The average consumer scans 30 feet of retail shelf space per second

Home > Archives

Tagged Leadership



Today’s photo is actually from a keynote for an agricultural organization, but the quote in the picture actually started out having to do with the fast pace of change in the automotive sector. The thought came to mind with my morning photo preparation, because I’m currently preparing for a hands-on, interactive session with a Board of Directors, on the future of self-driving cars and more.

Companies that don’t yet exist will build cars that aren’t yet designed, using materials not yet invented, with manufacturing methods that have not yet been conceived..…”

I could have made this quote back in 2000, in the context of where Tesla Motors is today. I pretty much did when I predicted the emergence of Tesla back in 2003 when I led a leadership team for an event with DaimlerChrylser at Mercedes Benz HQ in Germany.

After I prepare my morning picture, I send it out via Twitter, Facebook and Instagram. (You can find all of them on my Instagram feed). This one drew some instant response:

Good point — every industry is subjected to the similar trend of uncertainty.

Since I still had the picture on my laptop and was having my morning coffee, I did a quick revision, to make it more general. “”Companies that don’t yet exist will build products that are not yet conceived, based on ideas that have yet been generated, using materials not yet invented, with manufacturing methods that have not yet been conceived..…”

That too got a fast response, with a number of shares  – but one curmudgeonly fellow decided to take a few shots:

So I tweeted back.  “Geesh you are in a bad mood. Cheer yourself up. The type of thinking is real.” I linked to a quote from Tesla Motors on their unique experience with the Model 3. It somewhat parallels my thinking.

I really should know better.

 

Futures-babble? Sure. Let’s check the assumptions and deconstruct my quote from a historical perspective to put this type of future-babble in perspective:

  • companies that don’t yet exist: Netflix, AirBNB, Uber are the easy ones. We’re seeing a lot of existing ones disappear. The entire history of business involves companies that come into industries, change it, do something new, and upset the balance.
  • products not yet conceived. Really? CD’s, DVD’s, drones, curved skis…. isn’t the whole human experience about conceiving new products?
  • ideas not yet generated. Um, iPads? Didn’t someone invent the concept of a car?
  • materials not yet invented. Velcro, folks. I actually just did a talk for the senior leadership team of Arconic — a new spinoff of the aluminum giant Alcoa. I can tell you that capitalizing on the rapid emergence of new materials based on advanced science is very much on their mind. Should I tell them that maybe it’s just future-babble?
  • manufacturing methodologies not yet conceived. Additive, 3DPrinted manufacturing? Build to demand manufacturing models? Mass customization? Rapid prototyping and SmartThings? Seems we have had a constant stream of new methodologies and capabilities.

I always find it fascinating when curmudgeons jump out and undertake critic-babble.

My quotes stand on their own. I don’t see anything the least bit wrong with them. They will become true, over and over and over again.

Challenge yourself to align to a future that is not yet invented, but in fact, is being invented all around you. Listen to the future-babble. Watch for all the signs and trends that are changing everything – faster. Refuse complacency.

It might make a difference in how you approach things.

Todays’ photo was another one taken during my keynote for Godiva/McVitie’s/Ulker in London, UK, all operating under the new company name of Pladis.

The fact that Einstein is in there is great; I often use his observation that “insanity is doing the same thing over and over again, and expecting a different result each time.” That’s a great quote about innovation!

But that’t not the focus of the quote. The quote is all about the fact that organizations that manage to create a culture in which ideas float freely throughout the organization generally achieve greater success with innovation.

Many of the global leadership events that I am brought into have a specific focus on how to use the power of collaboration to achieve innovation; how to better develop a collaborative culture within the organization; or to discuss the opportunities that history have taught us come from successful collaboration.

Collaboration is one of the “Six C’s of Innovation” which I’ve identified as being crucial to success, the others being curiosity, creativity, change capable, courage and the ability to create excitement every day!

Focus on creating a culture of collaboration — you’ll find it to be one of the most powerful things that you can do!

From a recent keynote for a global leadership team, covered in another recent post.

A few weeks ago, I was on stage in London, UK, for a global leadership meeting of Pladis — a new entity which includes 3 organizations, including Godiva Chocolates. The picture was from that presentation, and presents the futuristic push-button kitchen of the future from The Jetson’s.

