Xerox estimates that 30-35% of its’ research projects pay off – that’s risk!

Home > Archives

Tagged Masters



Each day, I post a motivational quote from a stage to my Instagram feed. Follow me and get inspired!

This morning, I suggested that we need more people with a new degree I’ve proposed, that I call the Masters in Business Imagination!

I’ve been proposing this for quite some time, and in fact, back in 2004, wrote the MBI Manifesto. You can read it here, or access the PDF 

I’ve done several keynotes specifically on the MBI theme; indeed, Fairmont/Raffles Hotel International had me in for a senior leadership meeting, to encourage their team to think differently about the future. How did it go?

Thank you for coming to Whistler and speaking to our leadership team. Wow! What a session – we’ve seen a lot of motivational speakers, but you really managed to capture the reality of what we need to do innovate in the context of some pretty dramatic trends and change. Outstanding!

Need a unique keynote? Read on!

Keynote: The Masters in Business Imagination: Motivational Guidance for the Era of Fast!

In an era of dramatic and relentless change, people and organizations are scrambling to align themselves for a new, topsy-turvy world. Jim Carroll comes to the rescue with his keynote, The Masters in Business Imagination which will inspire your team to adopt relentless creativity and innovation as core virtues. Once you ‘graduate’ from his MBI class, you’ll possess the skills common to this critical degree of the 21st century economy, by linking your initiatives to a carefully calibrated curriculum of change-oriented thinking.

volvo-givemeyourmind550

MBI’s see things differently – they don’t look at things like most people. MBI’s spur creativity in other people – they inspire others to develop similar levels of imaginative thinking. They focus on opportunity – not threat, and realize that action, not inaction, is the driving force for the future. They refuse to accept the status quo and are prepared to eliminate habit. MBI’s bring big ideas to life – and paint pictures of where the organization is going to go, rather than focusing on where it has been in the past. They learn and unlearn, forgoing the dangerous assumption that what they know today will carry them into tomorrow. Most important of all, they refuse to say the word CAN’T. They know that barriers, perceived or otherwise, are simply temporary roadblocks that they can get around with fresh insight, imaginative analysis, and creative thinking!

Fire up your enthusiasm, energy and innovation spirt with a unique motivational keynote by futurist Jim Carroll, as he inspires your team to align themselves to the only degree they will need for the future – The Masters in Business Imagination!

I’m cleaning up from some of the research that went into my recent talk for the United Soybean Board last week.

Here are some of the fascinating statistics I dug out about the productivity gains that have been achieved in US agriculture:

  • corn yields have gone from 39 bushels to 153 per acre in the last 50 years
  • farmers produce 44% more milk with 65% fewer cows than 1944
  • soil erosion is down 32% from 19282
  • today an acre of land supports one human life – that will decrease to 1/3 acre within 35 years
  • output of eggs and poultry have increased 411% from 1948 to 1994
  • this year, the US posted the longest stretch of falling food prices in 50 years, due to advances in agriculture
  • when planning each year, farmers must select from thousands of potential seed varietals, each tailored to particular geographic, soil and other characteristics
  • Farmers Business Network, Farmers Edge and other initiatives essentially crowd source information from thousands of farmer s as to the perforce of particular seeds and pesticides
  • farm jobs were 90% of all US jobs in 1790 but are less than 2% today
  • advances in science will let us grow crops that use less sunlight, in saltier areas and more arid lands
  • the average American meal travels 1,500 miles to the table – which is why there is so much interest in the field of vertical farming
  • 70% of the final cost of food comes from transportation storage and handling!
  • one acre of a vertical farm can grow 10 to 20 times that of a traditional farm acre

It’s all about less input, more output.

Farmers and agriculture are masters of optimization. I love working with agriculture keynote groups; they thrive on innovation. In the past, I’ve spoken to a wide range of groups, including • CHS • Farm Media Journal • FMC Agriculture • Texas Cattle Feeders Association • Colorado Cattle Ranchers Association • FCC Services US (Farm Credit Cooperative) • MicroBeef Technologies • Mid-America Crop Protection Association • FarmTech • AgProgress Conference • Agricorp • CropLife Canada • US Department of Agriculture • American Agriwoman Society • Syngenta • American Landscape and Nursery Association • Monsanto • and more….

