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Last week, I was the opening keynote speaker for the annual SOMOS Toll-Free Users Summit – it’s the annual conference for the folks involved in the 1-800 industry. Obviously, there was a big focus on the issues of customer support and interaction, and my keynote took a look at those trends.

They’ve just run a blog post that captured one of the key themes in my keynote : that is, how do we keep up with the fact that consumer and customer demands are changing faster than ever before!


Keeping Up With Fast Customers!
SOMOS Conference Report, October 2017

Remember the Jetsons? Their lives in 2062 seemed like a dream — self-flying cars, automated home appliances, virtual reality shopping. But today, we’re already starting to live that dream, almost 50 years early.

As futurist Jim Carroll said on the Toll-Free User Summit stage today, technology is advancing so much faster than our world ever expected. It’s creating new market opportunities, new professions and daring new business ventures.

One of the most transformative part of our daily lives stems from the advancements around personal mobile devices. All generations rely on their mobile devices for navigation, shopping, entertainment, and business. The more consumers engage through their phones, the more chances Toll-Free Numbers have to serve as the conduit between businesses and their customers, through voice, text, and other smart services.

As Jim stated, for the Toll-Free industry, responding to the rapid transformations happening to this consumer touchpoint will make or break our ability to better serve our customers.

He shared a few of the imperatives businesses must address to satisfy today’s consumers in the context of continuous and rapid transformation.

  1. Deliver exceptional customer service, especially in light of the empowered consumer, and thanks to the speed and viral nature of online reviews and social media networks. To capture a customer’s loyalty, the brand experience must be personalized, instant, flexible, and consistent.
  2. Capture sales while you have your customers’ attention, which means being available to communicate directly with your audience at the moment of highest interest. This means having the data and ability to intelligently package products and services, customize sales pitches, make advertising location-based, and enable click-to-call and click-to-text.
  3. Deepen customer insights with big data and analytics. Gather as much candid and personal information as possible. And use the millions of perspectives available through voice and text data to know and serve consumers better.

Technology means increasingly rapid progress. Yet, underlying all these approaches is one fundamental truth — people still need people to get the support they need. Human interaction is a core part of the way consumers make complex and difficult decisions. And businesses need to understand the people behind the data — if they can capture and interpret the data from these conversations, they will be poised for better and deeper insights for future planning.

The future of Toll-Free lies in a new perspective. With the impending transition to IP, Resp Orgs and Toll-Free Service Providers have to transform the way they act in the industry. Jim stated the industry is no longer simply responsible for supporting voice and text conversations — but is stepping into the customer touchpoint industry. Looking beyond the core business of Toll-Free reservations, he sees new business opportunities gaining strength and engagement at the growing edges of our industry.

Over the years, I’ve done many talks within the manufacturing industry, putting into perspective the real trends and opportunities for innovation that will allow for reinvention of this sector. Lots of CEOs are bringing me in for a leadership meeting, knowing that their future will come from aligning to fast paced trends (as opposed to wishful thinking as found in the current political environment). Much of the opportunity for innovation in the  sector involves advanced technologies, digitization, new manufacturing methodologies and process — and of course, 3D printing or additive manufacturing.

I’ve been speaking on stage about 3D printing for well over ten years. The concept of having a printer that can ‘print’ physical things is a fascinating one, and is evolving at a furious pace. Earlier this week, I did a talk for a manufacturing organization in New Haven, CT, that included a detailed overview of who is doing innovative work in this area. I’ll blog about that later.

For now, though, a lot of the opportunity from 3D printing comes from the ability for rapid prototyping and design. It unshackles organizations from having to commit to a full production run upon finalizing a product design; instead, it leads to an iterative process in which the product design can be continually changed. In addition, there is quite a bit of ‘grassroots’, tinkering innovation around 3D printing, with folks fooling around in their garage or home workshop to developing fascinating new products. They can then use contract 3D printing manufacturers to turn their ideas into a physical product.

To that end, here’s a great story! Last year, when I was the opening keynote speaker for the annual PGA Merchandise show, I spoke to the Professional Golfers Association as to how quickly 3D printed golf clubs will become an opportunity for innovation within the game. Watch the clip.

