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The Canadian Society of Association Executives had me write a series of articles with some of the unique challenges presented to associations in the context of fast-trends.

Here’s the 2nd one.

The nomadic worker carries different attitudes towards life and work, and rejects many of the currently accepted “norms” of the corporate environment. Their attitudes will revolutionize the world of work.

The nomadic worker carries different attitudes towards life and work, and rejects many of the currently accepted “norms” of the corporate environment. Their attitudes will revolutionize the world of work.

They provide good food for thought! More to come over the next week!

Nomadic Workers

The workforce is transformed as “nomadic workers” dominate the economy.

The number of full time jobs will continue to dramatically shrink – yet, we are only seeing the tip of the iceberg in the change of the relationship between employer and employee.  Companies will hire the best talent, regardless of where that person might be. A

new form of career competitiveness is emerging, with extreme competition for this group of nomadic workers – highly skilled individuals who call the shots.

All this in the context of a global economy in which where people work from won’t matter – a trend that has implications for the future of both rural and urban economies. Lifestyle choice will come to dominate career decisions.

The nomadic worker carries different attitudes towards life and work, and rejects many of the currently accepted “norms” of the corporate environment. Their attitudes will revolutionize the world of work.

The end result? The shape of tomorrow’s company won’t be defined by the walls in its offices – it will be defined by the reach of its computerized knowledge network, and its ability to tap into the skills and capabilities of the nomadic worker, at the right time, in the right place, for the right purpose.

Questions for Association Leaders

  • What are you doing to attract the new, independent contract worker into our association, and how do you remain relevant to their needs?
  • As your profession fragments into many different sub-specialties, how do you retain your relevance?
The Future Belongs to Those Who are Fast!
October 25th, 2016, by Jim Carroll

The future belongs to those who are fast — Jim Carroll, from the opening to a keynote to an audience of thousands in Las Vegas!

A Keynote for 4,000 – The First 3 Minutes!
October 25th, 2016, by Jim Carroll

What’s it like to walk on stage in front of 4,000 people? It’s like this! I’ve got just a few minutes to grab their attention, bend their minds, and align them to the future!

The Future of Education: “Why Are You Here?”
October 25th, 2016, by Jim Carroll

For years, I’ve made the observation that 65% of children in pre-school today will work in a job or career that does not yet exist. Given the rapid emergence of new careers around us today, it’s a statistic that is bearing fruit.

Given that, someone alerted me to the fact that the Dean and Vice Provost for Undergraduate Education at Duke University delivered a convocation speech to the class of 2018 quoting my thinking on the rapid emergence of new careers.

It was in August 2014 — and he challenging the new undergrads in the room to ask themselves about the future of their own careers in the context of their future education.


A key skill of the future? ” A flexible, creative, and open mind, a mind that will continue to absorb new ideas and adapt to new ways of thinking throughout your life”

Here’s an extract:

Why you are here?’

My first reason has to do with the oft-stated and certainly accurate view that many of the jobs your generation will hold haven’t even been conceived of yet.  The futurist Jim Carroll suggests the imminent emergence of novel professions with colorful names such as “knowledge farmer,” “location intelligence professional,” and “mash manager.” If we don’t even know what a ”mash manager” is yet, how can we prepare you to excel in that job?

Moreover, how can we not only prepare you for professions that don’t yet exist, but help you be the ones who invent those jobs in the first place?

The answer is to train you not just with specific knowledge and skills, but to give you practice in maintaining a flexible, creative, and open mind, a mind that will continue to absorb new ideas and adapt to new ways of thinking throughout your life.  And to accomplish this, we do everything we can to broaden your perspective, not narrow it, from the structure of our curriculum to the ways we have you live together and to all the experiences you’ll have in between.

There is just so much in these few paragraphs that I will leave it at that, but will leave you with a phrase I coined years ago that I think is so critical when it comes to knowledge and education: the most important skill of the future is what I have come to call “just-in-time knowledge.”

Customized Keynotes: The Fall of 2016 (so far)
October 25th, 2016, by Jim Carroll

One thing I always stress to potential clients is that they are getting much more than just a keynote or presentation for a leadership group — they are getting highly customized insight based on significant original research.

That fact has led to the client list that I have — which includes Disney, two (!) talks for NASA, the PGA of America and more….

I must admit, it’s always a thrill to read the tweets that are sent while you are on stage — realizing that you have really changed lives and changed perspectives!


