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I spent the morning yesterday with the Board of Directors of a multi-billion dollar credit union, taking a good hard look at the trends sweeping the financial services space. They know that disruption is real, and that it is happening now.

And disruption is everywhere: every business, and every industry is  being redefined at blinding speed by technology, globalization, the rapid emergence of new competitors, new forms of collaborative global R&D, and countless other challenges.


The speed with which these changes occur are now being increasingly driven by he arrival of a younger, more entrepreneurial generation; a group that seems determined to change the world to reflect their ideas and concept of opportunity. They’ve grown up networked, wired, and are collaborative in ways that no previous generation seems to be.

And therein lies the challenge.

Most organizations are bound up in traditions, process, certain defined ways of doing things — rules — that have helped them succeed in the past. Over time, they have developed a corporate culture which might have worked at the slower paced world of the past — but now has them on the sick-bed, suffering from an organizational sclerosis that clogs up their ability to try to do anything new.

Those very things which worked for them in the past might be the anchors that could now hold them back as the future rushes at them with ever increasing speed.

They are being challenged in a fundamental way by those who think big, and by some really big, transformative trends.

How to cope with accelerating change?  Think big, start small and scale fast!

I’m doing many keynotes in which I outline the major trends and opportunities that come from “thinking big, starting small, and scaling fast,” by addressing some of the fundamental changes that are underway.

1. Entire industries are going “upside down”

One thing you need to know is this: entire industries are being flipped on their back by some pretty big trends.

Consider the world of health care. Essentially, today, it’s a system in which we fix people after they become sick. You come down with some type of medical condition; your doctor does a diagnosis, and a form of treatment is put in place. That’s overly simplifying things, but essentially that is how it works.

Yet that is going to change in a pretty fundamental way with genomic, or DNA based medicine. It takes us into a world in which we can more easily understand what health conditions are you susceptible or at risk for throughout your life. It moves us from a world in which we fix you after you are sick — to one in which we know what you are likely to become sick with, and come up with a course of action before things go wrong. That’s a pretty BIG and pretty fundamental change. I like to say that the system is going “upside down.”

So it is with the automotive and transport industry. One day, most people drove their own cars. One day in the future, cars will do much of the driving on their own. That’s a pretty change — sort of the reverse, or upside-down, from how it use to be.

Or think about education: at one time, most people went to the place where education is delivered. But with the massive explosion of connectivity and new education delivery methods involving technology, an increasing number of people are in a situation where education is delivered to them. That’s upside down too!

You can go through any industry and see similar signs. That’s a lot of opportunity for big change.

2. Moore’s law – everywhere!

Another big trend that is driving a lot of change comes about as technology takes over the rate of change in the industry.

Going forward, every single industry, from health care to agriculture to insurance and banking, will find out that change will start to come at the speed of Moore’s law — a speed of change that is MUCH faster than they are used too. (Remember, Moore’s law explains that roughly, the processing power of a computer chip doubles every 18 months while its cost cuts in half. It provides for the pretty extreme exponential growth curve we see with a lot of consumer and computer technology today.)

Back to health care. We know that genomic medicine is moving us from a world in which we fix people after they are sick – to one where we know what they will likely become sick with as a result of DNA testing. But now kick in the impact of Moore’s law, as Silicon Valley takes over the pace of development of the genomic sequencing machines. It took $3 billion to sequence the first genome, which by 2009 had dropped to $100,000. It’s said that by mid-summer, the cost had dropped to under $10,000, and by the end of the year, $1,000. In just a few years, you’ll be able to go to a local Source by Circuit City and buy a little $5 genomic sequencer – and one day, such a device will cost just a few pennies.

The collapsing cost and increasing sophistication of these machines portends a revolution in the world of health care. Similar trends are occurring elsewhere – in every single industry, we know one thing: that Moore’s law rules!

3. Loss of the control of the pace of innovation

What happens when Moore’s law appears in every industry? Accelerating change, and massive business model disruption as staid, slow moving organizations struggle to keep up with faster paced technology upstarts.

