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IBM’s Think Marketing blog found my site, and interviewed me on some of my thoughts around innovation and culture. Give it a read!

 

Hatching your next great idea: 5 ways to set the stage
by Jennifer Goforth Gregory, IBM Think Marketing Blog

Sometimes, you wake up and it feels like it became spring overnight. But when you stop to think about it, the change of seasons happened gradually over the course of a few weeks, and you missed the subtle signs. The daffodils started blooming last month. You started leaving the house without a coat. And, last week, you noticed a few trees sporting light green leaves.

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I work with many of the world’s leading bureaus, one of who is the Washington Speakers Bureau. They represent such people as Condoleeza Rice, George W. Bush, Tony Blair, John Kerry, Magic Johnson, Terry Bradshaw — global political, sports and other leaders. They’ve just run a blog post that I wrote on trends in the speaking industry. (Many of the worlds leading bureaus book me ; not only Washington Speakers, but also National Speakers Bureau / Global Speakers; Gail Davis & Associates; Leading Authorities; the Harry Walker Agency; Keppler Speakers ; Executive Speakers and many more!)


You can’t open a newspaper without seeing an article on the impact of ‘disruption.’  We now live in a period of unprecedented change in which your business model and the assumptions by which you operate are set to be forever disrupted.

In my own case, I spend a tremendous amount of time with different organizations in a vast range of different industries and professions, helping executives to understand and respond to the disruptive forces around them. And in the last several years, I’ve noticed some pretty significant changes in the speaking industry as organizations struggle with disruption.

If you are someone on your team responsible for organizing corporate or association meetings, you need to think about and react to the trends and forces at work. Quite simply, change is occurring several ways: with the speed with which speakers and topic experts are being booked, the topic areas that insight is being sought for, and the short time frames that everyone is working within.

As a speaker who focuses on how to link trends and innovation, my tag-line has become ‘the future belongs to those who are fast.”

The world is speeding up – and organizations need to respond faster

Consider the changes that everyone is impacted by today. Business model disruption. The rapid emergence of new competitors. The challenging impact of social media. Products that are almost out of date by the time they are brought to market. The digitization of everything and the impact of the Internet of Things.  All of these trends — and more — require that organizations pick up the pace when it comes to their strategies, actions and innovation efforts.

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Over the last 25 years as a speaker on future trends and innovation, I’ve seen many cases where companies have jumped onto a trend simply because everyone else. Or, they’ve suddenly decided that ‘innovation’ is important, without really defining a purpose or goal behind such a focus.

Rather than by just jumping on a bandwagon and doing what others are doing , try asking better questions as to why you should or should not be doing something!

Innovation that is based on “jumping on the bandwagon” is doomed to fail, for many, many reasons:

  • it’s lazy: true innovation takes hard work. It involves massive cultural, organizational, structural change. It involves an organization and leadership team that is willing to try all kinds of radical and new ideas to deal with rapid change. An innovative organization can’t innovate simply by jumping on a trend. Trying to do so is just trying to find an easy solution to deep, complex problems.
  • it involves little new creativity: by linking a new approach to doing things with a “hot topic” or trend means that people end up shutting their brains down. Creativity is immediately doomed through commonality.
  • it’s just a bandaid: bandwagon based innovation causes people to look for instant solutions and a quick fix, rather than trying to really figure out how to do something differently.
  • it’s misfocused: it involves putting in a solution is sought without identifying a problem. It’s backward in terms of approach.
  • it encourages mediocrity: it reduces innovation to an “idea of the week,” and does nothing to encourage people to really look at their world in a different way.
  • it reduces innovation to sloganeering: truly creative people within organizations are tried of slogan-based management. They’ve seen far too many ‘radical right turns’ and ‘new beginnings’ — and when they realize that their management team has jumped onto the latest hot trend, their faith and motivation goes out the window.
  • it destroys innovation: after the bandwagon effect ultimately fails (as they always do for the reasons above), people end up feeling burned out, cynical, demotivated — and they’ll be prepared to do little when the “next big thing” comes along.

