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I was interviewed the other day by the National Association of Colleges and Employers; this group is heavily involved in supporting career opportunities for college graduates. The focus of the interview was on generational diferences, and what happens in the workforce in the future.

Read the PDF! “Don’t mess with my powder, dude.” Such was the rather flippant response by an engineering graduate to a job offer from a leading architectural/engineering company. The CEO of the organization was explaining this story to me while we discussed the global trends that I should address during my upcoming presentation to staff of the organization. “What’s with these kids?” he asked.

Certainly there has been a lot of focus on how different the Millennial generation when it comes to the future of careers; I’ve been speaking about this issue for more than 20 years!

The article is below…… but read my article, ‘Don’t Mess with my Powder, Dude” for more insight on the work/life thoughts of the next generation. 

Also have a look at this video from an education conference, in which I speak about how video is the knowledge ingestion tool for the next generation.

Video: The Acceleration of Knowledge


Technology the Catalyst for Generational Differences
Spotlight for Recruiting Professionals
January 11, 2017

When we talk about generational differences, we no longer can just identify differences between generations, but we can identify differences within generations as well, according to Jim Carroll.

Carroll, a futurist and trends expert, says technology is the catalyst for the rapidity with which generations now evolve.

“It’s not politics or sociology, because they don’t move fast enough,” Carroll says. “The speed with which technology has come into their lives has made the differences within Generation Z that are amplified when compared to the Millennials.”

For example, Carroll says that there are definitely differences between a 30-year-old Millennial and a 25-year-old Millennial.

“There was a lot of technology coming at them as they grew up, but it wasn’t a huge amount,” he says. “But if you take an 18-year-old and a 23-year-old today—both members of Generation Z—it’s almost like they grew up in entirely different periods of time because they would have been exposed to different sets of technology.”

This carries over into the workplace. Carroll says Generation Z shares common traits with Millennials.

“They have very short attention spans,” he says. “They need multiple different things to do. These are all traits that were common with Millennials, but they are much more pronounced with the generation entering the work force.”

He says that a realization many organizations have not come to grips with yet is that this is the video generation.

“These young employees consume video like it’s oxygen,” Carroll says. “When it comes to training or any type of education or professional development, the use of video is paramount. These employees have never known a world without YouTube, so if you’re doing anything to engage them, it has to be video based. They are not going to sit and read policy and procedure manuals. Nor are they going to spend their time dealing with complex reports.”

They also have little time for what they consider unnecessary or unwieldy tasks or formats.

“They don’t subscribe to the idea of performance reviews or long, laborious processes in stages to move up the ladder,” Carroll says. “They don’t have a lot of patience for complexity and rules and structure. They get frustrated with antiquated practices. It has been a command and control workplace. Instead, they want to get in and get their work done without a lot of talking about it.”

Carroll explains that, with members of Generation Z, organizations also have a powerful source of collaborative powers that they need to harness.

“By growing up with mobile devices and social networks, the skills they bring into the workplace for collaborative capabilities is profound compared to what we saw with Millennials just 10 years prior,” he says. “Employers have to support that and take advantage of these collaborative capabilities.”

While technology allows employees of all generations to work remotely, Carroll believes Generation Z still will value connecting in person.

“The common prediction is that the new generation of employees is going to unplug, work remotely, and not congregate in offices,” Carroll notes. “I might be proven dead wrong on this, but I think that’s going to flip around so we’ll see a trend back to the workplace and increased human interaction.

“The employees entering the work force have untapped tools and skills for the workplace. We have to give them more credit than we do. They have surprised us in the past and I’m certain that they will continue to surprise us in the future.”

In my keynotes, I often talk about how the rate of change — whether with business models, product life cycles, the rapid emergence of new competitors, business model disruption, skills and knowledge and more!  — is speeding up. With such change, there’s a lot of uncertainty within many industries as to what to do next: a senior executive of one client commented to me from his perspective, “….entities are engaged in survival tactics because they don’t know what to do next ….”

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Here’s a simple reality: Innovation is all about adapting to the future — and if the future is coming at you faster, then you need to innovate faster.