You know you are doing something right when you research gets carried further into the industry:


To that end, here’s an overview of some of the talks I’ve done this fall:

  • Disruption and Change in the Insurance Industry: a keynote for GAMA International, a global organization for leaders in the global insurance/financial services industry. There’s a tremendous amount of change happening, and much more yet to come. What did I cover in my keynote? You can read about it in my post, Insurance and Innovation: The Challenge of Change . This is one of many talks I’ve done in the insurance industry over the years; I’ve done talks for most major property and life insurance companies at one time or another, and have shared the stage with CEO’s of many of the organizations in the industry.
  • The Future of Insurance Risk: continuing on the insurance theme, an opening keynote for the client conference of FMGlobal, a leading underwriter of insurance risk in the commercial real estate space. My talk took a look at a broad range of trends that will impact the future structure of buildings, architecture, manufacturing facilities and more. Over the years, I’ve done many talks that have looked at the trends impacting the world of commercial real estate.
  • The Future of Medical Device Technology & Healthcare: a talk for an innovation recognition dinner, and then a talk for key R&D staff, for Philips Respironics, a division of Philips Medical Devices, on how the industry will be transformed through hyper-connectivity, changing consumer behaviour, the acceleration of science and much more.
  • The Future of Education. I was the opening keynote speaker for the EdNet 2016 conference in Dallas, with several hundred senior executives from the “education knowledge industry” (aka textbooks) in the room. Read at overview of my talk, Forge Ahead and Move Fast, in an article from an industry publication.
  • Wealth Management and Industry Change: a private event for CEO’s of 40 companies, each with $1 billion+ in revenue, for a private equity company. It’s one of many talks that I do to help senior executives think about the trends that might impact their lines of business and investments – read more in a blog post, Global Wealth Managers Turn to Jim Carroll for Insight on Trends .  It’s kind of cool to think that family wealth managers for such groups as the Wrigley family foundation, the Rothschild’s, the Bill & Melinda Gates family office, and the  Google and many, many others, have turned to me for insight over the years.
  • The Future of Manufacturing: keynotes for the Association of High Tech Distributors in Napa Valley; for Alignex in Minneapolis; and then a rip-roaring motivational keynote full of the latest manufacturing trends for the the Greater Philadelphia Manufacturing conference. The tweets coming out of these events have been astonishing — people in the manufacturing sector are looking for hope and inspiration, and I seem to be giving it to them in spades. Read more at my post, The Disruption and Reinvention of Manufacturing.
  • The Future of Seniors Care: two talks in Nashville for senior executives from the North American assisted living and seniors care industry. I was booked by the American Healthcare Organization and the Centre for Assisted Living, and took a look at the opportunities that come from innovative thinking in dealing with one of the most significant challenges of our time.
  • The Future of Construction, Architecture and Infrastructure: a keynote to open the annual conference of the American Concrete Institute. They admitted to me that they’ve never engaged a keynote speaker to open their event — they’ve been rather ‘stuck’ in their ways, if you pardon the pun. Will they do it again! You bet — my talk took a look at what happens when the world of concrete is influenced by fast trends — 3D printing is coming to concrete, and its coming fast!
  • The Future of Rail and Manufacturing: a talk for Amsted Rail, one of the leading manufacturers in the rail industry. This talk involved a lot of intensive preparation, with about 6 pre-planning conference call with the team bringing me in, as well as very specific, detailed research.


The Canadian Society of Association Executives had me write a series of articles with some of the unique challenges presented to associations in the context of fast-trends. Over the new week, I’ll play out these articles in a series of blog posts. They provide good food for though!

Your future members will work in industries, businesses and organizations that evolve faster in terms of their focus, products, services and mandates - what are you doing to challenge your mandate to deal with that?

Your future members will work in industries, businesses and organizations that evolve faster in terms of their focus, products, services and mandates – what are you doing to challenge your mandate to deal with that?

Over 20 years, I’ve keynoted numerous association and meeting professional events. Check the Association section (under Trends) of my Web site for more!

Crowd Thinking

Crowd thinking has replaced most forms of peer research. Most long established medical and science journals have transitioned – big time – accepting a new form of instant crowd thinking as
the best way to evaluate the new world hyper-science. In an instant, a researcher can summon acrowd of vetted, quality specialists who have niche knowledge in a rapidly changing field.

The result? A further acceleration of knowledge and in the pace of the discovery of new ideas and concepts. The impact? Massive velocity in the development of new technologies,pharmaceuticals, medical devices and forms of treatment, agricultural concepts an methodologies — every industry and profession has seen a profound shift bigger than the once amazing macro-knowledge burst of the Manhattan project.