The rest of the business world would do well to learn from farmers and the world of agriculture. Rock stars of innovation!

 

 

This is fun!

A post a few days ago of my Masters in Business Imagination Manifesto caught the attention of a client who knows they need to move fast — and who thought that would be a great topic for their event. They moved fast – and booked me because they know that they require some bold thing and big motivational insight.

And so this morning, I wrote up a keynote description for their internal promo copy — which you’ll find below.

I’ve done this topic a few times on stage over the years — including for Fairmont/Raffles Hotels International, as one example — but never thought of it as a core keynote topic. But now it is!

img_0862-x550

 

New Keynote Topic: “The Masters in Business Imagination: Motivational Guidance for the Era of Fast”

We will see more change in the next 5 years than we have seen in the last 100. People and organizations are scrambling to align themselves for a new, topsy-turvey world. Jim Carroll comes to the rescue with his keynote, The Masters in Business Imagination — and will inspire your team to adopt relentless creativity and innovation as core virtues. Once you ‘graduate’ from his MBI class, you’ll possess the skills common to this critical degree of the 21st century economy. MBI’s see things differently – they don’t look at things like most people. MBI’s spur creativity in other people – they inspire others to develop similar levels of imaginative hinking. They focus on opportunity – not threat: and realize that action, not inaction, is the driving force for the future. They refused to accept the status quo and are prepared to eliminate habit . MBI’s bring big ideas to life – and paint pictures of where the organization is going to go, rather than focusing on where it has been in the past. They learn and unlearn, forgoing the dangerous assumption that what they know today will carry them into tomorrow. Most important of all, they refuse to say the word CAN’T – they know that barriers, perceived or otherwise, are simply temporary roadblocks that they can get around with fresh insight, imaginative analysis, and creative thinking! Fire up your enthusiasm, energy and innovation spirt with a unique motivational keynote by Futurist Jim Carroll, as he inspires your team to align themselves to the only degree they will need for the future – The Masters in Business Imagination!

Want a sample? Here’s a clip!

I was a keynote speaker in San Diego last week for the PSCU Senior Leadership & Member Forum. I was honoured to be following Captain Mark Kelly, NASA astronaut, onto the stage.

Need to think a bit more about opportunities from innovation? Read my “Masters in Business Imagination Manifesto!”

The conference is attended by senior executives of credit unions from throughout the US.

My keynote, built in close consultation with the client, focused on key three points related to the overall theme of innovation:

  • it’s urgent that credit unions focus on innovation right now
  • it’s important that as they do so, they re-evaluate the concept of what they believe innovation to be
  • it’s critical that they take on a large number of experimental projects oriented towards innovative thinking, and that they do it now

Putting each of this issues into perspective explains my thinking:

Do it now: The world of financial services is faced with unprecedented change — the impact of mobile banking, the transfer of wealth to a new generation who thinks about financial management in entirely different ways, the emergence of new competitors. The list goes on and on. That’s why it important that credit unions establish a culture in which innovation is a priority, in order to keep up with and take advantage of the trends swirling around them

Reframe the concept:  Many organizations fail at innovation because they don’t really understand what it could be. For many people, they think innovation is for cool people who design cool products that change the world: call it the “Apple effect.” But for years, I’ve been reframing innovation from another perspective that helps to open up the minds of people as to its opportunity.

Innovation is a culture in which the leadership and the entire team continually challenges themselves with three questions: what can I do to run the business, grow the business, or transform the business?

There’s a good video clip that you can watch on that theme, “Rethinking Innovation”  

A few years back, I was interviewed at ProfitMagazine, and had this to say about the concept of innovation as I see it:

Profit: So Jim, one of the frustrating things that I find with the term innovation is that people often equate it with only product development.  So what’s your definition of innovation?