Given that, innovation shouldn’t be about trying to survive the future — it should be about thriving.

At a recent keynote to senior executives, I outlined some truths as to the future:

  • It’s incredibly fast: Product life cycles are collapsing. It’s said that half of what students learn in their freshman year about science and technology is obsolete or revised by their senior year. There are furious rates of new scientific discovery. Time is being compressed.
  • It involves a huge adaptability gap: Earlier generations — boomers — have had participated in countless “change management workshops,” reflecting the reality that many of them have long struggled with change. Gen-Connect — today’s 35 and under — will never think of change management issue. They just change.
  • It has a huge instantaneity: The average consumer scans 12 feet of shelf space per second. Most news becomes old hat within 36 hours of emerging. Rapid prototyping, 3D printing and the maker community mean that a product can go from conception to reality in a matter of weeks – if not days. We live in the era of the rapid idea-cycle.
  • It hits you most when you don’t expect it: Every organization must deal with two realities: the rapid emergence of new technologies, and the sudden adoption of old-hat ideas. If you want to understand what comes next, study Gartner’s concept of “hype-cycles”
  • It’s being defined by renegades and rebels: Increasingly, the future of many an industry is being defined by industry expatriates. When a real innovator can’t innovate within a company, they step outside, form a startup, and spark massive industry change on their own. Before you know, they’ve reinvented you, whether you like it or not
  • It involves partnership: Old business models involved asking, “what can we do to run our business better?” The new business model is this: “What can we do to run our customers, suppliers and partners business better?
  • It involves intensity: 80% of the revenue from the typical video game is earned within 4 to 5 days of release. That’s becoming the norm in many industries — although not in days, but perhaps months. Companies are discovering their new reality involves short, sharp shocks of revenue, followed by a need to constantly re-asses and reinvent. We must learn to run our business at video-game intensity: in fast paced markets, we need fast paced business capabilities!
  • It’s bigger than you think: I used to joke, back in 2003,  about a futuristic GoogleCar, and an era in which Silicon Valley would become the new centre of the automotive universe. With self-driving cars and other efforts, its not a joke anymore. Every industry is witnessing similar levels of disruption and acceleration. Complacency is a dangerous thing, particular when every organization is faced with constant, relentless external innovation from unexpected competitors.
  • It involves innovation intensity: With rapid change, everyone in an organization must innovate. Some years ago, I appeared on a the CNBC Business of Innovation show. It featured a lot of “innovation elitists” who seemed to indicate that only special people can “do” innovation. Wrong : thriving in the future has a leadership that involves everyone in innovation. No idea is too dumb, no opportunity is too small. In an era of fast change, organizations must be relentlessly innovative, and that requires drawing on the skills and creativity of everyone
  • It comes from experiential capital: With a fast future, you must learn and relearn. Corporate equity isn’t just money: it’s the cumulative experience and knowledge of the team. Yeas ago, Verizon took a lot of abuse from analysts for its’ big fiber optic bet, yet here’s what I see: the CEO stating that the cost of installing fiber dropped 30% in 2005, and that there was a further reduction of 15-20% by  2006. By the end of end of 2006, they expected it to cost 1/2 that of 2005. The more they do, the better they get. That’s experiential capital, and that’s an invaluable asset.

The future is going to hit you whether you like it or not; it’s your approach to it, and how you innovate with it, that defines your future success.

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Why are committees so bad for innovation? Here’s a list of 10 reasons….

  • it sends the message that innovation is something special; that not everyone is responsible for great ideas
  • it often leads to the worst form of group-think, whereas divergent thinking is the essence of innovation and creativity
  • it usually results in the lowest common denominator of idea generation; mediocrity rules!
  • it leads to the deferral of decisions – by design, committees can’t make decisions!
  • committees breed bureaucracy; bureaucracy is the enemy of innovation
  • committees, by design, seek consensus. Innovation, by its nature, requires independence of thought
  • committees are ruled by inertia and inaction; innovation requires regular action and re-analysis
  • people don’t like conflict. Committees seek agreement; innovation often thrives on disagreement
  • committees are usually established for short term goals; innovation is, by necessity, a long term cultural initiative
  • committees meet on a timed, organized, scheduled basis. Innovation is usually spontaneous and requires instantaneity
  • committees are usually closed to outside thinking; innovation, by necessity, thrives on openness

As usually, my list goes to 11!