 

It’s more important — and more difficult — than that.

As I’ve said before, we are still in the starting gate comes to the Internet of Things. Like the early days of the Internet, the idea has been formulated, ideas are bubbling, and imaginations are being unleashed. Right now, a global creativity engine is emerging in which millions of people are imagining and rethinking the future in the context of a hyper-connected world.

With that, it is important to realize that we limit our thinking if we think there is but one Internet of Things. To my mind, there are many different possibilities that are emerging. Read this in the context of my other post, The 11 Rules of IoT Architecture.

Here’s a starting list. Let me know of others!

1. Internet of Smart Things: AI will quickly come to IoT, and will change the capability of many connected devices into intelligent, aware, self-acting smart devices

2. Internet of Spatial Things. As I wrote in my post the other day, spatial data bubbles are the next wave when it comes to location intelligence. Internet of Things devices that are aware, report and interact based on their location within a 3-dimensional space will come to establish new opportunities and industries.

3. Internet of Swarm Things. IoT devices that operate in concert with other things to achieve some goal will become common, and will provide for an exponential growth in the role and capabilities of IoT devices.

4. Internet of Collaborative Things. They won’t just act together once in a swarm once AI is added into the mix. Put together IoSmartT and IofSwarmT and you’ll have IofCollaborativeT.

5. Internet of Mechanical Things. Devices that will have the ability to control other devices through connectivity. This is  a no-brainer, of course, but one area which shows the most promise for innovative ideas.

6. Internet of Disruptive Things. 20 years from now, we’ll look back and say, ‘wow, where did that come from?’

7.  Internet of Internal Things. Ingestible pills and ingestible medicine. An entirely new frontier is opening up as new tiny sensors come to report on health and other internal issues.

8. Internet of Diagnostic Things. Devices which report and act upon analysis as to whether a device is acting and working correctly; changing entire business models. Trucks, for example, with connectivity being the new horsepower, are migrating to a trucking-as-a-service platform, as we increasingly become aware of when a particular component on a truck is going to break down

9. Internet of Learning Things. Somewhat related to smart things, these IoT devices will learn based upon past performance and actives, and adjust future operations based on that insight.

10. Internet of Secure Things. We’re not there yet. This will become a key selling feature going forward.

11.  Internet of Standardized Things. It’s the Wild West right now, but just as standards emerged over time with the Web, so too will standards for interaction, reporting, communicating, etc.

12. Internet of Bastardized Things: flowing from 11, of course, some new IoT Microsoft-type of company will come along with some ridiculous Internet-Explorer type of IotT device, and will ruin things for many….

13. Internet of Curious Things. IoT devices that will extend their intelligence with the ability to discover things and analyze other IoThings that are around them. “We’re building a new machine, and we don’t yet know what it will do!”

As they say, ‘but wait, there’s more!’

What have you got, and what do you see? Tweet to #IoTaxonomy

 

One of my key themes through the years has been that “faster is the new fast” — that the biggest challenge that organizations must face is how to keep up with the high-velocity economy.

I’m now observing that in many markets and industries, the pace of change is so fast that we need to put in place a senior executive whose sole area of responsibility is ensuring that the organization can keep up with ever-increasing rates of change. Let’s say — a Chief Momentum Officer.

Organizations need to adapt to all kinds of different issues when it comes to the velocity of change: rapidly changing business models, the emergence of new competitors, ever shrinking product life-cylces, a faster pace of new product development, furious rates of technological innovation, furiously fast new trends in terms of customer interaction, the decreasing shelf-life of knowledge and the more rapid emergence of specialized skills: the list could go on!