Jim Carroll: It’s absolutely true.  I Call it the Steve Jobs iphone innovation problem.  Everybody hears innovation, they think of the iphone, they think about iPod, they think about Apple and they think that’s all that innovation is, you know, coming up with cool products.  To me, it’s about much more.  It starts out with a fundamental presumption, it doesn’t matter what your business is or what industry you compete in, you’re going to be faced with more competition, more challenging customers, your business model is probably going to be subjected to greater changes.  You’ve got issues in terms of cost input, you probably finding your top line, your revenue line is being subject to the pressure.  You’ve got all kinds of challenges being thrown at you.  And from my perspective, innovation is coming up with a lot of unique ideas, whether it’s around your business model, whether it is around the manner by which you compete, whether it’s around your structure, whether it’s around, you know, the methods that you use to compete in your market place, whether, you know, nothing to do with your skills, I mean, it’s everything.  It’s simply, you know, taking the mindset that that my world is going to change on a continuous basis and I am going to make sure that I have a constant stream of ideas as to how I can keep up and how I can deal with those trends.

Experiment – a lot: There is so much changing the world of banking and credit unions. Technology, social networks, new competitors, the emergence of the digital wallet — you name it, and there is an absolute flood of ‘new stuff.’ World class innovators continually establish a regular series of projects by which they can build up their experience with the stuff that comes from the idea-flood. The more experience they build up, the more “experiential capital” they create. I’ve argued that going into the high velocity 21st century economy, “experiential capital” will become as critical if not more important than financial capital.

I actually spoke about the concept of “experiential capital” when I was the opening keynote speaker for the annual general meeting of the PGA of America – it’s worth a watch.  

Suffice it to say, if you rethink innovation in terms of these three basic concepts, it will help you deal with a world in which the future belongs to those who are fast!

A clip from a recent keynote in San Antonio, Texas — shouldn’t you be thinking about getting a Masters in Business Imagination?

I first proposed the concept of the MBI back in 2003, when I wrote the Masters in Business Imagination Manifesto.

Here’s the intro:

Complacency in a time of rapid, disruptive change can be a death sentence – not only for organizations, but for the careers and skills of those who work there! It’s time to abandon the thinking that has had you anchored firmly to the past – and to shift your focus to the future, with enthusiasm, motivation and imagination.

You can do this by abandoning any pretence that the skills of yesterday will be important tomorrow. Figuratively and literally, it is time to move beyond the thinking that has led us to a world of MBA’s – Masters of Business Administration – and focus upon the critical skill that will take you into tomorrow.

The world doesn’t need more administrators. It needs more MBI’s – Masters of Business Imagination!

Given that the world today is even faster than in 2003, maybe the MBI is an even more important degree than ever before!

“If Carroll had his way, the phrase “You can’t do that because we’ve always done it this way” would be grounds for immediate dismissal”.

The following article was just published in July in AkzoNoble’s  “A” Magazine, featuring some of my thoughts on innovation in organizations.The organization is the largest global paints and coatings company and is a leading producer of specialty chemicals.

The article is a good read as to how I think and work.

It was distributed in print form to several hundred thousand readers in their global client base.

You can grab the PDF of the article by clicking on the magazine cover on the right.

WHAT’S YOUR VISION OF THE FUTURE
by Jim Wake

If routine rules your working life, you could be stifling any chance of growing and improving your business. Worse still, if you fail to encourage creative thinking, you could well be doomed to failure.

Innovation is not what you think it is, says Jim Carroll, a selfdescribed “futurist” who makes a living advising companies on how they can reinvent themselves to compete effectively in a fast-changing world. “When it comes to the word innovation,” he explains, “a lot of people hear that word and they think it isn’t something that applies to them. I call it the ‘Steve Jobs effect.’ People hear the word and they think: ‘That’s about the design of cool products and only cool people get to do that. I manage purchasing, so how could I be responsible for innovation?’”

But what Carroll tells them – in ways designed to get them to laugh at themselves and squirm in uncomfortable self-recognition – is that innovation is both more mundane and more achievabe than dreaming up the next breakthrough consumer product, writing brilliant computer code, or developing new methods for microsurgery. “I step back and reframe the question,” he continues. “To me, innovation is three things that apply to everyone in the organization. Whether they are the head of purchasing or product development, or the CEO or the Vice-President of sales, it’s about challenging yourself with three questions. What can I do to run this business better? What can I do to grow this business? And what can I do to transform this business?”

To Carroll, it’s a lot more about awareness than it is about genius. “Running the business? Innovation offers all kinds of opportunities to take costs out of the business. With computerized technologies to streamline processes, for example. It’s just unlimited potential. Growing the business is all about how we get into new markets, new product development, how we generate revenue where revenue hasn’t existed before. Transforming the business is about restructuring ourselves. How we collaborate better, how we reshape the way we’re doing R&D, how we do things differently as an organization.

