I’m featured, this month, in an article in Medical Products Outsourcing Magazine, entitled “Artful Adaptation: Packaging and sterilization providers must keep pace with rapid change to innovate, grow and improve product safety.”
“The medtech industry—perhaps more so than other industrial sectors—has long subscribed to the Carroll Testament. Medical device manufacturers with an “adapt or die” core philosophy, for instance, have higher survival rates than those resistant to changing market forces”
You can read the full article here — it’s well worth a read! Very much focused on several of my major themes, include that organizations must continually seek and hunt new revenue opportunities where those opportunities have not existed before.
It’s kind of funny, though — while the author (the Managing Editor) quotes me and some my video clips at length, he does seem to be a little disparaging at times. I’m called an “Innovation Whisperer”) (that’s a first for me) and a preacher with disciples! Interesting stuff!
Whatever! It’s all fun — here’s some choice quotes from the article. I really recommend you read the entire article.
Artful Adaptation: Packaging and sterilization providers must keep pace with rapid change to innovate, grow and improve product safety”
Medical Products Outsourcing Magazine, June 2014
Jim Carroll, a.k.a. the “Innovation Whisperer,” is a preacher of sorts.
The internationally-renowned futurist and social trends expert has crisscrossed the globe, extolling the virtues of change and creative thinking to thousands of business owners searching for the secret to entrepreneurial immortality.
Carroll, however, spreads his gospel in a most paradoxical and unoriginal way—usually by repeating the same tag line in keynote speeches: “the future belongs to those who are fast.”
While it’s not the catchiest aphorism, it effectively conveys Carroll’s professional doctrine to his faithful disciples: Embracing innovation and keeping pace with a rapidly changing world will ensure future business growth and survival. “The world is changing very fast. Things are evolving at lightning speed,” Carroll told an audience of business executives several years ago in Las Vegas, Nev. “The reality going forward at this point in time is that it isn’t necessarily the big organizations who will own, win and control the future. It will be the fast, the agile…it will be those who can keep up with very rapid change and ingest that change. The high-velocity economy demands that we do, demands that we think, demands that we collaborate, demands that we share, and demands that we innovate in different ways.”
The medtech industry—perhaps more so than other industrial sectors—has long subscribed to the Carroll Testament. Medical device manufacturers with an “adapt or die” core philosophy, for instance, have higher survival rates than those resistant to changing market forces. Medtronic Inc. is a classic example: The Minneapolis, Minn., firm ascended to Fortune 500 heaven by catering its products to physicians, once the sole agents of purchasing decisions. Now, however, innovation revolves around cost containment and clinical efficacy to satisfy penny-pinching hospital administrators and insurers.
“The world demands that we look at the future and constantly ask ourselves, ‘Given the rapid rate of change coming at us, how do we ingest that future?’ “Carroll said during one of his countless public sermons. “How do we do things differently in order to deal with the future in which the future is happening faster than ever before? We have to completely rethink what we are doing and focus on innovation. Because the same rules of the past do not apply in the future.”
All companies innovate but few, if any, live up to Jim Carroll’s definition of the word. In his eyes, innovators are not the quintessential “cool” people developing “cool” products but rather the ordinary minions who have learned how to grow and transform their business. “Innovation is a funny word. We hear the word ‘innovation’ and who do we think of? We think of Steve Jobs,” Carroll once mused to CEOs and senior executives. “But innovation is about much more than people who innovate new products. To a degree the ability to innovate hinges on how quickly you can ingest all of the new ideas, capabilities and methodologies that are emerging. We’re in a world in which it can no longer take five years to plan and release something new. Innovative organizations know we’re in a world where volatility is the new normal. Everything is changing faster than ever before. Innovative organizations concentrate on how to build global scale. Innovative organizations know that things are going to evolve and change and twist and turn, particularly with the global economy.”
The most innovative organizations perfectly fit all those curves and evolve just as quickly as the hypercompetitive world in which they exist. They are the ones to first invest in emerging markets, or support new, unproven yet potentially disruptive technologies. Innovative organizations can anticipate trends before they happen, enabling them to avoid the “tyranny of success” trap that has led to the demise of countless corporations.