Hence, a need for someone who aligns all of the moving parts of the organization to high velocity change! This individual will carry a number of responsibilities, such as:

  • managing the product innovation pipeline, so that the organization has a constant supply of new, innovative products, as existing products become obsolete, marginalized, or unprofitable
  • managing the talent pipeline, so that the organization has the ability to quickly ingest all kinds of specialized new skills
  • managing the technology pipeline, so that the organization can adapt itself to constantly improving and ever-more sophisticated IT tools that will help to better manage, run, grow and transform the business
  • maintain and continually enhance brand and corporate image; as I’ve written here many times before, brands can become “tired” and irrelevant if they aren’t continually freshened and refreshed
  • ensuring that the organization is continuing to explore new areas for opportunity, and that it has the right degrees of innovation momentum
  • that the business processes and structure of the organization are fine-tuned on a continuous basis so that it can keep up with all the fast-change swirling around it
  • ensuring that a sufficient number of “experiential” programs are underway with respect to product, branding, markets, and other areas so that the overall expertise level of the organization is continually enhanced

In other words, the CMO has two key responsibilities:

  • keeping a fine tuned eye on the trends which will impact the organization in the future, and which will serve to increase the velocity that the organization is subjected to and;
  • keeping their hands on the appropriate levers throughout the organization such that it can keep evolving at the pace that these future trends will demand.

I don’t know if that makes perfect sense, but I think its a good issue to think about.

One recent client engaged me for a talk for their global team, with the keynote title “Achieving Agility: Aligning Ourselves for an Era of Accelerating Change”. That’s a good example of how I outline the attributes for success in a world of high velocity change. With that, I focus on how organizations and leaders must incorporate four key capabilities: agility, insight, innovation and execution.


Corporate agility concept is perhaps the most critical: organizations must presume that the rate of change today is so fast that product lifecycles are collapsing, business models are relentlessly shifting, and customers are unforgiving and fleeting. To name just a few key trends!

Agility implies that we must innovate and adapt based on rapidly changing circumstances, on a continuous basis.

How do we do that? By adopting several key guiding principles that form the basis for all corporate strategy and activities going forward:

  • plan for short term longevity: No one can presume that markets, products, customers and assumptions will remain static: everything is changing instantly. Business strategies and activities must increasingly become short term oriented while fulfilling a long term mission.
  • presume lack of rigidity: Many organizations undertake plans based on key assumptions. Agile organizations do so by presuming that those key assumptions are going to change regularly over time, and so build into their plans a degree of ongoing flexibility.
  • design for flexibility : In a world of constant change, products or services must be designed in such a way that they can be quickly redesigned without massive cost and effort. Think like Google: every product and service should be a beta, with the inherent foundation being one of flexibility for future change.
  • build with extensibility: Apple understood the potential for rapid change by building into the iPod architecture the fundamental capability for other companies to develop add-on products. Think the same way : tap into the world. Let the customer, supplier, partners and others innovate on your behalf!
  • harness external creativity: In a world in which knowledge is evolving at a furious pace, no one organization can do everything. Recogize your limits, and tap into the skills, insight and capabilities of those who can do things better.
  • plan for supportability: Customers today measure you by a bar that is raised extremely high — they expect you to deliver the same degree of high-quality that they get from the best companies on the planet. They expect instant support, rapid service, and constant innovation. If you don’t provide this, they’ll simply move on to an alternative.
  • revisit with regularity: Banish complacency. Focus on change. Continually revisit your plans, assumptions, models and strategies, because the world next week is going to be different than that of today.

To me, that’s what agility is all about!

With 25 years of working with some of the leading organization in the world on issues related to creativity and innovation,  I’ve seen some of the best and worst approaches to the issue. The worst approach? An innovation suggestion box! That will doom your efforts from the start!

I will often sit back and analyze what I’ve seen in order to establish some powerful lessons for other people. Here’s just such a quick list of 10 more things that smart, innovative companies do to create an overall sense of innovation-purpose.