Consider the world of car insurance — we are witnessing a flood of GPS based driver monitoring technologies that measure your speed, acceleration and whether you are stopping at all the stop signs. Show good driving behaviour, and you’ll get a rebate on your insurance. It’s happening in banking, with the the imminent emergence of the digital wallet and the trend in which your cell phone becomes a credit card.

In both cases, large, stodgy, slow insurance companies and banks that move like molasses will have to struggle to fine tune their ability to innovate and keep up : they’re not used to working at the same fast pace as technology companies.

Not only that, while they work to get their innovation agenda on track, they’ll realize with horror that its really hard to compete with companies like Google, PayPal, Facebook, and Apple — all of whom compete at the speed of light.

It should make for lots of fun!

4.  “Follow the leader” business methodologies

We’re also witnessing the more rapid emergence of new ways of doing business, and it’s leading us to a time in which companies have to instantly be able to copy any move by their competition – or risk falling behind.

For example, think about what is going on in retail, with one major trend defining the future: the Apple checkout process. Given what they’ve done, it seems to be all of a sudden, cash registers seemed to become obsolete. And if you take a look around, you’ll notice a trend in which a lot of other retailers are scrambling to duplicate the process, trying to link themselves to the cool Apple cachet.

That’s the new reality in the world of business — pacesetters today can swiftly and suddenly change the pace and structure of an industry, and other competitors have to scramble to keep up.  Consider this scenario: Amazon announces a same day delivery in some major centres. Google and Walmart almost immediately jump on board. And in just a short time, retailers in every major city are going to have be able to play the same game!

Fast format change, instant business model implementation, rapid fire strategic moves. That’s the new reality for business, and it’s the innovators who will adapt.

5. All interaction — all the time!

If there is one other major trend that is defining the world of retail and shopping, take a look at all the big television screens scattered all over the store! We’re entering the era of constant video bombardment in the retail space. How fast is the trend towards constant interaction evolving? Consider the comments by

Ron Boire, the new Chief Marketing Officer for Sears in the US (and former chief executive of Brookstone Inc.): “My focus will really be on creating more and better theatre in the stores.”

We are going to see a linking of this ‘in-store theatre’ with our mobile devices and our social networking relationships. Our Facebook app for a store brand (or the fact we’ve ‘liked’ the brand) will know we’re in the store, causing a a customized commercial to run, offering us a personalized product promotion with a  hefty discount. This type of scenario will be here faster than you think!

6. Products reinvented

Smart entrepreneurs have long realized something that few others have clued into : the future of products is all about enhancement through intelligence and connectivity. Nail those two aspects, and you suddenly sell an old product at significantly higher new prices.

Consider the NEST Learning Thermostat. It’s design is uber-cutting edge, and was in fact dreamed up by one of the key designers of the iPad. It looks cool, it’s smart, connected, and there’s an App for that! Then there is a Phillips Hue Smart LED Lightbulb, a $69 light bulb that is uber-smart, connected, and can be controlled from your mobile device. Both are sold at the Apple store!

Or take a look at the Whitings Wi-Fi Body Scale. Splash a bit of design onto the concept of a home weigh scale, build it with connectivity, link it to some cool online graphs and you’ve got a device that will take your daily weight, BMI and body-fat-mass tracking into a real motivational tool.  Where is it sold? Why, at the Apple store too!

Do you notice a trend here?

7. Careers reinvented

For those who that the post-2008 North American recovery from the recession was slow, here’s an open secret: there was a significant economic recovery underway for quite some time, as companies in every sector ranging from manufacturing to agriculture worked hard to reinvent themselves. It just didn’t involve a lot of new jobs, because the knowledge required to do a new job in today’s economy is pretty complex. We’ve moved quickly from the economy of menial, brute force jobs to new careers that require a lot of high level skill. The trend has been underway for a long, long time.