Innovation by committee – it’s a contradiction in terms if there ever was one!

 

And we’re off! A key client just confirmed that for the start of 2017, they need one of my key messages …. right now, in an era of massive uncertainty, they want to kick off the year by shaking off aggressive indecision, and by aligning themselves to fast paced trends. So I wrote them a keynote description that will help them to navigate this complex new world.

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In the face of new challenges, organizations have three choices: they can panic; they can freeze and do nothing; or they can respond with a relentless focus on innovation. In this keynote, Jim outlines the key strategies that align an organization to opportunity in a new era of volatility and uncertainty.

Keynote: Innovating in The Era of Accelerated Uncertainty: How to Adapt to the New World of Volatility

2017 is being marked by the return of higher levels of economic uncertainty, much of it driven by new political realities. Business hates uncertainty — and many react by turning off their innovation engines, waiting to see what happens next in a world in which volatility is the new normal. Yet in the face of new challenges, organizations have three essential choices: they can panic, making rash decisions on structure, markets, investments; they can freeze and do nothing; or they can respond to rapid change through innovation, particularly with respect to strategies, structure, capabilities, markets, products, and activities.

Jim Carroll, one of the world’s leading futurists, trends & innovation experts, shares his insight on the strategies that leading edge organizations are pursuing to stay ahead in a new world of uncertainty. It’s timely and critical insight! Many CEO’s and senior executives understand that in addition to managing existing challenges, now is the time to focus on trends and the future — they must act quickly to establish an innovative mindset before aggressive indecision settles in. Jim provides his unique insight on staying ahead in volatile times, through his signature keynote addresses, discussions at small intimate management/Board meetings, or by speaking and participating in large scale senior management and leadership meetings.

In this keynote, Jim offers his insight into how to innovate in perilous times. 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. His keynote is loaded with powerful guidance, research and key lessons from the breakthrough performers of the past. Insight from those who have managed 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 for future clarity.

I was interviewed recently by Independent Banker magazine for my thoughts on trends impacting the world of banking. I do a lot of keynotes in this area — with clients such as VISA, the National Australia Bank, the Texas Credit Union League, American Express, CapitolOne, the American Community Bankers Association, Wells Fargo and many, many more.

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To Carroll, anyone is capable of innovating an aspect of the community banking industry. However, he believes to do so, three essential questions must be asked. What can I do to run the business better? Grow the business? And most important, transform the business?

The full article is available at their Web site: 

 


Instill an innovative mindset to push your bank into the future
By Sam Schaust

Innovation is not a word solely owned by today’s tech giants in Silicon Valley. Or so thinks Jim Carroll, a futurist from Toronto who has given dozens of keynote speeches on the power of innovation to companies such as Walt Disney, Wells Fargo and NASA.

A lot of eyes gloss over the word ‘innovation,’ and people think the word only applies to someone like Steve Jobs who designed cool stuff that changed the world,” Carroll says. “They might think, ‘I’m a banker. What can I do?’”

To Carroll, anyone is capable of innovating an aspect of the community banking industry. However, he believes to do so, three essential questions must be asked , the first of which is: What can be done to run the business better?

There are plenty of opportunities to implement more information technology to reduce costs, streamline processes and become more efficient,” he says.

Which begs the second question: What can be done to grow the business?

Concepts regarding “how to use mobile to capture the millennial generation” and “how to utilize leading-edge transaction technology or new products to attract untapped customers,” Carroll notes, are typical subsections of this question. “Essentially, it all comes down to how you think differently to attract new sources of revenue,” he says.

Finally comes the question: What can be done to transform the business? “Transformation of the business is all about preparing for the fact that, for example, with credit-card payments, now Apple and PayPal are competitors,” Carroll says. “With an increasing number of organizations getting into the banking space, you may need to change the essence of what you do and how you do it to keep up with reality.”