Imagine my surprise the other day when I’m out for a round at my home golf club, Credit Valley Golf and Country Club, and meet a fellow member named Gary Woolgar. He’s actually 3D printing his own custom wedges, using his first prototype on that day. (I’m not quite sure I understand the design concept, but then again, my golf game is a bit of a shambles right now).

It’s such a fascinating story that I told it on stage last week when I headlined a session on manufacturing innovation for a global, $2 billion company. Watch this clip too!

This is one of the most exciting aspects of 3DPrinting — the world around is changing at a furious pace, and sometimes, its driven by engineers who have an idea, the tools to test the idea, and the initiative to make it work. Organizations need to embrace the same type of thinking: grassroots innovation, tinkering, and trying out new ideas, methodologies and technologies.

If you are in the manufacturing sector, you need to empower your team to do the types of things that Gary is doing. It’s only be experimenting with the tools of the fast pace future that you can discover the opportunities they will present. In other words, you need more guys like Gary around!

 

This fall, I’m headling a major retail event in Las Vegas – Xcelerate 2017! Details are here.

 

There’s a lot of change underway – and certainly, the Amazon/Whole Foods situation is a wake up call for everyone. I’ve been speaking about the decline and transformation of traditional retail for over 20 years. In the 1990’s, I even wrote a book about e-commerce that was translated into German and Russian, as well as being picked up and distributed by Visa USA to it merchants.

Retailers must scramble to keep up with fast paced change. Maybe that’s why Godiva Chocolates has had me to Europe twice this year for insight on what’s going on.

Here’s the description for my September keynote.

The Disruption and Reinvention of Retail: Aligning to the World of Speed  

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. Then there is Amazon Alexa, AI and shopping bots! Simply talk and products are added to your shopping cart, and delivered within an hour! Let’s not stop — there’s also the rapid installation of “click and collect” infrastructure (i.e. an online purchase, with same day pickup at a retail location). And last but not least, 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!

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.  Futurist Jim Carroll will help us to understand the tsunami of change sweeping retail.

When the GAP went looking for a trends and innovation expert to speak to a small, intimate group of senior executives, they chose Jim Carroll. He has been the keynote speaker for some of the largest retail conferences in the world, with audiences of up to 7,000 people in Las Vegas, including Consumer Goods Technology Business & Technology Leadership Conference • Subway • Multi-Unit Franchise Conference Las Vegas • Produce Marketing Association Fresh Summit • Consumer Electronics Association CEO Summit • Retail Value Chain Federation • Yum! Brands (KFC, Taco Bell, Pizza Hut) Global Leadership Conference • Burger King Global Franchise Meeting • VIBE (Very Important Beverage Executives) Summit • Manufacturing Jewelers Suppliers of America • National Home Furnishings Association • Do It Best Corporation • US Department of Defence Commissary Agency • Readers Digest Food & Entertainment Group Branding/Retail Summit • Professional Retail Store Maintenance Association • National Association of Truck Stop Operators • Convenience U annual conference • Point of Purchase Advertising International Association • Chain Drug Store Association of Canada • Canadian Council of Grocery Distributors • Canadian Federation of Independent Grocers

 

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


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

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

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

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

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

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

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Supertramp — a band from the 80’s — had a minor hit with the song “On the Long Way Home,” which featured the memorable line, the line, “when you’re up on the stage, it’s so unbelievable.” It is, quite. And when you’re up there, you realize how lucky you are to be able to share with the audience the wisdom you’ve picked up by observing some of the world’s top innovators. When the PGA of America had me in for the 2nd time, one of my key goals was to lay a foundation for the fact that growth in the game will come from innovation!

Recently, after a presentation to an audience of 3,000 people, I was approached by a CEO who was quite inspired by my remarks. He then asked me a fascinating question: “what would you do if you took over the leadership of my company right now?” We chatted for a while and I believe I provided some pretty succinct insight; but since then, I’ve been thinking about that question. Here’s a part of my answer.