Consider the North American manufacturing sector, a true renaissance industry if there ever was one! Smart engineers at a wide variety of manufacturing organizations have transformed process to such a degree, and involved the use of such sophisticated robotic technology, that the economic recovery in this sector involves workers who have to master a lot of new knowledge. One client observed of their manufacturing staff: “The education level of our workforce has increased so much….The machinists in this industry do trigonometry in their heads.”

Similar skills transitions are underway in a wide variety of other industries….

8. The Rise of the Small over Incumbents

We are living in the era that involves the end of incumbency. Companies aren’t assured that they will own the marketplace and industry they operate within because of past success ; they’ll have to continually re-prove themselves through innovation.

Consider Square, the small little device that lets your iPhone become a credit card. What a fascinating little concept that has such big potential for disruption. And it’s a case where once again, small little upstarts are causing turmoil, disruption and competitive challenge in larger industries — and often times, the incumbents are too slow to react.

Anyone who has ever tried to get a Merchant Account from Visa, MasterCard or American Express in order to accept credit cards knows that it is likely trying to pull teeth from a pen – many folks just give up in exasperation. Square, on the other hand, will send you this little device for free (or you can pick one up at the Apple Store.) Link it to your bank account, and you’re in business.

So while credit card companies have been trying to figure out the complexities of the future of their industry, a small little company comes along and just does something magical! No complexities, no challenges, no problems.

* * * *
There are people who are making big bold bets, big bold decisions, who are going to change the world and who are going to do things differently.” That phrase was from my opening keynote for the Accenture International Utilities and Energy Conference in San Francisco some years back.

It’s a good sentiment, and is a good way to think about the idea of ‘thinking big.’

Back in 2006, I keynoted the Society of Cable Telecom Engineers at their annual conference in Tampa. At the time, YouTube was only just beginning to have an impact, and social networking was still in a nascent stage. It was January — Twitter wasn’t even around!

My job was to alert them that forthcoming trends would mean that they would be  faced with the need to accelerate the bandwidth on their networks. I spoke to the trends I predicted in my book of 1999, Light Bulbs to Yottabits, which took a look at the forthcoming world of online video.


My job, as opening keynote, was to get them in the right, innovative frame of mind to deal with an upcoming tsunami of change.

I ended up writing an article for Broadband Magazine, on my keynote theme, Are We Thinking “Fast” Enough? I recently dug the article out the other day with respect to another upcoming talk within the industry.

It still makes for good reading today, starting with the observation that “in this era in which new developments and technology are coming to the market faster than ever before, everyone must become an innovator, whether it be with new business models, skills partnerships or customer solutions.”

Some of the key points I raised are even more critical today:

  • Innovation has moved from the corporate to the collective, a trend that is causing absolutely furious rates of discovery.
  • This rate of scientific advance is such that a world of yottabits and zetabits is going to arrive faster than you might think,
  • Things are happening so fast that some industries are beginning
    to witness the end of the concept of the product life-cycle
  • Rapid innovation and technology development means that new competitors can now come into a marketplace and cause fundamental, significant and long lasting change at the drop of a hat
  • Rapidly evolving technology is resulting in an increasing shortage of critical skills

Run through that list, and ask yourself if that is your industry situation today.

Read the full article below.

Continue Reading

Over the last 25 years as a speaker on future trends and innovation, I’ve seen many cases where companies have jumped onto a trend simply because everyone else. Or, they’ve suddenly decided that ‘innovation’ is important, without really defining a purpose or goal behind such a focus.

Rather than by just jumping on a bandwagon and doing what others are doing , try asking better questions as to why you should or should not be doing something!