Questions for Association Leaders:

  • Are you capable of migrating the professional education component of our role, so that rapid advances with crowd thinking become part of the curriculum/training?
  •  How quickly will the acceleration of knowledge that comes from crowd thinking challenge our professional skill set?
10 Cold, Hard Realities About Your Business Model
October 24th, 2016, by Jim Carroll

The NEST Learning Thermostat is a great example of the type of typical business model disruption that we are going to witness in every industry through the next decade!

Give it a few years.

You won’t even recognize the industry you are operating in.

That’s because the rate of business model change is accelerating in every single industry. Here’s why:

  1. Right now, there are probably a bunch of really smart people figuring out to disrupt your business model
  2. If you aren’t busy thinking about to disrupt your business model, they most certainly will.
  3. They’ll probably do this sooner than you think they will.
  4. The result is that 10 years out (or less), your business model will look nothing like it does today.
  5. Those that do mess up your business model are quite likely to be younger than you; for many folks, age provides for complacency.
  6. The fundamental change to your business model driven by this younger generation will be the result of digital, smart, intelligent, location-oriented technology.
  7. They’ll use this technology in such a way they’ll come out of left field with a business model idea that you’ve never even thought of before.
  8. Their business model will carry an undeniable ‘coolness factor’ that you can’t simply match.
  9. Most likely, you’ll discount the importance of their innovation, until it is much too late.
  10. The result will be dramatic change :its likely that your current business model will not even survive: and your company might not as well!

Examples of this type of disruption are occurring all around us right now.

It’s going to happen to you too. So — what are you going to do about it?


It’s been a brutal and challenging time what with politics and an election, and much of the country seems to be wishing that it is over. It soon will be!

One unforeseen impact of the constant stream of negativity has been a storyline that the economy is in disarray; that America has seen its better days go by; and that the future is glum, chum!

Which doesn’t match the reality of the opportunities that already exist in the world’s largest economy – an era of acceleration, with ideas, business models, science, technology and more — trends that place people and organizations at the edge of an era of unprecedented opportunity.

I’ve noticed that my keynotes of the last few months have revolved around this them, and it has resonated in a big way.

So much so, that this now deserves its own new keynote topic!

It’s easy to be great again — in fact, you just need to link future trends to a mindset of innovation!

Here you go America — here’s a motivational keynote for your innovation soul!

The Lessons of Powerful Optimism: Rethinking the Future Right Now

We have seen more change in the last 5 years than we have seen in the last 100. With economic, political, career and business model volatility all around us, it’s all too easy to fall prey to a swirl of negative thinking — with the result that you lose sight of the fascinating opportunities from what comes next.

The best antidote? An uplifting, hopeful and motivational view into the future with futurist Jim Carroll. In this engaging, humorous and yet powerfully refreshing keynote, he takes you on a tour of the trends which are reshaping our world in a great way. A renaissance in manufacturing enabled by 3D printing, advanced robotics and massive digitization, self-driving cars, space tourism, asteroid mining, vertical farming, and other fascinating fast paced trends. Opportunities for the transformation of entire industries such as healthcare, sports and transportation through unprecedented levels of hyper-connectivity. The acceleration of ideas with science that are allowing us to solve some of the biggest challenges of our time in the world of education, healthcare, the environment and education. A generation of millennials who know that it is a great time to think big ideas and do great things with their boundless enthusiasm and global awareness.

It’s time to turn your mind to the future once again, restore a sense of hope and optimism, and link yourself to the fast paced trends which energize your outlook on opportunity!

We live in interesting times, to say the least. It’s a time in which some people see the future, and see despair.

I see the future and see nothing but opportunity. And that’s the message I am carrying on stage at every event — including the industry that seems to be defining the gloom of the US election cycle – manufacturing.


The reaction to my keynotes in the manufacturing sector in the last 3 weeks has been staggering. What I’m witnessing is an industry that is seeking a message of hope, a dose of optimism, and specific guidance on how to align themselves to a future of opportunity.

What’s the reality of this industry? We live in transformative times — there is so much opportunity around us today it is staggering!

The acceleration of ideas is leading to new discoveries at a pace that rivals anything in the past: such as the rapid emergence of sophisticated new manufacturing methodologies. 3d printing or additive manufacturing, the Internet of things, process reinvention, the opportunity that comes from rapid prototyping. The massiveness that is the global maker community! The list goes on.

In the last 3 weeks, I’ve done keynotes on the future opportintities in the world of manufacturing events in Napa Valley, Minneapolis, and in Philadelphia. Folks in the industry are feeling battered and bruised, and have been convinced that the North American manufacturing sector continues in a state of decline.