“A lot of people still think that innovation is some deep mysterious thing,” he goes on. “To me, the link is that there’s a whole bunch of obvious trends which are going to impact an organization, whether they’re demographic, social, political, business trends, whatever. Innovation is simply responding to and keeping up with those trends. Some of it is drop-dead obvious: in Western society, we have a looming boom of baby boomers who are going to become older and sicker and require more care, so that just impacts a whole variety of different industries. With technology, there’s a whole bunch of fascinating trends underway where a lot of everyday devices around us are going to gain intelligence, are going to be linked to the internet, so that’s an obvious trend. And in terms of politics, what’s playing out in Egypt – where there’s a transition of power from one generation that is unplugged, unconnected, to a different generation that is plugged in and connected. Those are the kinds of obvious trends I’m talking about.”

But of course, what is obvious to Carroll – who acknowledges that research is an important part of what he does – may not be so obvious to the person who is focused on meeting deadlines and paying the bills. Still, he is convinced that management can nurture an environment which encourages creative thinking and the willingness to take risks that is pretty much a prerequisite for innovation. “I call it tone at the top. It is something that is CEO-led. He or she has to set the tone for a culture which allows for continual change and adaptation and innovation, in order to keep up with the very fast-paced change around us. If you don’t set that tone at the top, then you really are doomed to failure. I see a lot of organizations try to make innovation something special. They form a little innovation team and go off in a little room and study innovation. But that just doesn’t work. It’s a culture throughout the organization where the leadership is saying to everyone that you’ve got to challenge yourself on those three questions, and we will judge you during the annual review process and in your remuneration and in your job description.”

One example he points to is Google, which provides “innovation time off” – a provision allowing engineers to devote up to 20 percent of their time on projects not directly related to their job descriptions or responsibilities. “It’s important,” says Carroll, “that organizations establish a whole series of projects that are very focused on innovative outcomes, in addition to having everyone responsible for day-to-day innovation.” He also suggests that routine is one of the biggest threats to innovation. “I think it’s very easy for an organization to go into autopilot. If you can do something to shake up their complacency – whether it’s the rebel coming on board or doing something to cause some chaos – that’s a good thing because people need to wake up to how quickly their world is changing around them.” In his talks – he gives dozens every year to audiences as diverse as Texas bankers, California cattle farmers, national park management professionals and the US Professional Golfers’ Association – he can almost be aggressive in trying to combat complacency.

“Here’s what I’ve learned,” he says during one of his videos from a keynote speech. “In every single organization there are people who wake up every single day. The very first thought that comes to their mind is ‘what am I going to do today to kill new ideas?’” It’s a comment which provokes nervous laughter, but that’s because everyone in the audience recognizes a kernel of truth there. “You know that they’re out there because they come into their meetings and you’re presenting new concepts and new ways of doing things, and they’ve got all these little code words that they use to shut ideas down.”

If Carroll had his way, the phrase “You can’t do that because we’ve always done it this way” would be grounds for immediate dismissal. “Never mind that the world is going to change, that the world is going to go over there really, really fast, and we’re still here and we have to get over there with the rest of the world,” he says mockingly. “There are people out there who’ve adopted the attitude of ‘you can’t do that; we’ve always done it this way – it won’t work!’ You come up with a really good idea, you put it out there, you seek some reaction and there is a naysayer at the table who immediately says: ‘It won’t work’; or ‘Dumbest idea I ever heard, it’s too risky, we’re not an organization that takes risk.’” He lets the thought hang there for an instant and then points out the obvious: “The only way to get ahead is to take risks.” As if he himself has suddenly been appointed CEO, he then starts issuing orders to the audience: “Each of you from this point on agrees that you will never use, or permit to be used in one of your meetings, that phrase ‘you can’t do this because we’ve always done it this way’. You’re going to completely ban that phrase ‘it won’t work, dumbest idea I ever heard’. You’re going to banish the type of thinking that tries to hold us back from doing new things.”