Innovation that is based on “jumping on the bandwagon” is doomed to fail, for many, many reasons:

  • it’s lazy: true innovation takes hard work. It involves massive cultural, organizational, structural change. It involves an organization and leadership team that is willing to try all kinds of radical and new ideas to deal with rapid change. An innovative organization can’t innovate simply by jumping on a trend. Trying to do so is just trying to find an easy solution to deep, complex problems.
  • it involves little new creativity: by linking a new approach to doing things with a “hot topic” or trend means that people end up shutting their brains down. Creativity is immediately doomed through commonality.
  • it’s just a bandaid: bandwagon based innovation causes people to look for instant solutions and a quick fix, rather than trying to really figure out how to do something differently.
  • it’s misfocused: it involves putting in a solution is sought without identifying a problem. It’s backward in terms of approach.
  • it encourages mediocrity: it reduces innovation to an “idea of the week,” and does nothing to encourage people to really look at their world in a different way.
  • it reduces innovation to sloganeering: truly creative people within organizations are tried of slogan-based management. They’ve seen far too many ‘radical right turns’ and ‘new beginnings’ — and when they realize that their management team has jumped onto the latest hot trend, their faith and motivation goes out the window.
  • it destroys innovation: after the bandwagon effect ultimately fails (as they always do for the reasons above), people end up feeling burned out, cynical, demotivated — and they’ll be prepared to do little when the “next big thing” comes along.

 

It’s more important — and more difficult — than that.

Creating a Great Keynote!
November 15th, 2016

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

Are you kidding?

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

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

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

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

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

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

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

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

It turned out to be a great talk!

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

What is it they do?

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

For example, they:

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

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

I just wrote an article for the PGA of Canada, around the issue of new technologies coming into the game. Enjoy! You can access the full PDF of the article As a PGA Pro, What Are You Going to Do with Drones?

Drones-Golf

Sometime in the next few years, someone is going to arrive at a golf course and have their entire round filmed by a drone up in the air overhead. It will follow them around via a GPS link ; their fellow players might be annoyed at first, but with the ultra silent motor, they’ll soon barely notice.

Or will they? Might drone technology present your golf club with the ultimate breach of golf etiquette?

The idea is not far-fetched at all – just visit the Web site for the Lily Camera (http://lily.camera), which ships in just a few months. Turn it on, start your round, and it will follow and film your round!

There are a few questions that come with this fast- paced technology:

What will your club policy be? Will you ban drones or welcome them? Might they be a fascinating tool to help grow interest in the game, which all of us know is a critical imperative? Not only that – might they prove to be an invaluable teaching tool at the same time that they emerge as a critical annoyance?

As a PGA Professional, you should be thinking about these issues. Right now, drone technology is where the Internet was in about 1993, and in the next 1-2 years we are going to see explosive growth in both the number of drones as well the sophistication of the feature set they support.

I was thinking about this while out for my latest golf round in Florida a month ago; I’m pretty wired up already, and maybe I just need a drone to complete my wired golf-self.

I’ve got my GPS watch to help plan the accuracy of my shots, and I’m a very active user of the GameGolf GPS tracking system. It monitors every swing, and at the end of the day, builds me an interactive map of my round with all kinds of useful insight on my performance. I joked to my playing partner: “It provides me with really good insight on how bad I am.” Not only that, but the golf cart I was driving had the latest in on-board GPS tech, providing me even more information on the course and hole layout.

That’s 3 GPS devices. What’s to prevent the addition of a 4th, in the form of a self- flying drone?

Like every sport, golf is bound up in a rich tradition and history. The idea that drones might become part of the game will make some go apoplectic; as did the arrival of golf carts in the 1960’s, as did the arrival of GPS shot tracking technology in the 1990’s!

Think about what happens when a golfer utilizes a drone to lm their round. We’re in the era of social networking and it’s not far-fetched to think that someone will will edit the video highlights of their round to share it with friends; they might even send it to the their PGA Professional to help analyze it for training purposes; or they put it some other unimaginable use.

Which leads us to another question: could it be an invaluable teaching aid? Imagine working with an aspiring golfer on the range, trying to fix their slice. Moving beyond filming the swing with your iPad or iPhone, you might now be able to film the student from above and provide them even more insight into their swing patterns, and help them really visualize the nature of a slice. Could it be a good thing, or something rather ridiculous?