Staying current with today’s banking industry—along with innovating for the future—could require an internal shake-up. As Carroll suggests, “By hiring somebody who thinks just like you, you aren’t going to get any creative, innovative ideas. Instead, if you hire somebody you don’t like or who is dramatically different from you, then you’ll get those different opinions.

Groundbreaking ideas often can come from outside of your field of business, Carroll believes, adding that adopting “an outsider mentality” could prove to be a valuable asset.

“With an increasing number of organizations getting into the banking space, you may need to change the essence of what you do and how you do it to keep up with reality.”
—Jim Carroll, Futurist

Thinking opportunistically

To bring about a new revenue opportunity, Carroll sees an advantage in embracing methods that break from the traditional structure. “Part of what I talk about is speed of opportunity,” he says. “What’s happening out there is new opportunities are emerging faster and you’ve got to have a culture and capability to grab onto that very quickly.”

Growing through experience

Carroll believes that an innovative attitude at a community bank needs to be set from the top. “It’s got to start at the board,” he says. “Although, that’s the toughest thing and it simply doesn’t come overnight.”

By adopting a forward-thinking mindset, mistakes are sure to be made, Carroll adds. “Be an organization that doesn’t just celebrate wins, but failures, too,” he says. “In today’s world, organizations will get ahead through the depth of their financial capital. That’s important, but there’s also our experiential capital—the experience we gain from trying something new.

By hiring somebody who thinks just like you, you aren’t going to get any creative, innovative ideas.” — Jim Carroll, Futurist

Innovation typically comes from a general interest for what’s occurring beyond one’s industry, Carroll notes. By simply embracing the what’s new or unusual, “we build up our experience,” he says. “And the more experiential capital we have, the better positioned we are to make big, bold leaps in the future.

 

Creating a Great Keynote!
November 15th, 2016

During a call yesterday, a client was asking whether I could customize my talk for their group.

Are you kidding?

Here’s a good case study of the typical process that I goes through.

This particular organization was in the retail space; through conversations with several member of global management, we built a list of the key issues that I would focus in on my talk: these being the key issues that the leadership believed that the rest of the team need to be thinking hard about.

  • faster emergence of new store infrastructure : i.e. contact-less payment technology is a fact with iPhone’s, and other smart-phones. What happens when this occurs on customer interactions ; how quickly can a retail / restaurant organization scale to deal with it (i.e. rapid technological innovation is continuing unabated despite the economic downturn, and things like this will have a big impact on how business is done!)
  • faster challenges in terms of freshness of brand image: today, with the impact of the Net and social networks, a brand isn’t what you say it it — it’s what “they” say it is
  • new influencers: consumers are influenced in terms of choice in ways that go beyond traditional advertising. For example, consider the Celebrity Baby Blog (yes, there is such a thing), and how it has come to influence fashion trends for infant wear
  • new forms of brand interaction: the concept of the “location intelligence professional” — corporations are deploying strategies that integrate location into the virtual web, interacting with above mentioned cell phones that provide for in-store product uplift
  • rapid emergence of store architecture issues: intelligent infrastructures – McDonald’s has a $100 million energy saving plan that is based on IP based management of in store energy We’re also seeing the rapid emergence of green / eco design principles that provide more opportunities for savings
  • faster evolution of consumer taste preference : new food trends go from upscale restaurant to broad deployment in as little as 18 months now, compared to 5 years ago; consumer choice changes faster, requiring faster innovation!
  • faster idea cycles. New concepts, ideas, business strategies, advertising concepts happen faster because of greater global collaboration ; brands have to keep up with the idea cycle

Next, my keynote would touch on how the client could be more innovative in dealing with fast paced trends? Some potential methods include:

  • the concept of upside / down innovation – customer oriented innovation
  • generational collaboration – how to unleash the creativity of Gen-Connect
  • concept of business agility: how do we structure ourselves to act faster
  • theme of experiential capital : how can we take on more risk oriented projects simply to build our expertise in new areas such as social networking
  • fast, global, scalable project oriented teams : how do we learn to collaborate better internally
  • innovation “factories”: how can we scale successful internal projects faster to achieve greater benefits
  • partnership oriented innovation: how do collaborate on innovation with our suppliers and others in the supply chain?