He encourages his audience to conduct a simple test the next time they are sitting in a meeting – keep score of the “innovation killing” phrases that come up: a point for every time they hear “it won’t work”, “you can’t do that”, “I don’t know how”, and several others demonstrating fear of trying. Five bonus points for “The boss won’t go for it” and ten for “Why should I care?” Your company is already in trouble – innovation-adverse, in his words – if you score more than five, “innovation dead” if you score more than ten, and you might as well either close up shop or give him a call if you score more than 15.

At the other end of the spectrum are the behaviors, practices and corporate cultures that generate new ideas – ideas flow freely throughout the organization, subversion is considered a virtue, creative champions are present throughout the company, people understand that innovation is not just about

technology, but about doing things differently and better, and that failure is an inevitable – and acceptable – part of the innovation process. “Hire people you don’t like,” he urges, and “forget everything you know”. In this changing world, he claims, we don’t need MBAs so much as we need “MBIs” – Masters of Business Imagination. “The phrase Master of Business Administration is about running the business. That’s great, but what are you going to do to grow and transform the business? We [spend] more time thinking about how our markets are changing, how we might build new relationships with our customers, thinking about how we might go in and disrupt other business models and how we might ingest technology faster to do awesome things within our industry. We should just have a lot more people with a lot more imagination on our team.”

Carroll wasn’t always a change guru – he spent 12 years as an accountant. But somewhere along the way, he realized that technology was moving much faster than the business world, and that there was a business opportunity convincing the corporate world that it needed to change to accommodate new technologies and trends, or get left behind. He points out that Apple generates 60 percent of its revenue from products that didn’t even exist four years ago, and that the only thing that is certain is

that everything will be different before you know it. Half of what students learn in their first year in college is obsolete by the time they graduate. “Having been at this for 15 years,” he says, “I think that the necessity for organizations to get on board with this type of thinking is becoming more critical, because business is changing faster, customers are changing faster and technology is changing faster. My key word is velocity. The need to do a lot of radical things is speeding up because everything out there is speeding up.”

 

Here’s another week of unique insight from my blog tracking tool, ReInvigorate, that links the search phrases that people used to find a page on my site.

It’s a useful way to see what people are thinking about, and to also access some nuggets from the hundreds of blog posts that I’ve written through the years.

I started running this report weekly starting in early December. You can read these earlier posts with the “What’s Hot” tag on my site.

Below, you’ll find the search phrase that someone used on a search engine like Google or Bing, and second, a bit of commentary on the blog page that the search led them to.

  • “importance of innovation” led to the blog post, “The importance of innovation in the era of the new normal,” which outlines five key areas for focusing your innovation efforts as an economic recovery takes hold
  • “Consumers more demanding innovation in retail sector” led to “Innovation: Riding fast paced trends in the consumer / retail sector“, which is a pretty good overview of the key trends impacting those sectors today
  • “the best speakers in the world” led to my home page. Maybe they were looking for someone like me. Maybe they were looking for some stereo speakers!
  • “imagination and business” took someone straight to my “Masters in Business Imagination” manifesto — still a great read to stir up your creative thinking!
  • “an error occurred saving image location” takes you to the page “My digital life – bumps along the way.” This is from way back in 2003, when I had a problem with a particular HP scanner, which I wrote about in the early stages of my blog. It stuns me that 7 years later, some people are still getting this error message, and do what any computer user does – they search the Web for the phrase, which leads them to this old blog post. Has HP not fixed this bug yet? Astonishing!
  • “recreation trends 2010” led the searcher to the page, “Upcoming keynote: The Future of Recreation“, with details on my 2009 keynote for 4,000 parks and rec professionals in Salt Lake City. I’ve certainly been busy in this field, with keynotes for the PGA of America and the Sporting Goods Manufacturers Association. More on that in a blog post to come tomorrow
  • “technology innovation and retail” provides the post “High Velocity Retail Innovation” about trends in the retail sector, including the impact of “zero-attention span customers”
  • “21st century characteristics” led the person to the page, “10 Unique Characteristics of 21st century skills“, a good read for anyone seeking to understand talent management and workforce trends
  • “Snowboarding technology trends” led the researcher to one of my favouritie blog posts (with a video clip), “The future of snowboarding and skiing.” I took up skiing with my family 10 years ago, and it is one of the smartest decisions I’ve ever made in my life.
  • “High velocity markets” provides a blog post, “High velocity globalization – Massive markets, major trends” written just before the market meltdown of 2008. What’s interesting is that if you read that post, post-crash, the same trends are still in play — they were just deferred a bit by global economic upheaval.