  • Heighten the importance of innovation. One major client with several billons in revenue has 8 senior VP’s who are responsible for innovation. And the fact is, they don’t just walk the talk — they do it. The message to the rest of the company? Innovation is critical — get involved.
  • Create a compelling sense of urgency. With product lifecycles compressing and markets witnessing fierce competition, now is not the time for studies, committee meetings and reports. It’s time for action. Simply do things. Now. Get it done. Analyze it later to figure out how to do it better next time.
  • Ignite each spark. Innovative leaders know that everyone in the organization has some type of unique creativity and talent. They know how to find it, harness it, and use it to advantage.
  • Re-evaluate the mission. You might have been selling widgets five years ago, but the market doesn’t want widgets anymore. If the world has moved on, and you haven’t, it is time to re-evaluate your purpose, goals and strategies. Rethink the fundamentals in light of changing circumstances.
  • Build up experiential capital. Innovation comes from risk, and risk comes from experience. The most important asset today isn’t found on your balance sheet — it is found in the accumulated wisdom from the many risks that you’ve taken. The more experiential capital you have, the more you’ll succeed.
  • Shift from threat to opportunity. Innovative organizations don’t have management and staff who quiver from the fear at what might be coming next. Instead, they’re alive from breathing the oxygen of opportunity.
  • Banish complacency and skepticism. It’s all too easy for an organization, bound by a history of inaction, to develop a defeatist culture. Innovative leaders turn this around by motivating everyone to realize that in an era of rapid change, anything is possible..
  • Innovation osmosis. If you don’t have it, get it — that’s a good rule of thumb for innovation culture. One client lit a fuse in their innovation culture by buying up small, aggressive, young innovative companies in their industry. They then spent the time to carefully nurture their ideas and harness their creativity.
  • Stop selling product, and sell results. The word solution is overused and overdone, but let’s face it — in a world in which everything is becoming a commodity and everyone is focused on price, change the rules of the game. Refuse to play — by thinking about how to play in a completely new game.
  • Create excitement. I don’t know how many surveys I saw this year which indicated that the majority of most people in most jobs are bored, unhappy, and ready to bolt. Not at innovative companies! The opportunity for creativity, initiative and purpose results in a different attitude. Where might your organization be on a “corporate happiness index?” If it’s low, then you don’t have the right environment. Fix that problem — and fix it quick.

Anyone who has worked with me knows that I do a tremendous amount of research as I customize for my keynotes, often reading several hundred articles on a particular issue or topic as I prepare.

A few months back I was going through a set of articles about the Jetsons, a new keynote topic for me that is getting a huge amount of attention! In doing so, I came across a fascinating story about a school in Seattle that just opened a time capsule that was put away in 1962. The article took a look at what was predicted in 1962, where we are today, and what the kids of 1962 now thought we would see in 2062! You can read it below.

This got me thinking — why not get involved in a project to do the same thing! And so I turned to my good buddy Ian Bates, a Grade 5 teacher. I’ve previously written about him in a post, Things I’ve Learned from Golfing with a Grade 5 Teacher, to see if this might be an idea worth pursuing. (I also went into his classroom last year for a fun little project – What’s the Future of Education? Let the Kids Have a Say — with his Grade 5 kids about careers in the future.)


It took him about 30 seconds before he responded, and so we’ve got a project underway. I went into the classroom and spoke to the kids about the project. They are now busy preparing their predictions and ideas; we’ll revisit in April and put away an actual time capsule to be opened in the year 2045.

This should be interesting! Stay tuned! But to really find out what they are thinking, you are going to have to wait a number of years…..


Pocket phones to flying cars: Third-graders predicted them in ’62
15 April 2012, The Seattle Times

How did Laurelhurst’s 1962 third-graders do at predicting the future?

For expert input, we turned to the Pacific Science Center, which tapped two of its “Science Communication Fellows” — Erika Harnett, a University of Washington professor in Earth and space sciences, and Alex Miller, a UW postdoctoral researcher in chemistry.

We also asked the former Laurelhurst students for predictions about life 50 years from now.

Bert Kolde, 57, Mercer Island, senior director of Vulcan
His 1962 prediction: In space “we will eat paste from tubes.”
The reality: Astronauts don’t eat paste from tubes, but they do eat ice cream from foil packets, and other things, too. The word I’ve heard from astronauts is that the food in space is much like what we eat on Earth, and quite good, too — much better than one would find in many a school cafeteria. — Harnett
Kolde’s prediction for 2062: Rosie the Robot, from “The Jetsons,” will be a mainstream household appliance.