Some of the conclusions that came from the global discussions in the lead up to the event? These were responses draw from the audience through the use of online text message polling:

  • we need to learn how to innovate more locally but globally scale
  • a better “innovation factory” to rollout is critical
  • can’t compromise speed to market with structure/bureaucracy
  • spread R&D out
  • collaborate to a greater degree on an international basis
  • innovation should be part of reward and structure
  • more brand clarity, particularly given muddiness of impact of social networking
  • need a more forceful commitment ($, structure, rewards, goals) to innovation

From this, I built my keynote so that it had a structure of “what are the issues,” “what do we need to about them in terms of potential responses”, and “what are some of the organizational changes we need to make to deal with them.”

It turned out to be a great talk!

Office Products International Magazine contacted me for an article about the future of the workplace, for their 25 anniversary issue.

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Obviously this is an industry that has a keen interest in the issue — after all, if your target market is the office, and that office is changing, you need to know! Here’s what I wrote!


What’s the future of the office workplace? People love trying to figure out that question. Futurist Jim Carroll is one of them…

When trying to imagine the workplace of the future, a good start is to look back at the cartoon show The Jetsons, which was first aired in the US in 1962 and purported to show what the world would look like in 2062 – 100 years on.

Watch The Jetsons today and it would seem most of its predictions have actually come true: autonomous, self-driving cars (although their vehicles could fly); video calling apps such as Skype or FaceTime (George Jetson used to communicate with his boss at Spacely Sprockets like this). He also views his news and other information on a flat screen TV – let’s say, using a version of our internet. In addition, Rosie the robot maid scurries about doing all kinds of things for the people that are a part of her ‘life’.

jetsons

Taking note of science fiction, back-to-the-future scenarios, and even cartoons such as The Jetsons can provide glimpses into what the workplace might look like in the coming decades.

But let’s think in more practical terms, by aligning the office of the future to the careers and workforce that will be our reality.

In 1997, I coined the phrase ‘nomadic workers’ while writing Surviving the Information Age, and made the following predictions:

  • The number of full-time jobs will begin to dramatically shrink. Yet, we are only seeing the tip of the iceberg in the change of the relationship between employer and employee as the nomadic worker becomes the dominant form of corporate resource.
  • Companies will hire the best talent, regardless of where that person might be. A new form of career competitiveness will emerge with extreme rivalry for this group of nomadic workers – highly skilled individuals who call the shots.
  • 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. Nomadic workers have different attitudes towards life and work, and reject many of the currently accepted ‘norms’ of the corporate environment. Their attitudes will revolutionise the world of work.
  • Office walls won’t determine the shape of tomorrow’s company – the reach of its computerised knowledge network, and its ability to tap into the skills and capabilities of nomadic workers, wherever they might be, will define it.

I was pretty much bang on with those trends – certainly much of it has already become true. More people work from home than ever before (in my case, I’ve had a home office for 25 years; my kids grew up in a world in which their parents have always worked at home).

A global war for the best talent means that there is an entire economy of highly-skilled nomadic workers. And in my own case, I joke that I work really hard to not have to go and get a job – instead, I hire out my future-forecasting skills to organisations worldwide.

Those trends will continue to play out in the future. But what else will happen? In my view, there are three key trends that will define the future of the office and the workplace: the rapid emergence of new careers, the continued rapid evolution of technology, and the impact of the next generation.

1. Future vocations

First, consider what is happening with skills, jobs and careers. Last year, I was the opening keynote speaker for the global WorldSkills challenge in São Paolo, Brazil, and spoke about the fact that we are now witnessing the rapid emergence of all kinds of new careers.

I’m talking about vocations such as robotic pharmaceutical therapy monitors, water footprint analysts, vertical farming infrastructure managers, drone helicopter insurance crop risk managers, and – not forgetting – manure managers!