Part of my talk focused on the impact of the Internet of Things — #iot — on food products, packaging and the supply chain.

There is no doubt that we will see the emerge of highly connected, intelligent kitchen appliances. I led a senior leadership meeting at Whirlpool/Maytag a month ago on this trend. I wrote a blog post about the rules of design for products and devices in the era of the Internet of Things.

Combine that trend with the emergence of intelligent, active connected packaging, which will have pretty profound impacts on both consumer interaction as well as supply issues. I’ve done numerous talks around these trends, including an event in Prague for Mondi, a leading global packaging company and others.

Both of these trends bring more technology to the kitchen, consumer products and supply chain. Add technology to any industry, and you get faster change. The era of acceleration, as it were!

Push button kitchens? Not quite like the Jetsons’, but you can expect a lot of smart appliances integrating with smart products!

For more, check the topic, Internet Of Things: Disruption and Opportunity in the Era of Pervasive Connectivity.

Each morning since August, I’ve enjoyed my morning coffee while putting together a little future/motivational quote from some of my stage pictures. You can track this over on Instagram; I also tweet them. I’m hoping to put up a few slide shows on my blog as well in the future; some folks find them inspiring and useful.

Today’s thought? “To win in the race to the future, make sure you show up to the starting line!

Here’s the story behind the thought — and ask yourself, what’s your mindset? Are you in an organization that simply does not show up?

Every day, I get email messages and calls from folks seeking to bring me in for a leadership keynote on future trends and innovation. I do about 50 events a year; this week, I was in London, UK, speaking to a global group of Godiva Chocolates and two other global brands, newly combined in one company. (Yes, they gave me a gift basket!)

That’s what I do — I help global organizations discover and think about the disruptive trends which will provide opportunity and challenge in the future. Check my client list — Disney, NASA, Johnson and Johnson, Whirlpool …. I do many events where organizations are actively aligning themselves to fast paced trends.

And yet, in a world in which the future belongs to those who are fast, it’s clear that others would prefer to hide their heads in the sand. They would prefer not to have to think about what comes next. They don’t want to shake their world. They don’t show up to the starting line.

A few weeks ago, I had an exploratory call with a company in the food/consumer products business. They were holding a combined CEO/Board of Directors meeting. A senior VP reached out to me; we had a long conversation (which I actively encourage – call me!) around the issues I would cover; the trends I would delve into; the message I would bring to the table. She knew that the organization needed to some big, bold moves; take some dramatic initiatives; and actively challenge everyone to align their strategy to future trends.

As in many cases, she ran the idea up the flagpole, and got this response, which still floors me to this day:

“It was decided not to include a futurist in our leadership development program. They don’t think it is a good time to do this – it’s not a good time to rock the boat. “

Wow!

As in, “we don’t think its important right now for our board and senior executives to understand the trends that will challenge us …”

At the end of the day, losing one potential client doesn’t really matter. I’ll do my 50 events this year, and will sit back knowing that I’ve done wonderful working in shaping the direction of some of the most fascinating organizations in the world.

But I’ll also wonder, in the back of my mind, how some people can decide that they don’t want to understand what comes next — and decide to not show up at the starting line!

 

My message on the speed of change in retail is drawing attention, further and further afield.

Case in point – yesterday, I was a keynote speaker for a global leadership meeting of Pladis held in London, UK. This is the newly merged entity of three iconic global brands — Godiva Chocolate, McVitie’s biscuits from the UK, and Ulker from Turkey.  I was asked to provide my insight to 300 executives from around the world in a morning keynote, and then followed this up in an intimate discussion with members of the board and the senior management team.

It’s hard to discount the speed of change occurring in the world of retail and consumer products. Consider this:

  • e-commerce could be 25% of the retail – grocery and convenience — experience by 2021
  • “shopper marketing,” which combines location intelligence, mobile technology and in-store display technology for a new form of in-store promotion, continues to move forward
  • mobile payment involving Apple Pay and disappearance of the cash-register, providing opportunity and challenge with loyalty, infrastructure and disruption
  • the continued migration to the same-day shipping model from titans such as Google, Amazon, John Lewis
  • Amazon Alexa, AI and shopping bots! Simply talk and products are added to your shopping cart, and delivered within an hour
  • the rapid installation of “click and collect” infrastructure (i.e. an online purchase, with same day pickup at a retail location)
  • faster ‘store fashion’ with rapid evolution of in-store promotion, layout and interaction
  • the arrival of active, intelligent packaging and intelligent (“Internet of Things”) products
  • collapsing product life-cycles, rapid product obsolescence and the implications on inventory and supply chain
  • the evolution of the automobile to an online shopping and credit card platform (yes, this is real….)