  • maximize your best revenue opportunities. I’d make sure that any existing revenue relationships remain intact, and then some. I’d work on having my team obsess on growing existing high value customer relationships through service excellence. Let’s make sure that we meet their needs. It will likely be easier to keep existing revenue flowing rather than finding new ones, particularly through a time of economic challenge.
  • obsess over time to market. I’d work hard to accelerate product innovation; market life-cycles are collapsing, and I’d make sure every member of the team reoriented themselves to that reality. I’d focus on getting R&D to think in terms of faster cycles; I’d ramp up sales force education so that they were better aware of what’s coming next. I’d have the team thinking in terms of 3-6-9-12 : here’s what will be doing in the marketplace 3, 6, 9 and 12 months from now. I’d layer on top of that some insight into 1-2-5-10: what we might be doing 1, 2, 5 and 10 years from now.
  • reduce product costs through process improvement and better project execution: there is no shortage of innovative ideas, structures and concepts involving process and production methodologies. I’d make sure we were looking at finding those who are doing leading edge work in this area, inside or outside our industry, and learn from them.
  • align to customer oriented innovation: go upside-down, in fact. Take a look around and you will probably discover that your customers are inventing your future faster than you are. View their ideas, strategies and actions not as a threat, but as an opportunity for ideas!
  • reduce structural costs through collaboration: at this point in time, in a global world that allows for instant, smart collaboration among teams, there is no reason for massive duplication of skills and talent throughout an organization. I’d start a rethink those silos, and restructure for a new skills deployment approach. Right off the bat, I’d encourage a few cross-organizational collaboration efforts, to get people used to the idea of tackling fast new problems rather than arguing about structure and hierarchy.
  • focus on the pipeline of talent innovation: I’ve said it before and I’ll say it again. The depth the bench strength is critical to future success. I’d have everyone take a good look at our pipeline, to see if it will meet upcoming needs. If not, I’d get a program in place to fix that fast.
  • relentlessly and aggressively chase costs: I’m not talking about spontaneous slash and burn spending cuts: I’d refocus on transitioning the role of staff from tactical efforts to a strategic role. I’ve spent time with the CIO’s and CFO’s of some pretty major organizations: Hunt Oil, Adobe, J Crew, Under Armor. All of them have provided in-depth insight onstage during customer panels that have focused on the role of IT in the business to run the business better, grow the business and transform the business. There remain countless opportunities for IT oriented innovation to rip unnecessary costs out of the business, and it involves this tactical to strategic transition.
  • enhance quality and reliability of product: Last year, I spoke to 2,500 global quality professionals on the challenges that the high velocity economy presents to the concept of quality. The fact is, new issues hit us in the marketplace faster than ever before. And the global idea loop means that quality challenges can become a sudden, massive worldwide PR nightmare faster than we’ve ever been prepared for. That’s why avoiding quality problems remains a critical focus. I’d take a look at how well we’re dealing with quality issues, and whether we’ve got the agility to respond in this new world of heightened PR challenges. I’d also have a group prepare an immediate outline of challenges and problems with customer service and satisfaction.
  • partner up: no one company can do everything on its own anymore. Take a look t the world of self-driving cars — every single auto company is partnering at a furious pace, because they know that access to specialized skills is the defining success factor for the future!
  • capture new emerging growth markets faster: I’d begin to orient the team so that we knew about which market opportunities might come next, and then spend time aligning ourselves to innovate faster in such markets. I recently spent some time with one client, and the focus of our discussion was how a new market was set to unfold in the next three months. Expectations were that the market — for a unique consumer product, with potential sales in the billions of dollars — might last for a period of eighteen months, before being eclipsed by the next stage of development. Essentially, the CEO was looking at a situation where they had to figure out how to jump into this new fast market, and make the most of it in an extremely short period of time. That’s a new skill structure to wrap an organization around, and one that every organization must learn to master.

That’s a good starting point. The key issue: I’d begin by aligning the organization to the concept of “thriving in the high velocity economy.”

Oh, and one of the first things I’d do? I would immediately convene a senior management/leadership meeting, and bring in a futurist and innovation expert to wake my people up to the potential that can come from energizing ourselves towards future opportunities.

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

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

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

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

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

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

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

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

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

Those who are fast

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

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

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

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

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

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

Trucking: unrecognizable

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

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

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

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

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

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

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

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

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

Warehouses on wheels

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

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

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

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

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

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

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

Let’s face it: the trends impacting life and property/casualty and groups benefits insurance companies are real.