That’s it for this week – stay tuned next week for more unique insight from what people find in the thousands of posts in my blog!

In light of some recent criticism of criticism I’ve made of media companies, I thought it best to roll this posting from last December forward.

In the 20th century, financial resources were the primary capital of choice, allowing organizations to enter, dominate and evolve in their marketplace over time.

Today, financial depth doesn’t cut it — it’s the abiliy to respond to rapid change that is the primary asset. And sadly, there are many organizations who don’t have a good balance sheet.

Simply look at Sony with the recent “root-kit” debacle, and you realize that while a company can have all the money it needs, it won’t survive if it doesn’t evolve at the fast pace the world demands today. If Sony is guilty of anything, it is the fact that it has seized up with an organizatlonal sclerosis that has clogged it’s ability to respond to change. The customers have moved on to a different world — and Sony just doesn’t seem to understand that.

Sony has been spending money trying to protect old markets, rather than inventing new ones. It’s been busy trying to build on past glories rather than fighting new battles. It has spent its energy in fighting a war with its customers, rather than building them great things. It has sought to grow by buying, rather than expanding through creativity. It has done just about anything wrong that you could ever do.

It is dying.

Will it recover? Can other organizations suffering from similar degrees of corporate clotting survive?

Perhaps — if they refocus their energy by using the only form of capital that is important. Capital that isn’t monetary by nature, but which provides an organization with the resources to focus on change as the key success factor.

What are those attributes? There are ten of them:

  • experiential capital: In a world in which Apple can toss out a $1/2 billion market overnight in order to enter a new one (with the move from the iPod Mini to the iPod Nano) — it’s critically important that an organization constantly enhance the skill, capabilities and insight of their people. They do this by constantly working on projects that might have an uncertain return and payback — but which will provide in-depth experience and insight into change. It’s by understanding change that opportunity is defined, and that’s what experiential capital happens to be. In the future, it is one of the most important assets that you can possess.
  • a strong agility index: Slow paced organizations simply won’t survive. Those organizations that have a high-agility index — that is, the ability to suddenly and dramatically shift course — will be those who will thrive in the years to come.
  • strong skills accessibility capability: Talent, not money, will be the new corporate battlefront. Simply put, there is so much happening that no one person or organization can know everything there is to know. With ongoing rapid knowledge growth, instant market change, fast-paced scientific discovery and constant skills evolution, getting the right people at the right time for the right purpose will be the key to succesful change.
  • massive creativity capability: in my Masters of Business Imagination Manifesto, I suggest that it is the ability to see the world differently, and the skill to imagine how to do things differently, that will be more important than any other career skill. When product lifecycles are disappearing, and market longevity is mattered in weeks, not years, the ability to think, adapt, and imagine will be the foundation to provide for necessary change.
  • generational insight: We are set to see the emergence of the most unique workforce in history, with the longest age-span to have ever occurred. Boomers won’t retire, and kids won’t want to get hired. The result will be a workforce that is transient, temporary, shifting and flexible. And it will be those organizations who can match up the experience and wisdom of the aging baby boomers with the insight, enthusiasm and change-adept younger generation who will find the most powerful force to be found in business — an organization that is fuelled by the pure energy of change-oxygen.
  • collaborative intelligence: Forget the idea of having a strategic planning department, and think collaborative culture instead. Take a look around you, and ask yourself, who is succeeding today? It is those organizations who are plugged in to the global mind that surrounds us. They’ve dropped any pretense that they can create the future, and instead realize that it the future is being developed by everyone all around them. They have come to learn that their role isn’t to plan for that future, but simply to listen to it, plug into it, and plug their growth-engine into it.
  • complexity partnerships: in the 20th century, organizations focused on hiring the skills that they needed to get the job done. You simply can’t do that today — skills are too fragmented and too specialized. That’s why successful organizations have mastered the art of complexity supply and demand. They provide their own unique complex skills to those of their partners who need such skills. And when they are short other skills, they tap into the skills bank of their partners. By selling and buying skills with a broad partnership base, they’ve managed to become complexity partners — organizations that spend most of their time focusing on their core mission, and spend less time worrying about how they are going to do what they need to do.
  • global innovation traps: a recent blog post featured a clip from a keynote where I spoke about the “infinite idea loop.” Companies that understand that all future innovation comes from the ability to tap into the loop will thrive; those that follow traditional innovation models, self-centered and insular, will find that their creativity and uniqueness has been smothered
  • forward oriented intelligence: The key premise of my book, What I Learned from Frogs in Texas, is that too many organizatons have lost their orientation to the future. They are too busy complying, restructuring, administering and reorganizing to realize that their world is dropping out from underneath them. The frogs learned out the hard way that if you don’t have good insight into what comes next, there is going to be a big problem and it’s going to be ugly.
  • depth of mission: We’ve all known for years what has been wrong with Sony — too much inter-company squabbling, turf-wars, and inward focused turmoil. Along the way, Sony lost sight of its mission to build great stuff for people who wanted great stuff. If you can have a company that has a simple mission, a clearly stated goal, and a passion and purpose to achieve it, you’ll be able to put in place the most critically needed asset — a team that is oriented towards success.