What I’m witnessing from the reaction and feedback on my talks is an industry that is seeking a message of hope, a dose of optimism, and specific guidance on how to align an organization to a future of opportunity.

If you do anything in this industry today, open up your mind to the opportunity that surrounds you. Don’t succumb to the negativity that surrounds you! Those who embrace the future in this industry today are those who will own the future. If that is your mindset — give me a call!

Let’s talk about organizations that are clearly innovation failures — those who are stuck in a rut, and unable to figure out what to do next.


While doing so, ask yourself — is this the organization you work within, or are the CEO of?

With a twenty year focus on innovation, I’ve become convinced that many organizations develop a cultural sclerosis that holds them back to such a degree that their failure becomes a blinding liability.

What is common to these organizations? Several things:

  1. Fear of the unknown in times of economic uncertainty: Certainly the US election has placed many companies into a ‘wait-and-see’ mode: decisions are being deferred at a furious pace. The result is that many organizations are driven by uncertainty. What happens if our market doesn’t recover? What happens if we can’t rebuild the top line? What happens if our customers don’t start spending again? So much fear and uncertainty causes a form of leadership and organization wide paralysis to set in; they’re like deer caught in a headlight, and are frozen in time. Avoid that fate – and fast!
  2. Inertia is easy: when confronted by change, many people react by …. doing nothing. When things are uncomfortable, the easiest thing to do to deal with that discomfort is to avoid it. Such thinking causes many organizations and the people within them to fall asleep. They keep doing what they’ve been doing before, hoping that will carry them forward into future. Obviously that can’t work, for a whole variety of different reasons.
  3. It’s easy to avoid tough decisions : organizations are faced with a lot of change, in terms of business models, customer expectations, cost pressures, new competitors, and countless other challenges. To deal with any one of these issues requires tough decisions, but in many cases, it’s easier to put those decisions off into the future rather than having to deal with them.
  4. An unwillingness to confront the truth: your product might be out of date; your brand might not been seen as relevant and keeping up to date with fast paced innovation in your marketplace; your sales force might be wildly out of date in terms of their product knowledge; your competitors might have a more efficient cost structure because they made the heavy IT investments that you did not. I could go on, but the point is this: you might have serious systemic problems, and are simply unable or unwilling to focus on fixing them. Have a reality check, and use that as a catalyst for action.
  5. A short term focus: like many, you don’t think about business trends longer than three months or a year. By doing so, you are missing out on the fascinating transformations occurring in many markets and industries, and don’t see the key drivers for future economic growth, with the result that you aren’t capitalizing on them.
  6. A culture that is risk adverse: so far, you’ve survived through cautious, careful manoeuvres. Yet the fast rate of change around you has left you naked with that strategy: going forward now requires trying to do a lot of things you haven’t done before. You’ve got a culture that doesn’t accept such thinking. Change that — now!
  7. Paralyzed by the fear of failure: related to your risk aversion is a culture that abhors mistakes. Anyone who errs is shunned; people whisper quietly about what went wrong, and what it might mean. Banish that thinking: you should take your failures, analyze them, and better yet, celebrate them! Put them up on a pedestal. It’s more important that you try things out on a regular basis, since it is clear that what worked for you in the past obviously won’t work for you in the future.
  8. Failure to adapt at fast markets : I’m dealing with companies that know that constant innovation with top line revenue — which means product and service innovation — is all about time to market. You must have an innovation pipeline that is constantly inventing and reinventing the next form of revenue. What you sold in the past — you might not sell tomorrow. How are you going to fix that? By getting into the mindset of the high velocity economy!
  9. A refusal or unwillingness to adapt to new methodologies and ideas: in the manufacturing sector, it’s all about Manufacturing 2.0 or 3.0 or the next phase … in every industry, there is no shortage of new ideas, methodologies, processes, and fundamental change in terms of how to get things done. Maybe you’ve closed your mind off to new ideas, with the result that you fail to see how your competitors are rapidly shifting their structure, capabilities, time to market, product line, and other fundamentals. Wake up — we’re in the era of the global idea machine, and the result is that there is a tremendous amount of transformative thinking out there about how to do things differently. Tune in, turn on, and rethink!
  10. A loss of confidence: the economic downturn of 2008-2009 and ongoing volatility since then has had the effect of causing such widespread damage in various industries that some people and organizations and leaders have lost their faith in the future. They aren’t certain they can compete, adapt and change. Perhaps this is the biggest challenge of all to overcome — but you can only overcome it by getting out of your innovation rut and moving forward.

