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A few months ago, I opened this conference with a resounding call to action — there are tremendous opportunities to reinvent and transform manufacturing in North America through advanced methodologies, automation, IoT (Internet of Things) factory digitization, additive manufacturing and more!

It’s captured in my blog post, Trend: Why Manufacturing Needs to Reinvent Itself, Fast! That post is a must read for anyone who wants to understand the reality of what manufacturing needs to do today to compete on a world stage.

500 people showed up for the conference in Philly!! This was typical of the many manufacturing keynotes I did last year – I had 3,000 in Chicago, and hundreds more at various other small and regional events in the sector.

There is a passion and purpose by senior executives throughout the industry, and a hunger for knowledge, on how to re-compete on the world stage, with real innovation, as opposed to “wishful thinking innovation.”

Have a watch — and listen to the folks in the room. Share this video!

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 ….”

volvo-givemeyourmind550

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.

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

opi
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

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?

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.

whyareyouhere

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 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?

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.

embracechange

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!

2010Questions.jpg

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.

I’ve been quite priviliged through the years to be able to observe, within my global blue chip client base , some of the fascinating innovation strategies that market leaders have pursued.

What is it they do?

Many of them make big, bold decisions that help to frame their innovative thinking and hence, their active strategies.

For example, they:

  • make big bets. In many industries, there are big market and industry transformations that are underway. For example, there’s no doubt that mobile banking is going to be huge, and its going to happen fast with a lot of business model disruption. Innovative financial organizations are willing to make a big bet as to its scope and size, and are innovating at a furious pace to keep up with fast changing technology and even faster evolving customer expectations
  • make big transformations: I’m dealing with several organizations who realize that structured operational activities that are based on a centuries old style of thinking no longer can take them into a future that will demand more agility, flexibility and ability to react in real time to shifting demand. They’re pursuing such strategies as building to demand, rather than building to inventory; or pursuing mass customization projects so that they don’t have to compete in markets based on price.
  • undertake big brand reinforcement: one client, realizing the vast scope and impact of social networking on their brand image, made an across the board decision to boost their overall advertising and marketing spend by 20%, with much of the increase going to online advertising. In addition, a good chunk of existing spending is being diverted as well. Clearly, the organization believes that they need to make bi broad, sweeping moves to keep up to date with the big branding and marketing change that is now underway worldwide.
  • anticipate big changes: there’s a lot of innovative thinking going on with energy, the environment and health care. Most of the organizations that have had me in for a keynote on the trends that are providing for growth opportunities have a razor sharp focus on these three areas, anticipating the rapid emergence of big opportunities at a very rapid pace.
  • pursue big math: quite a few financial clients are looking at the opportunities for innovation that come from “competing with analytics,” which offers new ways of examining risk, understanding markets, and drilling down into customer opportunity in new and different ways.
  • focus on big loyalty: one client stated their key strategic goal during the downturn this way: “we’re going to nail the issue of customer retention, by visiting every single one in the next three months to make sure that they are happy and that their needs are being met.” Being big on loyalty means working hard to ensure that existing revenue streams stay intact, and are continually enhanced.
  • focus on big innovation: one client stated their innovation plan in a simple yet highly motivating phrase: “think big, start small, scale fast.” Their key goal is to build up their experiential capital in new areas by working on more innovation projects than ever before. They want to identify big business opportunities, test their potential, and then learn how to roll out new solutions on a tighter, more compact schedule than ever before.
  • thinking big change in scope. One client became obsessed with the innovation strategy of going “upside down” when it came to product development. Rather than pursuing all ideas in house, they opened up their innovation engine to outsiders, looking for more partnership oriented innovation (with suppliers and retailers, for example); open innovation opportunities, and customer-sourced innovation. This lit a fuse under both their speed for innovation as well as their creativity engine
  • innovate in a big way locally: we’re in a big, global world, but that doesn’t mean that you can’t innovate locally. One client in the retail space pursues an innovation strategy that allows for national, coordinated efforts in terms of logistics, merchandising and operations, yet also allows a big degree of freedom when it comes to local advertising, marketing and branding.
  • share big ideas. One association client pursued an innovation that was relentless on community knowledge sharing. They knew if they could build an association culture in which people shared and swapped insight on a regular basis on how to deal with fast changing markets and customers, that they could ensure their members had a leg up and could stay ahead of trends. Collaborative knowledge is a key asset going forward into the future, and there’s a lot of opportunity for creative, innovative thinking here.
  • be big on solving customers problems. Several clients have adopted an innovation strategy that is based on the theme, “we’re busy solving customers problems before they know they have a problem,” or conversely, “we’re providing the customer with a key solution, before the customer knows that they need such a solution.” That’s anticipatory innovation, and it’s a great strategy to pursue.
  • align strategies to the big bets. There’s a lot of organizations out there who are making “big bets” and link innovation strategies to those bets. WalMart has bold goals for the elimination of all packaging by a certain date; this is forcing a stunning amount of innovation within the packaging sector. Some restaurants aim to reduce food and packaging waste by a factor of dozens; this is requiring stunning levels of creativity in the kitchen.

These are but a few examples and the list could go on; the essence of the thinking is that we are in a period of big change, and big opportunity comes from bold thinking and big creativity!