It’s clear that Sony does not possess many of these assets. It doesn’t realize that it no longer controls its future — its’customers do. It isn’t plugged into the global innovation loop — instead, its’ efforts are spent on trying to define the future that it would like to have. It’s got a bunch of middle-aged baby boomers in charge who don’t have a clue as to how the world is unfolding. (And I’m a middle-aged baby boomer). And I can only imagine that the recent experience has destroyed any sense of mission among its staff — its people are dispirited, disenthused, angry and full of recrimination for a future that they think has gone wrong. (Well, it has, because it has done all the wrong things.)

I find it really depressing that a company as big and creative as Sony could have lost its way. On the other hand, I continue to encounter too many people and companies who are busy sleepwalking into the future, just like Sony.

Remember — it ain’t the money, it’s the ability to change that is most imporatnt asset for the future.

My own top 10 blog posts
December 23rd, 2005

top_10.jpgHere’s a quickl list of what I think were some of the best posts to this often sporadic blog through the year.

  1. Change: Deal with it: this little fellow still cracks me up.

  2. The infinite idea loop: the future is faster. Even Fortune covered this posting. A compelling 3 minute watch, if you really want to understand how the future is evolving.

  3. The Masters of Business Imagination Manifesto: FastCompany picked up on my MBI Manifesto found in this post. It got so much attention, it has become the focus of my next book, due out in 2006.

  4. It’s in to be out!”: Too much fun earlier this year when I met with the editors of O (Oprah Magazine), Elle, Family Circle, Parenting, InStyle, Cosmopolitan, Working Mother, American Baby, Soap Opera Weekly, Woman’s Day, Glamor, Teen Vogue, Seventeen, Good Housekeeing, Family Circle and about 40 other national trade magazines, in New York City! Covering off my list of outdoor trends…..on behalf of a major client.

  5. Frogs in Texas reviews: After all that work in bringing out a new book, it gets some great reviews and momentum throughout 2005.

  6. The Tiniest Warrior of All: My wife and I published, through out publishing company Oblio Press, a very important, powerful and emotional book.

  7. 10 Signs You’ve Got an Innovation Dysfunction: How can you tell if you’ve got problems? Read the list …. Fortune covered this one.

  8. Creativity, trends and innovation in retail, packaging and consumer goods: I’ve done a huge number of talks in almost every industry and profession in the last decade, talking as a futurist about future trends. I’ve got a huge number of trends floating around in my head and in my materials, and I’m trying to use the blog to capture alot of them after a major keynote. This post is a good example.

  9. The concept of going to school for knowledge is kind of quaint…”: A quick article that stirred up a fair bit of controversy. I don’t believe anything I said here to be untrue.

  10. 10 More Ways to Instill Innovation: A followup to the innovation dysfunction post above.

One of the biggest challenges in writing a book is getting the title right….. and this one has taken a long time.

But while sitting here today in the snow! it finally clicked in: and it will come out :The Masters of Business Imagination: Why It’s the Only Degree You’ll Ever Need.

Another alternative: :The Masters of Business Innovation: Why It’s the Only Degree You’ll Ever Need.

Yes!

Send this to a friend