I’m sure I don’t know – all I know is that drone technology is going to invade the game of golf faster than we might imagine. Already in Japan, there is a course that is using drones to deliver snacks, drinks and golf balls to players on a course!

What’s your club policy on drone usage — do you have one? Have you even though about this as an issue? And what will you do as a PGA Professional to incorporate this fascinating new technology into your instruction methods?

FOOD FOR THOUGHT!

Jim Carroll is a leading international futurist, speaking at dozens of conferences worldwide. Most recently, he was invited by the PGA of America to keynote the 2016 PGA Merchandise Show in in Orlando, where he spoke on the challenge and opportunities that new technology presents to the game. He’s a high-handicapper with good intentions, and is an active member at Credit Valley Golf & Country Club in Mississauga.

CPGA_Drone_Article_Final

More food for thought! Here I am at the 2016 PGA Merchandise Show, speaking about the issue!

Two years ago, I was the keynote speaker for an annual conference of Consumer Goods and Technology Magazine, and from that a great relationship was born, with a few repeat bookings into other conferences and events that they run.

 pacesetters today can swiftly and suddenly change the pace and structure of an industry, and other competitors have to scramble to keep up

“Pacesetters today can swiftly and suddenly change the pace and structure of an industry, and other competitors have to scramble to keep up” – Grab the full CGT report with the image above!

And for the second year in a row, I’m featured in their 2013 Review & Outlook: The best and brightest minds in consumer goods share predictions and guidance for the coming year publication, with many other luminaries in the industry.

My contribution follows below. You can grab the entire PDF of the report by clicking on the image of the cover. Registration is required.


Jim Carroll, Futurist, Trends & Innovation Expert

The future belongs to those who are fast!

In the world of retail in 2013 and beyond, we will be seeing the more rapid emergence of new ways of doing business, and it’s leading us to a time in which companies have to instantly be able to copy any move made by their competition — or  risk falling behind.

For example, think about what is going on in retail, with one major trend defining the future: the Apple Store checkout process, which involves the elimination of the cash register. Apple has such an impact on retail design and consumer behaviour today that many other retailers are now scrambling to duplicate the process, trying to link themselves to the cool Apple cachet.

That’s the new reality in the world of business — pacesetters today can swiftly and suddenly change the pace and structure of an industry, and other competitors have to scramble to keep up.

Consider this scenario, which recently unfolded: Amazon. com announces a same day delivery in some major centers. Google and Walmart almost immediately jump on board. And in just a short time, retailers in every major city are going to have to be able to play the same game!

Then there is in-store promotion. We’re entering the era of constant video bombardment in the retail space. How fast is the trend toward constant interaction evolving? Consider the comments by Ron Boire, the new chief marketing officer for Sears in the United States (and former chief executive of Brookstone Inc.): ”My focus will really be on creating more and better theater in the stores.”

We are going to see a linking of this “in-store theater” with mobile devices and social networking relationships. Our Facebook app for a store brand (or the fact we’ve ‘”liked” the brand) will know we’re in the store, causing a customized commercial to run, offering us a personalized product promo- tion with a hefty discount. This type of scenario will be here faster than you think!

Fast format change, instant business model implementation, rapid-fire strategic moves — that’s the new reality for retail busi- ness, and it’s the innovators who will adapt.

CGT2013-Jim Carroll

I recently discovered that I was quoted in one of the Phillipines major business journals, BusinessWorld, n an article, “Biggest Business Innovations Engines of Innovation” published back in February.

It’s always great to see the media pick up on a few of the key themes that I am always trying to hammer home to people — there’a s lot of very simple and basic guidance, that often seems so obvious, that can help organizations get on the right path with their innovation efforts.

So it is with the two points that are referred to in this article.