The industries will be disrupted by tech companies. Existing brokerage and distribution networks will be obliterated as more people buy insurance direct. Predictive analytics will shift the industry away from actuarial based historical assessment to real-time coverage. Policy niches, micro-insurance and just-in-time insurance will drive an increasing number of revenue models. The Internet of Things (IoT) and massive connectivity will provide for massive market and business model disruption. Fast paced trends involving self-driving cars, the sharing economy, blockchains, personal drones, swarmbots, smart dust, artificial intelligence and augmented reality will either mitigate, accelerate or challenge the very notion of risk assessment and underwriting! What happens when Amazon, Google or some kid in a garage decide to really change the insurance business model?

What seemed to be science fiction just a few short years ago has become a reality today, as time compresses and the future accelerates. Whichever way you look, all sectors of the insurance industry are set for an era of disruption, challenge and change! Is the industry ready for transformative change? Not really! A recent survey indicated that while 94% of Chief Strategy Officers at insurance companies agree that tech will “rapidly change their industry in 5 years,” fewer than 1 in 5 CSOs believe their companies are prepared.

Does the insurance industry have the innovation culture necessary to deal with the potential for what comes next? Maybe not.

Jim has been the keynote speaker for dozens of conferences, corporate events and association annual meetings in the insurance sector, including • Certified Professional Chartered Underwriter Association • LIMRA International • Assurant Insurance • Chubb Commercial • Lincoln Financial • GAMA International • Cigna  • Blue Cross Blue Shield  •Equitable Life Insurance Company  •RBC Life Insurance •MetLife •SwissRe •American Institute of Actuaries • American Automobile Association • FM Global and SunLife. Jim led a discussion on the future of insurance at a private meeting that included CxO’s from most major insurers, including Allianz, XL Insurance, Travelers, AIG,  Zurich Financial Services, Allstate, AXA, MetLife Auto & Home, Farmers,  CNA,  Nationwide, American Famity, Chubb, Ping An, Lloyd’s of London, Liberty Mutual, The Hartford, Generali, GEICO, State Farm, Progressive, and RSA.

Jim Carroll has been helping insurance organizations in the world understand the tsunami of change that is FinTech, the impact of mobile technology, social networks, rapid business emergence, accelerated risk, the emergence of new global competitors and heightened customer expectations.

In his keynotes he puts into perspective the real trends impacting the future of insurance, offering critical insight into the key innovation and leadership strategies in a time of disruptive change.

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 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.”

17 Trends for 2017
December 19th, 2016

What are the trends I’m watching as we head into 2017?

In 2017, low-tech innovation will gain increasing attention as the marvel of ‘smart things’ begins to wear off, and people realize that many smart things are really ‘dumb things.

Far too many; indeed, the list is almost too long to consider. I’ve got keynotes, leadership or Board meetings in almost every sector in the coming months: transportation, construction, healthcare, retail, automotive, advanced materials and manufacturing, agriculture, insurance … the list goes on and on.

And that’s just with the confirmed bookings for the early part of the year!

This means that at any one time, I’ve got big stacks of research material on my desk as I delve into key trends and issues impacting my clients. I’m often engaged by CEO’s or association leaders to come into their organizations with concise, detailed research on the key issues that will come to impact them in the coming year. I don’t just show up and do a canned keynote: I provide some pretty detailed insight.

Given that, it’s always difficult to prepare a comprehensive trends overview – there is just so much going on! But to give you a sense of what is happening here’s a fun little list of “17 trends for 2017!”

Some of the things I am watching include the following:

1. 4D Printing:  3D printing is already so yesterday. In fact, while it’s getting a lot of attention, it’s actually 30 years old. And yes, it’s got a long way to go in terms of its real adoption and impact; it’s barely scratched the surface in the world of manufacturing.  But the newest buzz is around 4D printing, or what we might call ‘customizable’ smart materials.‘ It’s the printing of an item that can change shape depending on particular conditions: a good example is a pipe that might change its size depending on the volume of water or other liquid flowing through it. It’s pretty new, involves a lot of advanced science, and has caught the imagination and attention of innovators worldwide. It’s a real game changer.

2. Amazonification of Industries: Amazon has everyone in its crosshairs as it moves beyond the sale of hard products. This include the home repair/renovation business, to optometrists or heading specialists, to automotive repair. Amazon isn’t just about selling goods — increasingly, it’s about selling the services that go with those goods. And if your industry is targeted by Amazon, you’re faced with the stark choice of a race to the bottom, forced to compete on price — or figuring out some other business model. I’m being retained by an increasing number of CEO’s or other senior executives in a wide variety of industries to come in for a talk on innovation strategies to deal with the realty of what to do when Amazon chooses to compete with you. Amazonification is real, and will pick up speed throughout 2017.