Bill Gates once observed that “We always overestimate the change that will occur in the next two years and underestimate the change that will occur in the next ten. Don’t let yourself be lulled into inaction.”

It couldn’t have been put better. What’s your choice – to be an innovation leader, aware of where we are going in the future, or an innovation laggard, still mired in short term thinking?

Think growth!

Is your organization an innovation laggard, a timid warrior without the resolve to try to achieve great things?

A common focus for many of the keynotes I’ve given for senior executive as of late revolves around the theme, ‘what is it that world class innovators do that others don’t do?”

Over a period of time of 20 years, I’ve had the opportunity to observe and learn from many organizations as to what they are doing to deal with a time that involves both massive challenge as well as significant opportunity.

Everyone is being impacted by business model disruption, the emergence of new competitors, the impact of technology, the collapse of product lifecycle, ongoing political volatility and ever-more challenging customers.

In that context, it’s clear that those very things which might worked for them in the past might be the very anchors that could now hold them back in the future. In the era of Uber, Tesla and Amazon, leaders must have the insight into unique opportunities for innovation and change.

That’s why they are booking me, as I am providing them with a customized overview of the key trends impacting them, and invaluable leadership lessons that provide a clear path for going forward.

What are some of these lessons? Here’s a short list:

  • fast beats big: In a time of unprecedented change, those who are prepared to think fast are those who are moving forward. Those who move fast get things done, and keep getting things done. Others wallow in a state of aggressive indecision; inaction breeds decay.
  • bold beats old: all around you right now, there are countless numbers of people and organizations who are out to mess up your business model. Given that, are you the Elon Musk of your industry, prepared to think big and take big bold steps? Or is your organization an innovation laggard, a timid warrior without the resolve to try to achieve great things? Bold thinkers make bold steps, aggressive moves, and big decisions. This is not a time for timidity; it’s a time for BIG ideas and the pursuit of the offbeat.
  • velocity trumps strategy: careful strategic planning can be a critical step in adapting to the future, but in some areas, things are happening so fast that you can’t take the time to strategize: you just need to jump in and go. That’s experiential capital it’s one of the most important investments that you need to be making now. Understand what it is, and why you need to be investing in it NOW.
  • flexibility beats structure: successful innovators have mastered the ability to form fast teams: they know their that their ability to quickly scale resources to tackle fast emerging opportunities or challenges are the only way that they can win in the future. They avoid the organizational sclerosis that bogs too many organizations down
  • disruptors destroy laggards: step into any industry, and there are people who are busy messing about the fundamental business models which have long existed. Start your own disruption before you find yourself disrupted
  • connectivity is the new loyalty: with the forthcoming dominance of mobile technology in everyday lives, everything you know about customer relationships is dead. Right now, it’s all about exploring and building new relationships throughout the mobile data cloud in which the customer lives. If you don’t get that, your brand is dead.
  • location is the new intelligence: with connectivity comes location, which results in new applications, business models, methods of customer interaction, and just about everything. If you don’t have a location strategy for your business, you really don’t understand how quickly your world is changing around you

For more on this thinking, check out the ‘innovation’ tag on my blog.

We certainly live in interesting times!

Here’s what I’ve noticed in this new era of hyper-turmoil and uncertainty — many organizations are turning off their innovation engines, waiting to see what happens next in a world in which volatility is the new normal.


The New Yorker had a great article in 2009 after the financial meltdown, “Hanging tough,” that outlined  how some companies choose to ensure that they stay innovative in recessionary times – while others did not. In the context of the uncertainty of today, it’s worth a read. For example, they contrast two cereal companies: one that chose to focus on innovation despite uncertainty, while another did not.

“You’d think that everyone would want to emulate Kellogg’s success, but, when hard times hit, most companies end up behaving more like Post. They hunker down, cut spending, and wait for good times to return. They make fewer acquisitions, even though prices are cheaper. They cut advertising budgets. And often they invest less in research and development. They do all this to preserve what they have.”

My recent discussions with Fortune 1000 CEOs and senior executives in both UK and the US certainly indicate that this is happening again. Post-Brexit, uncertainty and aggressive indecision is roiling the C-suite in the UK — deferring decisions has become the norm. In the US, the never-ending election has placed a pause on most big decisions — inaction has settled in like a wet-sponge!

Big question – in this context, is the UK done? Can America innovate again, or is this a cultural and leadership ‘new normal?’ Here’s what I know – the winners and losers of the future are being determined right now!