They picked up on two key themes that I often focus on, and it’s worth pointing them out:

Stagnation will also buy a company a quick ticket out of business. According to futurist and innovation speaker Jim Carroll, the most original firms and industries are those that experience very high velocity, or a lot of fundamental change at a fast pace. For them, this is a necessity in the face of various trends and challenges – whether it’s to address shorter product life cycles, to keep up with ever-changing customer expectations, or to collaborate with a partner organization and leverage their skills.

Taking notes from firms that evolve at such a pace is one way to rekindle that creative spark. Curiously, Mr. Carroll has noted that these sources of inspiration are often found in completely different sectors from one’s own.”

I’ve often suggested that companies try to deepen their creative pool, either by studying innovation in completely dissimilar industries, and event o the point of hiring people you don’t like. Otherwise, you can simply get stifled with the sameness that comes with unoriginal thinking. I’ve even suggested to people that rather than going to the same old conferences every year, they should pick one or two events from entirely different industries in order to site their creative juices.

  • 10 great innovation ideas – “hire people you don’t like” 
  • Article – Re-energize your association – Listen beyond the grassroots 

I also find that too many organizations get caught up in fads when trying to innovate. Certainly that is true right now with social networking; while it is certainly important, I think too many are jumping in without a clear idea of what they are trying to do. This was referred to in the article:

On the other hand, Mr. Carroll has warned against blindly pursuing the latest innovation trend, a common trap he has called “bandwagon innovation.” If taking the hip approach ends in failure, it can derail any creative progress the company has made so far.

By then, employees may become too disillusioned and burned out to try out the next “in” strategy. A company’s real free-thinking workers are not compelled by the “slogan-based management” that comes with bandwagon innovation, and will hardly be enthused when they see their execs following the crowd.”

 I’m also referring to situations in which I’ve seen a company or organization form a special innovation team. They start up their project, go into a special room — and everyone wonders, ‘what’s up?” This fails because it makes innovation special; it makes it seem like it is something you do once as a project; it is just wrong on so many different levels. Innovation is a corporate culture — an attitude driven from the leadership that continually challenges everyone to ask themselves, “what can I do to run this better, grow the business, and transform the business.”

  • 10 surefire ways to destroy innovation – Form a secret committee 

 

The Globe & Mail had a nice summary of my 2012 future trends prediction blog.

You can grab a copy of the PDF by clicking on the image to the right. Harvey Schacter, who summarized my original blog post, is a great guy!

You might find it a good document to fire up into your email and share around, retweet or Facebook!

I’ve had a number of media interviews and followup as a result of the article. If you are interested in contacting me for these purposes, please do so.

I enjoy seeing coverage of the trends and insight that I regularly provide in my blog. I think my job continues to be to challenge people to think about their status quo; how quickly their world is changing around them in ways that they might not know; and what they need to be thinking from an innovation perspective to deal with those realities.

This synopses makes for a quick read and summary, and so it’s always a thrill to see the blog post get shared in a unique and innovative way.

Sidebar: I actually wrote a weekly column for the Globe & Mail for four years from 1998 till 2002, in which I covered leading edge technology and Internet issues. It was well liked and always generated a tremendous amount of e-mail feedback.

That is, until the-then editor of the business section decided in the light of the dot.com crash that there would be no more future technology stories to unfold, and that tech coverage was just as good as dead!

Of course, after that, we saw the emergence of Facebook, the dominance of Google, the rise of the Apple infrastructure, iTunes and Apps and iPods, the explosion of social networking, the huge impact of Twitter, pervasive connectivity, digital lifestyles, the overthrow of government through national online networking …. and so much more.

Yup, tech was dead!

I still think that editor was one of the biggest bozos I ever met in my life! Just saying!

 

As we wind down 2011, it’s a good time to reflect on some of the events I highlighted this year. It proved to be quite the year year, with many fascinating events where I opened or closed a large scale conference or corporate meeting with a keynote address.