Here’s the thing – we are going to see more change in the world of retail in the next 5 year than we have seen in the last 100. Savvy brands, retailers, shopping mall and retail infrastructure companies are working to understand these trends, and what they need to do from an innovation perspective to turn them from challenge to opportunity.

That’s my role. This is all happening in the context of massive and fast disruption as new competitors enter the food, CPG and retail space. Consider this chart of players in 2016 from Rosenheim Advisors, and look at the players in each category.

 

The rate of change is going from fast to furious, and innovation is critical!

My keynote title for London yesterday? “Achieving Agility: Aligning Ourselves for an Era of Accelerating Change!” Learn more in the retail and consumer products trends section of my Web site.

 

[enjoyinstagram_mb]

One year ago today, I was the opening keynote speaker for the annual PGA Merchandise Show, one of the largest trade events in the world for the world’s largest working sport. I was on stage directly after Lee Trevino and David Ledbetter spoke; and was followed later by Bubba Watson.

As a hack golfer, it was a huge thrill – and it was the second time the PGA of America has brought me in to help them shape their thoughts on growing the game through innovation.

My talk focused on opportunities to link innovation to the fast trends impacting the world of golf, particularly through technology. Today, we are seeing growth return to the industry because of initiatives like TopGolf, new game tracking and training technologies, on-demand reservation systems, social networks and Instagram golf stars driven interest, and much, much more.

Here’s the really fun part: many of the offsite corporate leadership events that I do are held at really nice golf resorts – and there is usually a bit of golf involved, both for myself, as well as for the client! One recent client had me build a keynote around the trends that are accelerating golf and the need for agility and speed in the business sector.

The topic description I wrote follows. This might be a great theme for your own leadership event – contact me for details!

Driving the Future – Linking the Acceleration of Golf to The Speed of Business

The PGA of America, one of the largest working professional sports organizations in the world, has engaged Futurist Jim Carroll twice to help them align and adjust their focus to a fast paced future. A world that involves the 3D printing of customized golf clubs perfectly matched to a players stance. Course tee time yield management systems that now rival in sophistication those of leading hotels and airlines. An industry in which GPS golf analysis technology such as GameGolf, fast-moving golf entertainment complexes such as TopGolf, and smart clothing technologies are leading the game to new opportunities for growth. One in social media posts involving Instagram stars and Youtube clips are leading to accelerated interest in the game. Forget the idea of golf being a slow moving, traditional game — it is being disrupted to its core and is being positioned for growth through a relentless drive for innovation and high velocity trends.

In this fascinating presentation, Jim Carroll takes you on a fast paced cart-ride of a voyage into the new realities of business, by carefully linking the accelerated trends impacting the traditionally slow game of golf to the new world of business. One that is driven by the acceleration of business cycles, chipped away by the constant arrival of new technologies and competitors, and carefully stroked to success through perfectly aimed strategies. Don’t miss this opportunity to hear this fascinating presentation, carefully customized for those attending your corporate leadership meeting.

I have been providing my insight, and have been speaking to organizations about the future, for more than 25 years.

Over the years, I have come to realize that while the majority of my audience appreciates a whirlwind ride into the future, there are others who just wish the future would go away.

I used to worry and obsess over this challenge, often leaving a stage wondering why I wasn’t able to get through to everyone. Then years ago, I realized that no matter what I do, there will always be a core group who prefer the status quo. They fall prey to the sentiment of Ogden Nash: “progress is great, but its gone on way too long.”

This issue and challenge has become more pronounced and visible in the last year. And a recent event demonstrates to me that leaders today must work harder to deal with, manage and confront the internal conflict that exists over how to deal with the fast future.

Since I’m on a Jetsons’ theme this year with many of keynotes (Keynote: The Jetsons Have Arrived 50 Years Early: What are YOU Going to Do About it?) , I thought that the image below beset captures the nature of challenge!