Yet history has taught us, over and over again, that those who are aggressive with innovation, and who align themselves to future trends in times of uncertainty, are those who win in the long run. For years, I’ve talked on stage and in my leadership meetings of the key observation by GE’s Chief Innovation Consultant. Simple, powerful guidance: breakthrough performers manage to accomplish great things because of a decision to focus on innovation right in the middle of an economic challenge or an era of uncertainty– rather than waiting till they came into a recovery phase.

The research found that during the oil shock of 70’s, 80’s and 90’s recession, and the 2000 dot com bust, of those companies surveyed, 70% of companies barely survived, 30% died, but 10% became breakthrough performers. Noted the GE head of innovation: it was explicitly “…because of choices they made in the recession.”

So it really comes down to this: when do you innovate? Are you going to wait until you are comfortable that an era of uncertainty is over? Bad decision — because economic and political volatility is the new normal!

Everything we have learned has taught us that the winners were those who decided that it was an important thing to keep moving ahead despite massive amounts of uncertainty. Get out of your future-funk! Try this clip from a keynote I undertook on stage after the meltdown of 2008-2009. “Innovators get out in front of the recession“.

Consider this: the New Yorker article is pretty blunt with it’s findings on innovation-losers:

  • “numerous studies have shown that companies that keep spending on acquisition, advertising, and R. & D. during recessions do significantly better than those which make big cuts”
  • “a McKinsey study of the 1990-91 recession found that companies that remained market leaders or became serious challengers during the downturn had increased their acquisition, R. & D., and ad budgets, while companies at the bottom of the pile had reduced them”
  • “Uncertainty is always a part of business, but in a recession it dominates everything else: no one’s sure how long the downturn will last, how shoppers will react, whether we’ll go back to the way things were before or see permanent changes in consumer behavior. So it’s natural to focus on what you can control: minimizing losses and improving short-term results.”

Innovation winners?

  • “Kraft introduced Miracle Whip in 1933 and saw it become America’s best-selling dressing in six months; Texas Instruments brought out the transistor radio in the 1954 recession; Apple launched the iPod in 2001.”

Read the article. It’s powerful stuff!

Given that, what do you do? Change your culture and set out to achieve breakthrough results despite uncertainty!

Here is some more innovation-soup for your innovation-soul!

I do a lot of Fortune 1000 leadership events. By way of example, I’ll be spending time with a massive manufacturer in the rail industry in just a few weeks, and will deliver them a highly customized talk that will help them accelerate their innovation efforts.

For them, it’s important that my leadership keynote speaks to the concept of innovation in a way that is relevant to everyone in the room.

Hence, three simple things about innovation!

My leadership keynotes speak to the issue of innovation in a way that is relevant to everyone in the room

  • it’s urgent that the organization focuses on innovation right now
  • it’s important that as they do so, they re-evaluate the concept of what they believe innovation to be
  • it’s critical that they take on a large number of experimental projects oriented towards innovative thinking

Putting each of this issues into perspective explains my thinking:

Do it now: Every industry is faced with unprecedented change. Think about financial services: there’s the impact of mobile banking, the transfer of wealth to a new generation who thinks about financial management in entirely different ways, the emergence of new competitors. The list goes on and on. You can come up with a similar list for any industry. That’s why it important that organizations establish a culture in which innovation is a priority, in order to keep up with and take advantage of the trends swirling around them

Reframe the concept:  Many organizations fail at innovation because they don’t really understand what it could be. For many people, they think innovation is for cool people who design cool products that change the world: call it the “Apple effect.” But for years, I’ve been reframing innovation from another perspective that helps to open up the minds of people as to its opportunity.

Innovation is a culture in which the leadership and the entire team continually challenges themselves with three questions: what can I do to run the business better, grow the business, or transform the business?

There’s a good video clip that you can watch on that theme, “Rethinking Innovation”  


Experiment – a lot:  Technology is the driver of disruptive business model change in every industry. Social networks, new competitors, the Internet of Things, the Amazon effect — you name it, and there is an absolute flood of disruption. Most organizations don’t have the skill or insight to deal with fas technology-driven change. But world class innovators continually establish a regular series of projects by which they can build up their experience with the stuff that comes from the idea-flood. The more experience they build up, the more “experiential capital” they create. I’ve argued that going into the high velocity 21st century economy, “experiential capital” will become as critical if not more important than financial capital.

I actually spoke about the concept of “experiential capital” when I was the opening keynote speaker for the annual general meeting of the PGA of America – it’s worth a watch.  