Phoebe Russell, 59, West Seattle, soccer scheduler and registrar
Her 1962 prediction: “There will be a rocket for everyone.”
The reality: While we don’t each have a rocket yet, a commercial spaceport is being built in New Mexico and a firm, Virgin Galactic, is taking bookings for the public to fly into space, for a brief few minutes. — Harnett
Russell’s prediction for 2062: “Government-supplied, accident-proof, sustainable nano-tech-fueled vehicles for all.”

Chris Rich, 58, Seattle, forest-resource company executive
Her 1962 prediction: “You will be able to have a telephone in your pocket.”
The reality: Not only do we have pocket phones, but they have cameras, video cameras, music players and the Internet inside them. — Miller
Rich’s prediction for 2062: “We will have a cashless society and use digital money stored on an all-purpose device that fits in your pocket.”

Tom Greene, 58, Bainbridge Island, co-founded frozen-food company
His 1962 prediction: “The best change will be to go way past Pluto in a rocket so we can find more planets and find out if there is any more life way out in space.”
The reality: Four spacecraft have traveled past Pluto’s orbit, Pioneers 10 and 11 and Voyagers 1 and 2. We still receive signals from the Voyager spacecraft with useful science and hope to do so until 2025, when the power systems will fail. — Harnett

Tom Norwalk, 58, Bothell, heads Seattle’s Convention and Visitors Bureau
His 1962 prediction: “If I went to Pluto. Then I could see the Earth as a star.”
The reality: ∫ A spacecraft, called New Horizons, will be flying past Pluto in 2015 … Scientists will likely try to take an image of the Earth but I don’t know how sensitive the optics are and what the Earth will look like. — Harnett
Norwalk’s prediction for 2062: Seattle will finally have an NBA team and our city will be in the top five destinations to visit in America.

David Shulman, 59, Seattle, film-institute founder
His 1962 prediction: “I want to go to Jupiter because it is the largest planet.”
The reality: Although people have not traveled to Jupiter, the U.S. has sent several spacecraft past Jupiter and one, Galileo, not only spent several years orbiting Jupiter, it launched a probe into Jupiter’s atmosphere and then took a final, fatal plunge into Jupiter’s atmosphere. — Harnett
Shulman’s prediction for 2062: Communication occurs through touch, voice, and even thought. Global warming and rising sea levels; U.S. power concentrated by wealthy under a near-totalitarian government.

Bruce Williams, 58, Leavenworth, retired bank head
His 1962 prediction: Cars that will “float through the air … without stopping for gasoline.”
The reality: A startup company, Terrafugia, has a working prototype of a flying car, and it is taking pre-sales orders … So, flying cars do exist, but not for everyone yet, but soon. We don’t yet have cars that can travel without stopping for fuel, apart from prototypes. Some spacecraft don’t have to stop for fuel because they use solar panels to generate electricity to power the instruments. — Miller
Williams’ prediction for 2062: Zero communicable-disease deaths; 15 percent probability of a catastrophe, such as a nuclear attack, pandemic, mega-earthquake, volcanic eruption or environmental disaster.

Webb Nelson, 59, Seattle, co-founded toy company
Third-grade prediction: “We would have a new invention to get us somewhere under the Earth … something different. And faster.”
The reality: Subways and tunnels conduct below-ground traffic, but largely in transportation forms that have existed for decades. Nelson’s prediction for 2062: Concrete gets harder and stronger with age; the Space Needle will have a centennial anniversary. — Miller
Nelson’s prediction for 2062: Concrete gets harder and stronger with age; the Space Needle will have a centennial anniversary.

 

 

Some of the most fascinating organizations in the world have brought me in to encourage their people to think about the future, and how to nurture a culture of creativity and innovation. Organizations like NASA (twice!), Johnson and Johnson, Whirlpool/Maytag, the Walt Disney Corporation and literally hundreds more!

 

One of my key motivational points for my clients has always been this idea.

Many people see a trend and see a threat. Smart people see the same trend and see opportunity

Think about that, and then ask yourself as to how do you keep yourself in an innovative frame of mind.