3. The Impact of Generational Time Shifting. Baby boomers are living longer and retiring later. Millennials are marrying later, having kids later, and buying houses later. The next generation moves out of their parents homes later.  Take a look around, and whatever the case may be, people are doing things later in life than they used to! The implications throughout the economy and on every single industry are pretty profound: this time-shift challenges business assumptions, brand messaging, and in some cases, the very nature of the product or service being sold. If you don’t understand the impact on your business, you better take some time to do so.

4. The expectation gap: This is a huge issue for 2017, obviously, but people aren’t really thinking about what to do with it. Quite simply, people have developed expectations that won’t be met. The gap has always been there, but it is evident that it is growing! For examples, consider the perception that people have with respect to the payout that their pension plans will provide them in their retirement years, and the likely payout that they will actually receive. People expect a cleaner environment, and  yet seem to continue to insist on driving large, gas guzzling SUV’s and high performance cars. People want smaller “big government” but don’t want to see any of their sacred government spending programs to be touched. They want top-notch healthcare, but don’t want to have to pay for it. They expect to be able to ‘live large,’ but don’t think that they will be impacted by the resultant lifestyle dieseases of diabetes, hypertension and more. The expectation gap will become more profound throughout 2017 as the political juggernaut of 2016 continues to play out in the US, the UK and elsewhere.

5. Ransomware of things. If you thought Internet-of-Things denial of service attacks were bad, wait until you start seeing the impact of this trend. We’ll see the emergence of fascinating new hack attacks in which someone will be able to take control of an entire range of Internet connected devices from one manufacturer — home thermostats, house alarms or other smart devices – and prevent them from operating until some type of ransomware fee is paid. Oh, the lawyers are going to make a lot of negligence-money from this trend!

6. Prognostic diagnostics takes centre stage: While autonomous and self-driving vehicles are all the rage, an equally important transformation is underway. That’s the fact that hyper connectivity (aka the Internet of Things) brings companies the ability to diagnose things from afar. It means that transportation, utility, appliance, and other companies can understand and determine when particular products are going to break down or require maintenance. That changes business models, since they are no longer restricted to selling just a physical ‘thing’, but a service. Guaranteed uptime becomes a major selling feature; skills retraining is necessary; marketing/branding messages undergo change.

7. Gadgets get dumb: In 2017, low-tech innovation will gain increasing attention as the marvel of ‘smart things’ begins to wear off. People are beginning to realize that many smart things are really ‘dumb things’ because of bad design. They’ll  begin to rebel or lose interest in many aspects of the Internet of Things, and all the complexities that comes from making devices connect, work, sync and generally, behave. In addition, the trend will be driven by a desire to come up with simple solutions to the complex problems of the third world, where simplicity, low cost, and un-connectedness are the driving factors for design. This means that we can expect innovations with water, small scale energy production, and other areas, which will flow back into the Western world. Combine both of these issues, and maybe the era of hi-tech gadgetry will begin to slow or be supplanted by simple, dumb things.

8. Micro-personalization. We’ll witness the acceleration of the trend to the world of ‘you.’ One size solutions that don’t ‘fit-all’, but fit you. Think, for example, about advances in genomic medicine that allow for engineering of medical treatments for particular genetic profiles – a trend that is closer to reality as a result of the ongoing reduction in cost of genomic sequencing. Retail stores will speed up their adoption of location and in-store technology that will deliver a highly personalized shopping experience.  Personal concierge service will become all the rage as the elite-service concepts of the airline industry become mainstream in health care and other industries. In 2017, smart companies will realize ‘it’s all about you, and discover significant business opportunity in doing so.

9. “Exercise is medicine” is the new medicine: in which physical therapy becomes a formalized part of medical treatment programs. This will include prescriptions written by doctors that provide for treatment by fitness professionals. The goal of EIM is to slow, stop or reverse the progression of chronic diseases: and as those diseases and the resultant cost accelerates, innovative programs around EiM will pick up speed.

10. Collaborative careers take over. With ongoing specialization of knowledge, organizations will find that they will have to spend more time simply coordinating access to knowledge. The trend is already playing out in health care: one study found that physicians believe they will send more time on leading teams and coordinating care, than on the delivery of care directly by themselves! This trend will pick up speed for many reasons, not the least of which is digitization, as tech comes to accelerate the complexity of many industries.