Suffice it to say, if you rethink innovation in terms of these three basic concepts, it will help you deal with a world in which the future belongs to those who are fast!

Do These Things to Adapt to The Era of Acceleration!
October 12th, 2016, by Jim Carroll

Every industry and business will find more change in the next 5 years than in the last 100. What will YOU do with this reality?


How do you achieve agility in a fast moving environment and adapt to the era of acceleration?

Think about these key ideas:

  • structure for execution
  • rebuild your competitive intelligence capabilities
  • watch the “edges”, particular crowdfunding initiaitves in your space
  • abandon tradition – get more projects on the leading edge
  • be decisive – avoid aggressive indecision
  • innovate with structure – form fast teams!
  • enourage entrepreneurial units – spin out units rather than reining them in
  • partner up in unique ways
  • redefine strategic planing – flex it to short term thinking
  • build a culture that supports new ideas
  • challenge decisions
  • rapidly ingest new technology
  • “test and learn”
  • spots trends quicker
  • master ‘sketch-to-scale’
  • risk failure faster
  • align different generations on social projects

A clip from a talk I did at the massive IMTS manufacturing show. How manufacturing is really reinventing itself.



Not only are innovative people unafraid to ask questions, they are prepared to go even further.

They aren’t afraid to:

  • ask the tough questions that no one else will dare address
  • act on the answers to those tough questions!
  • ask questions that make people uncomfortable
  • challenge others to ask tough questions
  • ask why it has become acceptable to not ask questions!
  • ask questions that challenge fundamental assumptions
  • ask questions that show their complete lack of knowledge about something — which is ok
  • ask questions that might make their boss unhappy
  • indicate that while they don’t know the answer to the tough questions, they’re prepared to find out
  • suggest that maybe there have now been too many questions, and now something simply must be done in order to move forward

What’s the key to this line of thinking?

Organizations can become too comfortable with routine, and unless this is challenged on a regular basis, complacency becomes a killer.

By constantly putting a whole bunch of tough questions on the table, innovators can ensure that innovation paralysis does not set in.

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 destroyed when they approach senior management with an initiative. And when their effort is turned back, it can extremely frustrating!


What happens is that a series of excuses are made as to why we don’t need to focus on the future right now:

  • we don’t understand it, so we don’t think we need to do it!
  • maybe we shouldn’t confront the tough issues right now
  • we are too busy fighting fires – there’s no time for anything else!
  • we don’t have the skill sets to deal with this!
  • we haven’t thought about this in our strategic planning process
  • we don’t have time to think about it…
  • we don’t have a budget f
  • 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!
  • and the worst? 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.
  • 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.
  • 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.
  • 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!

This is fun!

A post a few days ago of my Masters in Business Imagination Manifesto caught the attention of a client who knows they need to move fast — and who thought that would be a great topic for their event. They moved fast – and booked me because they know that they require some bold thing and big motivational insight.

And so this morning, I wrote up a keynote description for their internal promo copy — which you’ll find below.

I’ve done this topic a few times on stage over the years — including for Fairmont/Raffles Hotels International, as one example — but never thought of it as a core keynote topic. But now it is!



New Keynote Topic: “The Masters in Business Imagination: Motivational Guidance for the Era of Fast”

We will see more change in the next 5 years than we have seen in the last 100. People and organizations are scrambling to align themselves for a new, topsy-turvey world. Jim Carroll comes to the rescue with his keynote, The Masters in Business Imagination — and will inspire your team to adopt relentless creativity and innovation as core virtues. Once you ‘graduate’ from his MBI class, you’ll possess the skills common to this critical degree of the 21st century economy. MBI’s see things differently – they don’t look at things like most people. MBI’s spur creativity in other people – they inspire others to develop similar levels of imaginative hinking. They focus on opportunity – not threat: and realize that action, not inaction, is the driving force for the future. They refused to accept the status quo and are prepared to eliminate habit . MBI’s bring big ideas to life – and paint pictures of where the organization is going to go, rather than focusing on where it has been in the past. They learn and unlearn, forgoing the dangerous assumption that what they know today will carry them into tomorrow. Most important of all, they refuse to say the word CAN’T – they know that barriers, perceived or otherwise, are simply temporary roadblocks that they can get around with fresh insight, imaginative analysis, and creative thinking! Fire up your enthusiasm, energy and innovation spirt with a unique motivational keynote by Futurist Jim Carroll, as he inspires your team to align themselves to the only degree they will need for the future – The Masters in Business Imagination!

Want a sample? Here’s a clip!

Does your organization have a culture that has it perfectly aligned for failure?

