreneurial and global.
• skills are fragmenting and specializing at a furious pace. Knowledge half-lives in most industries are compressing to a matter of just a few years. Knowledge extinction is real, and massive skills fragmentation is occurring at an extreme velocity. The result is that most organizations will find future failure will come from an inability to get specialized skills. A strategy that is focused on global access to extremely specialized skills will be a transformative factor for winning.

The whole issue is massive, and is one of the areas in which innovative thinking is needed now. It’s a CEO / Board level issue. It’s transformative. It’s urgent.

More information

• What’s Happening with Our Workforce: Achieving Competitive Advantage Through Skills
• Critical Trends: 10 Unique Characteristics of 21st Century Skills

I’m keynoting the annual IHRIM (International Human Resource Information Management) professional association in about an hour here in Houston, TX; I’ll have an audience of about 1,000 or so.

My talk today broadly revolves around the issue of “what’s happening with our workforce.” I’m taking the audience on a tour of the key drivers which impact organizations today, whether business or government,

• velocity: business is just plain fast, and our workforce must cope with that
• change capacity: there’s a big disconnect in how quickly some people can deal with rapid change compared to others
• idea instantaneity: we’re in a new world in which ideas or issues can quickly speed out of control, or work to our advantage
• knowledgeability: in which global insight is increasing at a furious pace, leading to ever larger pools of knowledge
• innovation opportunity: such rates of discovery lead to massive new opportunities with bringing new products and services to market
• idea discovery: our interconnected world now allows unique ideas to gain a global audience in a flash
• consumer spontaneity: the low attention span consumer is fleeting when it comes to loyalty to brand
• business intensity: operational excellence is the name of the game, given an economy which simply runs “fast”
• skills availability: all these trends that it is going to be more difficult to access skills

My key point for the audience: When we are thinking about deployment of skills , we must be thinking about:

• Attracting the right skills …… at the right time … for the right purpose
• Providing for business flexibility in a time of rapid change
• Establishing a constantly shifting, evolving “workforce on demand”
• Enabling this with sophisticated tools, infrastructure and skills access capabilities – managed by folks such as the IHRIM

These are issues I’ve covered extensively in my analysis, Critical Trends: 10 Unique Characteristics of 21st Century Skills here

My latest CAMagazine column is out ; in it, I focus on the role that financial executives should be thinking about in the context of the massive rates of change occuring in the global financial economy.

My observations come from a talk and research I undertook for a global financial conference in Grand Cayman back in January.

In the article, I note that “….there is a subtle and distinct shift in the location of “global money,” due to oil wealth and the industrialization of Asia. A recent article in Barron’s suggested that there is now about $1 trillion in excess reserves in these two regions. The likely result is that while more of the world’s wealth moves away from North America and Europe and into these new economic centers, the skills will follow.”

I also go on to note that “a recent comment in Asian Banker in December 2006 is instructive of the impact of this trend, noting that in the future, “…outsourcing will become less about cost containment and more about accessing the best skills and expertise….”"

The issues are important, because it is all part of the increasingly complex war for talent occuring in every industry sector.

You can read the article

Last week, there was a common theme to my keynotes for the University of Oklahoma and for the national Blue Cross Blue Shield Association : “what’s happening with our workforce?”

There is an intense degree of interest amongst executives as to the extent of the looming skills shortage, how to retain and attract critical skill sets, and how to deal with the challenges of the next generation.