A good part of it has to do with the company you keep! To that end, I’d suggest that you surround yourself with:

  • optimists. You need to hang out with people who see all kinds of opportunity – not gloomsters who are convinced there is no future out there!
  • people who do. Action oriented people. Folks who accomplish things. Those that do.
  • people with open minds. Innovators aren’t prepared to accept the status quo – they are willing to explore and understand different viewpoints, and use that as a kickoff for creativity.
  • people who have experienced failure. Innovation comes from risk; risk comes from trying things. Try lots of things, and many will fail. That’s good. That builds up experience, which gives you better insight into a fast paced world.
  • oddballs and rebels. Some of the most brilliant thinking and best ideas can come from those who view the world through a different lens. They may seem odd at times, but they can be brilliantly creative.
  • good listeners and debaters. They’re willing to challenge ideas, analyze issues, and think through the possibilities.
  • people who think differently than you do. If you really want to be innovative, go to two conferences a year that have nothing to do with what you do. You’ll be amazed at what you learn, and how it will re-stir your creative juices.

In every single keynote, I focus on future trends and opportunities, and link that to the process and mindset of innovation. I’m an optimist, continually try new things, listen to other people, watch, observe, and listen.

Most important, I refuse to give in to the pervasive negative thinking that so many people seem to envelope themselves within. Maybe that’s why I see so many opportunities in today’s economy.

Think growth!

A time when technology arrives to market obsolete
Futurist Jim Carroll describes trucking trends likely to shape disruptive years to come
Mar 17, 2017 Aaron Marsh | Fleet Owner

It’s a pretty wild concept: that technology today — including that in trucking — is being eclipsed and outdated almost as soon as it can be brought to market. But if you want to know what’s around the next corner for trucking, that’s where you need to start, says futurist Jim Carroll.

According to this future trends analyst and foreseer of sorts, if you want to get out in front of the next big change in trucking, keep in mind that when it comes to the future, you may have no idea what you should really be thinking about.

To set the stage and “bring you into my world — and that is a world of extremely fast-paced change,” Carroll referenced research on the future of careers in the U.S. that suggests about 65% of children now in preschool will have a job in a career that does not yet exist.

“Think about that: if you have a daughter, son, granddaughter, niece, nephew or whatever who’s in kindergarten or grade one, roughly seven out of 10 of them are going to work in a job or career that does not even yet exist,” Carroll told listeners. He spoke at the recent Omnitracs Outlook user conference in Phoenix.

How does something like that happen? It already did recently: he gave the example of smartphones and GPS services, which have sprung up over about the same time period. It’s resulted in geographically and directions-oriented apps and location intelligence professionals. Oh, wait a minute — “location intelligence professionals”?

“Think about that phrase, and think about what’s happening in the world of trucking and logistics,” Carroll noted. “Think about how integral all of those mapping applications have become in the world of your business.”

“That’s a career that didn’t exist 10 or 15 years ago,” he continued. “Now, cast your mind into the world of trucking 10 years from now and think about the careers and jobs that might exist.”

Here’s another guiding example. If you take “any type of degree today based on science” at a college or university, Carroll contended, “things are evolving so quickly that it’s estimated that half of what we learn in the very first year of a degree program will be obsolete or revised by the time we graduate three years later.”

Those who are fast

The point is, technology changes are coming from seemingly everywhere, and change — including in trucks and their growing embedded technology like Internet connectivity or advanced safety products — is accelerating.

And that is so much the case, noted Carroll, that many kinds of technology are out-of-date almost as soon as they hit the market and you can buy them. Think about smartphones, which often see multiple models of a given phone issued in a single year.

“We live in a time of absolute, instant obsolescence.”
—Futurist Jim Carroll

That drive for the latest model has now even filtered into social standing. “The way your friends judge you today is very much based on the technology you carry around,” Carroll observed. “So in other words, if you go to a party and take out a flip phone, people will be kind of looking at you like, ‘What a loser — he’s got something from the olden days.'”