11. Green China: in 2017, the environment will be under siege: the new political reality will likely result in a pushback against anything environmental in the US. A new of uncertainty  will drive away investment. The result? Many of the next wave innovations with wind, solar, tidal and other alternative forms of energy will come from a most unsurprising source: China!

12. UI Supremacy. As dumb-devices take centre stage, innovators will work to reverse the trend through better design. User interface design will be HOT, and one of the most in-demand skills going forward! Think about it: in many industries, the first efforts into the world of smart things resulted in some pretty stupid devices! Have you ever tried to use a smart-TV? Infuriating, isn’t it – since there is nothing smart about their ease-of-use at all. Consider this too: most car companies have failed in developing simple, easy to use dashboard systems, but Tesla has not. Result? The iPad design concept will increasingly dominate automotive and other forms of product design. NEST-style thermostat thinking will come to drive the design of residential, commercial and industrial appliances. In store kiosks, self-checkouts and other systems will be rebuilt from the ground up by innovative companies that recognize that good UI is the new winning formula for success. Easy, clean interfaces are in; clunky retrofits are out. Related trend? Upgradability defines future success!

13. The Yottabit era. It’s said that a self-driving car is capturing and processing 7 terabytes of data per hour !That’s a huge amount of information, and is indicative of the fact that the big shift in transportation is that cars are essentially just becoming computers on wheels. The typical truck today contains more technology than a Cessna airplane, and generates massive amounts of logistics, maintenance and other data. It’s not just self-driving cars or connected trucks — as every device becomes a computer device, volumes of data grow at a furious pace. We’re entering yottabit territory, a phrase that I wrote about way back in 1999. (Check out who owns yottabits.com). The exponentiation of data generation doesn’t just mean big data : companies will be dealing with massive data sets, and have to figure out what to do with it. Data-farming will be the new form of analytical insight!

14IoIT takes over from IOT – Connected intelligence is the new AI, as the Intelligent-Internet-of-Things takes over from boring old Internet-of-Things devices. Quite simply, smart devices become smarter by talking to other smart devices. As they do so, insight gained from connectivity comes to redefine the future of the product. Consider this simple idea: a Cadillac CTS sports sedan can share information with other vehicles about  weather, speed, accidents, as well as their own status (breaking, accelerating, etc). That changes the very nature of what the vehicle is, and provides big opportunities for innovation. In the auto-sector, we can expect a lot of advances in this field, known as V2V (or Vehicle to Vehicle communication) . That’s but one industry — what happens when thermostats in a region can talk to other thermostats and online weather sensors, and come to figure out what they should be doing in terms of heating or cooling activities? Or when health care monitoring technologies can determine the emergence of a flu outbreak, and network with other devices to build a predictive analytical healthcare dashboard?

15. Chief Robotics Officers / Chief Automation Officers . According to IDC, 30% of tech and companies in the automation space will fill such a position in the coming year. Automation is all the rage, with many dire predictions on the impact on jobs and careers. But there is more to it than that, with the result that as robotics and automation continues to be deployed after in manufacturing, travel, transportation, retail and elsewhere, companies will come to discover that they will need a senior executive position to strategize, manage and deploy such technologies.

16. Same Day Infrastructure Hubs: As ‘same day’ becomes a regular part of our daily lives, more companies will invest in the infrastructure required to support it. It won’t involve just the same day shipping of goods. For example, the trend for same food delivery is leading to the emergence of commercial kitchens being created in low-rent, low-cost facilities, strictly for the purpose of home delivery. Expect big developments  in the world of commercial real estate and related industries as we see the mergence of these supportive hubs in retail, food, grocery, fashion and elsewhere.

17. Complexity partnerships drive innovation. AS things become more complex, companies realize they can’t do it all on their own. More JV’s, skills partnerships, and other forms of talent access become critical. Consider a GE study: 85% of senior executives are concerned about the velocity introduced by digitization and are open to idea collaboration; 75% indicated they are open to share the revenue stream of an innovation collaboration; and 85% indicated such initiatives were growing over the last year. Partnership is the new bedrock for innovation!

A fun little list. There’s lots more! Here’s looking forward to 2017!

 

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