Leaders today must steer their organization into a fast paced future — through the shoals of disruption, the emergence of new competitors, technology, automation and other challenges — while understanding that there is a core group that will do little to embrace that change. It’s the Flintstones and the Jetsons, in one workplace!

I’m having quite a bit of fun watching the movie in which the Jetsons meet the Flintstones. Consider what is happening with the acceleration of the automotive industry: self-driving cars, intelligent highways, prognostic self-diagnosing vehicles. The industry will be barely recognizable in 10 years! Cars tomorrow will be barely recognizable compared to what we drive today.

And yet, there remain folks who just refuse to participate in the inevitability of the future, and that can be a significant leadership, strategic challenge.

The issue became crystal clear to me with a recent keynote. Anyone familiar with my keynotes knows that I do a variety of text message polls while on stage, whether in front of a few thousand in Vegas or with a small executive group of 15 or 20. It’s a fun, interactive way to get insight from those I am working with.

I started out with my opening poll, after I spoke briefly about the fast trends that envelop our world. The response is typical : most people today feel that the world is moving way too fast for them! Fair enough — the pace of change is overwhelming.

My next question, before I dove into the issues of business model disruption and innovation? A question asking them if they thought their industry would see much change.

Not at all, indicated 40%! In 10 years, things would be the same as they would today. To be honest, this left me kind of stunned. It’s not the typical response.

 

In my wrap up, I asked the audience what barriers might exist in the way of dealing with change? And the answers here were untypical of the many hundreds of such polls I’ve done, with a majority indicating a belief that it isn’t necessary to do anything!

What are we left with? An organization that feels overwhelmed by change; in which almost half this change won’t impact them, and that they didn’t really need to do anhyting to deal with it.

In other words, the future can be safely ignored.

I started using the Jetsons-Meets-the-Flintstones cartoon as a joke; a bit of ill-conceived humour on some recent political events. But it’s not a joke, and this is a real and substantive leadership issue.

As a CEO or senior executive, how are you going to align a fast paced future — one full of challenge and opportunity — to an organization where a significant number of people don’t think that the future will impact them?

At this point in my career, 70% of my keynotes are for leadership meetings, many involving Fortune 1000 organizations. I’m often brought in my a CEO or other senior executive to inspire top leadership to think about the trends that will impact them, and that will provide both opportunity and challenge going forward.

In these events, I often have the chance to listen to the message of the CEO to his or her team. It’s often a chance to understand what organizations are worried about today.

Recently, I spent time with a global Fortune 500. And the senior executive on stage ahead of me made this comment:

We need to become an organization that our customers like to do business with.

That’s a big challenge for legacy organizations, many of whom are my clients: global banks, insurance companies, retailers, organizations with warranty claims systems….

After all, the customer today is used to a world that involves a simple screen like this:

or this….

But when they visit your Web site, they get this!

Today’s customer has a higher bar of expectations: they expect the same level of service from you that they get at Amazon.com. They want:

  • extreme personalization!
  • extreme simplification!
  • a complete interaction history in an instant
  • pro-active notification when changes in their relationship with you occurs
  • instant online support with ticket references for followup
  • and all of this needs to be supported on mobile – NOW!

Innovating with customer service is one of the most important things you can do, and yet one of the most challenging. It involves complex legacy systems, integration with back end databases that run on COBOL! and very difficult development issues.

That’s not to say it can’t be done — and indeed, in this world of increasing expectations, it must be done!

While I find myself doing keynotes in Las Vegas, Orlando and Phoenix for audiences of up to 7,000, I also regularly do a whole series of small, CEO or Board meetings that are focused on future trends, strategies and opportunities.

I’m thouroughly enjoying myself while preparing for an upcoming 2017 event in this space; I’ve been retained by an organization that is having an offsite with its leadership team and Board that will be impacted by trends in the automative industry. I’ve had several preparatory calls with the Chairman — he obviously gets the opportunities and challenges of disruption. These include what I call introductory ‘should-we-dance’ calls (‘should we book this guy?’), as well as planing calls now that the event is confirmed.

For a recent conference call, I’ve prepared an outline of my approach. You might find it a good overview if you are looking for a session that would involve similar insight for your senior leadership/Board team!

You can access the Pdf