The key point here is that many of these new careers involve the processing of information which can be done from anywhere. An insurance risk manager that relies on drone technology doesn’t have to be on location, they can simply do their work from wherever they are.

The result of this is an even greater dispersion of highly skilled jobs around the world.

Organisations in the future will continue to hollow out, hiring skills and talent on an as-needed, short-term contract rather than permanent basis. Centralised offices will become smaller, with a core group focused on strategic goals that simply link to needed talent as and when required.

2. Connecting the workplace

The second trend is the Internet of Things (IoT) which will provide some of the most fascinating changes in the workplace and office of the future. What is it really all about? Simply put, every device that is a part of our daily lives is going to become connected and we will be aware of its status and its location.

I often joke on stage that this could get a bit out of hand: I might get on my weighing scales one day, and it will send an email to my fridge, blocking access for the day because I’m not living up to the terms of my wellness contract.

The IoT will lead to some of the The Jetsons-type forecasts of the past. It’s quite likely that self-driving cars will result in mobile offices on wheels – the car does the navigation, so we’ll have more time to get some work done on the way to the office.

Massive hyperconnectivity will keep employees aware of where fellow workers are, when office supplies are running low, or will link them to a specific location on a manufacturing assembly line that requires instant maintenance.

We will live and work in a world that is hyper-aware of the status of everything around us and that will lead to some fascinating workplace changes that I don’t think we can even yet comprehend.

3. The virtual workforce

It is perhaps the third trend that will have the most profound impact. Consider this fact: 10-15 years from now, most baby boomers will have retired or will be set to soon retire. This technology-adverse generation grew up with mainframes, COBOL and MS-DOS, and as a result, never really adapted to a workplace of videoconferencing, video whiteboards and other methods of collaboration.

Conversely, my sons, aged 21 and 23, grew up with the Xbox and PlayStation, Skype and text messages. This generation will soon take over the workforce, and most certainly take advantage of every opportunity to continue to virtualise the world of work. They will use Google Glass-type devices to embed live video into their everyday work routine. Virtual reality will become common enabling them to live and work in a world of massive augmented reality. They will be able to teleport their minds to far-flung locations where their virtual avatar will participate, interact and collaborate with others.

They are going to live in a world of technology acceleration unlike anything we have known, and rather than battling it as older generations have so often done, they will embrace it with open arms and open minds.

Does this all mean that the traditional office of today – a meeting place where individuals gather to share efforts on projects, ideas and opportunities – will disappear? I don’t think so. I believe that we are social creatures, and we crave opportunities for interaction. It will just be a very different form of interaction.

Brace yourself. The future will be here faster than you think.

Jim Carroll is one of the world’s leading futurists, trends and innovation experts, with a client list that includes NASA, The Walt Disney Company, Johnson & Johnson and the Swiss Innovation Forum. Follow him on Twitter @jimcarroll or visit www.jimcarroll.com

We have seen more change in the last 5 years than we have seen in the last 100 – and yet there is much more yet to come.

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2017 will prove to be a watershed year as trends continue to accelerate. Self-driving cars, the Internet of Things, business model disruption, hyper-competition and hyper-connectivity, collaborative innovation, scientific acceleration, exponential technology, rapid product innovation, faster market change, empowered consumers — are you ready and focused on the trends that will continue to provide opportunity and challenge going forward?

Every year, organizations kick off a new year by bringing me in for a senior executive leadership meeting or corporate offsite strategic planning session, to get a clear and concise overview of what comes next, and what they should do about it.

2017 is almost here — are you prepared, and ready to kick off the year with the powerful insight that you need to know to move forward?

I’ll take you on a tour of the trends which are reshaping our world in a great way. Big transformative trends involving a renaissance in manufacturing enabled by 3D printing, advanced robotics and massive digitization, self-driving cars and the impact of intelligent highway infrastructure, 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! After all, 2017 is almost here! My clients include Disney, the PGA of America, NASA, Johnson & Johnson, the Swiss Innovation Forum and more — join this elite company and re-energize your view into the future.

Interested? Call me!

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.

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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.”

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?