I’ve rolled this into an overall keynote topic: “What’s Happening With Our Workforce: Achieving Competitive Advantage Through Skills Agility.” In these types of talks, I’ve been taking a look at a wide variety of trends:

• every organization is faced with an increasingly complex, restless, age-diverse disloyal, and highly specialized workforce — and a workforce that will have the longest life-span ever, from hyperactive 15 year olds to wizened, not-ready-to-quit 85 year olds.
• with the coming “end of retirement,” most companies will come to realize they’ll need a lot of telephones with big buttons for members the 70+ folks who are still a part of their workforce — and a lot of innovative workplace practices as well
• the arrival of “Gen-Connect” — the kids who have been wired with a mouse since birth — will lead to the question of whether “good luck” will be the only possible response to the question of “Managing Gen-Y.”
• this workplace weirdness will only be compounded by the ongoing rapid evolution of knowledge and skills, such that most organizations will find it impossible to find the highly specialized skills needed in the economy of the future
• The “War for Talent” will be the new competitive battleground, and organizations that can attract, engage, retain and amuse an increasingly complex workforce will be the ones who find success in the rapidly evolving global economy.
• in an era such as this, firms are faced with a future that requires a new form of human capital agility: the ability to deploy the right skills at the right time for the right purpose — regardless of where the skill might be required, or where the skill is sourced
• at the same time, organizations are faced with an increasingly global talent base, a reality that demands new forms of collaboration, insightful project management, and deep insight into the effective utilization of those skills. The way to the future is clear: the no longer about managing time: it’s about successful skills deployment

I’ve captured these thoughts on the workplace challenges of the future in a recent Trends Overview: 21st Unique Characteristics of 21st Centuries Skills, available here.

Given the number of calls that I receive, this is certainly one of the hottest topics for 2007!

An article on my perspectives on the future of the career has run in a wide variety of papers across the country.

The full article can be found here in Adobe Acrobat format.

Some of my key observations, as quoted within the article:

• Recognizing the disappearance of a one-job career, workers will need to be flexible, capable of instantly adapting to new processes and able to absorb stunning amounts of new information and knowledge…..
• the next generation of workers will be far different than any which has gone before. They will be far more entrepreneurial because many already think self-employment is more secure than a corporate job.
• one segment of the workforce will be expected to be far more specialized to deal with this explosion of new information
• others will be expected to be flexible enough to shift between careers and jobs
• there will also be those who help people deal with the complexities of everyday life and their workplace.

The latter point links to the trend I’ve identified of the emergence of complexity partners, brand new careers (or entire organizations) which simply involve the management of complexity.

The article caught my comments on this particular trend:

• “One of the hot new jobs created by the fact that medical knowledge is doubling every eight years is the “hospitalist” — someone who not only helps patients navigate their way through the medical system ……
• While the term didn’t exist before 1996, there are now more than 10,000 hospitalists in the United States.”

All of these observations tie into my Trends Analysis, “10 Unique Characteristics of 21st Century Skills,” posted a few weeks back, and also available here. There are massive changes underway within the global workforce, which makes talent, not money, the new corporate battlefront.

Right straight from 85F+ temperatures on the beach in Grand Cayman, to 0F on the shores of Georgian Bay — it was time to get back on the ski hills!

Over the weekend, I found that an interview I had with a newspaper reporter in Colorodo, on the future of skiing, has run in an article that has been carried throughout the US. There’s a copy of the article, “Technology has transformed skiing, and there’s more to come,” at the San Jose Mercury News, for example. The full article can be found here in Adobe Acrobat format.

One of the key aspects is that of merging work and life. Notes the article: “Imagine a skier from 50 years ago surveying the scene in a modern lift line. What would he think of iPods wired into jackets? GPS wrist units? Cell phones with cameras? Digitally scanned lift tickets? Polarized contact lenses designed to cut snow glare? PDAs that allow skiers to check in at the office while they’re on the lift? These innovations have shaped the sport and will continue to do so, believes Jim Carroll.

Carroll, a noted futurist who lives outside Toronto, Canada, says the concept of a work/life balance is a major trend that will continue.

He shares this story: “An engineering company was trying to hire this engineering student in British Columbia, near a bunch of (ski) resorts.

He turned their offer down. They called him back and were mystified. He said, “You talk about your 9 to 5 culture; that would mess with my powder time.” The way younger people define themselves has changed, Carroll says. “They don’t tell you what they do for a living, but what they do.”

Carroll sees a ski area in the future “with a lot more people hanging out at the hill with a little portable office, doing their thing.”