Probably! I see it all the time, and I can tell you exactly the mindset that your organization has, with a simple little list of questions…. read them below.


The fact is,I spend a LOT of time doing talks at corporate meetings; often, a CEO or CxO leadership event for Fortune 1000 companies as well as associations and smaller organizations.

These involve highly customized talks that focus on future trends that might impact the organization, and outline some opportunities for innovation.

What fascinates me is the number of organizations that, given fast paced change, seem like a like a deer in the headlights, stuck and unable to move, staring at the future with fear. For them, innovation remains a concept that is somehow totally foreign.

Is this you? Ask yourself these questions: is this YOUR organization today?

  • everybody knows something needs to be done
  • there are an awful lot of ideas as to what to do
  • no one knows where to start
  • no one has the courage to make the first step
  • and in fact, no one has been charged with the responsibility to take over and take that first step
  • there is a rampant fear that if something is done, it won’t end up going well!
  • everyone remembers the other time that somebody tried to do something new, they ended up being blamed when it didn’t go well
  • and so no one is prepared to try anything
  • the result is that likely some other company – most likely a competitor — will end up doing exactly what should have been done

World class innovators don’t fall into this trap.

They just do what needs to be done!

Get out of your innovation rut.

Embrace the future, innovate and change!

Is Your CEO An Innovation Wimp?
October 5th, 2016, by Jim Carroll

I spend my time providing guidance on future trends & innovation to some of the most fascinating companies and organizations in the world, such as Disney, NASA, BASF and IBM.


Often these are in the form of offsite senior executive leadership meetings …. where a team gets together to examine the deep, substantive changes that must be made in order to move forward. I lend my insight in terms of highly customized talks that focus on future trends affecting the industry in the room, and deep insight into innovation ideas and methodologies that move us forward.

It’s a proven model that has a track record of 20+ years — and I can see many organizations where I’ve made a meaningful impact….

Over those 20 years, I’ve noticed that at times, companies tend to go into an innovation funk. They defer decisions; they lose their focus on the future; they drop their innovation spark. It usually happens during economic downturns and recessions. Fair enough – they’ve got other things to worry about!

But today, we aren’t in a recession. The global economy, although uncertain, is doing ok. And yet this seems to be one of those times. I’m seeing the resurrection of aggressive indecision  (That’s a phrase that I coined years ago ; see below for articles and video on the topic…) — yet this it seems to be driven by a culture of inaction at the top! The CEO has, it appears, gone into a state of inaction!

Example: I’ve had a number of situations where I’ve had extensive exploratory calls with clients about coming in for such a session. They’ve expressed to me that they need to deal with business model disruption; the impact of technology on their industry; the rapid emergence of new competitors; or other countless challenging issues.

And then it has gone to the CEO for approval, and word comes down — “it’s not the right time to do this.”


Why is this happening? I think that it relates to the current uncertainty with the upcoming US election – and the uncertainty that has brought to many an organization.

Which makes me wonder — if now is not the right time to focus on the future, and what you need to do as organization to align yourself to fast-paced trends, when  is the right time?

History bears out the lesson that those who focus on big ideas and big opportunities during times of uncertainty are those who win in the long run. The head of innovation at GE did a study years that looked at the history of innovation in times of concern — particularly, during previous economic downturns. He found that real innovation breakthroughs came from those who stayed relentlessly focused on ideas and the future, despite that uncertainty. I often tell this story on stage to spur people into action.

The fact is, there are countless examples where history has shown us that it is those organizations who focused on ensuring that they were still actively pursuing innovation — whether through product development, the exploration of new business models, external partnerships, the pursuit of new markets and customer groups — were those who managed to achieve the greatest success in the long run.

The fact is, in todays fast-moving world, the greatest mistake any organization can make right now is to do nothing.” If you don’t do something today, you can be sure that others in your industry are!

So what do companies need to do to make the most of this period of election-driven uncertainty? First, accept reality and uncertainty, but make a determined effort to move along. Those unable to move past shock, denial and anger through to acceptance will be innovation laggards a. Unfortunately, that may be too late.

Be prepared to keep your idea factories running (perhaps not at full tilt, but running nevertheless) in the face of uncertainty. Know that there is still a place for innovative thinking despite what is really a bizarre state of affairs.

Inertia — real or implied — establishes a culture of inaction, and that can lead to another slippery slope.

oday, innovation isn’t simply an option — it’s critical because it is the best way to gain traction.

#brexit #uselection #economic meltdownWhat should you do? Here’s some video guidance for your innovation soul!