Carroll gave another example of digital cameras — actually something of a moot point, he suggested, since “this is back in the old days five years ago when people actually bought cameras and weren’t all just using their phones” — where products have about 3-6 months after they’re brought to market before they’re obsolete.

“We live in a time of absolute, instant obsolescence,” he argued, attributing that phrase to global media magnate Rupert Murdoch. Some years ago, Murdoch had pointed out that there is such change happening and at such speed, “that increasingly, the future belongs to those who are fast,” Carroll said.

Trucking: unrecognizable

Polling the audience, he asked listeners what they thought the trucking industry — its methods, its equipment, its technology — would look like in a decade. Most everyone, 86% of those who texted in, voted that they think the industry will be “barely recognizeable, or fully and completely disrupted.”

That’s a clear expectation of considerable change in trucking. “So let’s try another question: if we are in the midst of so much change,” Carroll said, “are we prepared for it?”

And on that note, he added that being prepared for the potentially disruptive/ disrupted future of trucking is to realize that change has been happening faster, particularly in these latter years, than people expected.

To illustrate how, Carroll referenced a time he’d spoken before a roomful of astronauts and astrophysicists at NASA about the future of space. Carroll’s choice of what to present on? The Jetsons. That animated TV show came out in 1962 and was meant to depict life 100 years in the future in 2062.

Except, if you watch some of those old episodes, “George [Jetson] is using Skype. He’s getting his news off the Internet,” contended Carroll. “Elroy has a drone. You can watch one episode where he’s sitting in the living room and using a controller just like we have with our drones.

Along with the Jetsons, here’s another example of the sci-fi, fictional future arriving sooner than expected: a group of scientists has prototyped this device, Carroll noted as he held it up to his head, which essentially works like the Star Trek medical tricorder set in the 23rd century.

“You can watch another episode where they’ve got an Apple Watch,” he continued. “George communicates with his boss via Facetime. Obviously, they’ve got self-driving cars, autonomous vehicles, all over the place, albeit they fly.”

“My point is this: we believed that this future would arrive in 2062, and all of a sudden, it is here much sooner than we thought,” he told the audience. “Could that be the case with our future overall?”

In terms of envisioning the future, perhaps think a little offbeat but observe the trends converging. Here’s an example. “Think about trends, and think about what has happened with drone technology,” noted Carroll. “I think a trend which is going to lead us to the world of self-driving, flying cars is we’re going to learn how to scale up our drones and sit a human in them.”

Warehouses on wheels

Carroll advised trucking professionals to think big change when they’re picturing what the industry will look like in the years to come. “Think about what’s happening here,” he said. “There are people with big, bold ideas. Think about what’s happening in the transportation space.”

What kinds of things could happen? Maybe a new type of truck or vehicle will be developed. Autonomous technology could be accelerated and advanced. New distribution models could emerge. Or maybe something else could — something entirely different that turns the trucking you know now into the trucking you knew way back when.

“We’re going to talk to our truck just as we talk to our iPhone. We’re going to have augmented reality screens in the visor. We’ll probably have robotic handlers built into the truck for loading and unloading. We’ll have payment technology built into the vehicle — not only has our cell phone become a credit card, but so has our truck.

“We’ll simply do a biometric thumbprint to complete a transaction,” Carroll painted his future trucking portrait. The only thing, though, is that those technologies, and testing of them, is happening now.

There’s also this: “Part of the changes you see happening [in trucking] is we are witnessing very significant changes in what retailers and manufacturers are doing with their supply chains,” he added. Trucks can now become something more like mobile distribution hubs, for example.

Because of the rise of online shopping and fulfillment, stores will become more like showrooms, and “we’re witnessing the end of inventory,” Carroll contended. Consumers will browse these showrooms and purchase a product, he suggested, and then a streamlined distribution system will deliver that item to the purchaser’s home — hint: trucking would have to be involved here — perhaps even within an hour.

“You are becoming warehouses on wheels, and everybody has this in their sights in terms of big, transformative thinking in your industry,” he argued. “And what is really also happening is that every single industry out there is speeding up.”