One of Jim's key themes is the opportunities of the future - at one in Las Vegas, one fellow was so inspired by the message that he asked Jim when he might consider running for President of the United States. Click to watch!

As we approach the end of the year, everyone turns their attention to 2012 — and begins to wonder “what comes next?” All of my clients are focused on that theme when they engage me for a keynote or corporate workshop — and so a sense of what they were thinking about in 2011 gives you a good sense of what’s going to be important in 2012!

Some of the highlights from this year includes these events:

  • CSC Executive Exchange 2011, St. Andrews, Scotland. A small, intimate, invitation only event where I shared keynote duties with Jimmy Wales, the Founder of WikiPedia. I had CEO’s, CIO’s and CFO’s of some pretty major global organizations. Key theme: “The Next Wave of Digital Game-Changers” – I took a look at how every industry is soon to be caught up in Silicon Valley velocity, as technological comes to change every industry at lightening speed.
  • McKesson IdeaShare 2011, San Francisco, California. Changing roles, changing opportunities. I open this annual event with a message for 4,500 pharmacist / owners that with significant challenges and change in the world of healthcare and retail, the time is ripe for them to innovate with their role and their methods because their has never provided a bigger time for opportunity. The big theme: “Healthcare 2020: The Transformative Trends That Will REALLY Define Our Future.” This proved to be a huge topic for this year, and continues into 2012, as people come to seek insight on what will really happen in the world of healthcare beyond the current political rhetoric.
  • Multi-Unit Franchising Conference 2011, Las Vegas. I share the stage with Sean Tuohy, subject of the Blind Side, who owns quite a few franchise operations on his own. The focus in my keynote is on the fast changes occurring in the world of retail with consumers, technology, advertising and branding, social networking – you name it all!
  • US Air Force Research Laboratory, Dayton, Ohio: This group, which controls the entire research budget for the Air Force, brings me in to open a conference in which they examine new opportunities and methodologies for innovative thinking. Fascinating audience, and indicative of the fact that every organization realizes that the world is changing so fast that a lot of traditional assumptions about innovation and R&D are changing at lightening speed!
  • Consumer Goods Technology Magazine 2011 , Orlando, Florida. The pre-eminent conference for packaged goods, food and consumer products companies, with a huge number of Fortune 500 executives. My theme focuses on ‘what world class innovators do that others don’t do‘, particularly to keep up with changing consumers, mobile technologies, social networks and a variety of other trends. It leads to a blog post by one fellow, “Some mind blowing stats from Jim Carroll ….” Big themes: “Mobile, Social, Location!
  • Maple Leaf Foods, Toronto, Canada. A blog post, “Food industry trends 2011; Report from a keynote” was based on this talk. This blog post is now one of the first search results for anyone searching for anything having to do with food trends — and is now easily the most trafficked Web page on my site. After health care, food trends is probably the second busiest topic area for the year.
  • T. Rowe Price 2011 Investment Symposium. 600 investment managers, senior executives and CEO’s. The other keynotes are Colin Powell and Charlie Cook. My job is to close this two day event with an inspirational, motivational message based on the theme “When Do We Get to Normal? Why Thinking BIG Will Help You Seize The Opportunities of the 21st Century.”
  • World Pharma Innovation Congress, London, UK. I’m honored to open this renowned global conference on innovation within their crucial sector – most of the global heavy hitters from the world of pharma and bio-science are in the room. Opportunities for growth and innovation are coming from hyper-science, opportunities for externally sourced innovation insight, and the big global ‘idea machine’ that is revolutionizing opportunities for innovative thinking.
  • Interactive Manufacturing Exchange, Las Vegas, Nevada. A massive highlight from September — with a dinner keynote for 600 major manufacturing executives, and a morning keynote for 1,000 more. My keynote focus is that there is plenty of room for growth in the North American manufacturing sector, given the tremendous advances that have occurred with methodology and technology. My message must have resonated — after my talk, one fellow got up during the Q&A and asked if I would consider running for President of the US!
  • DSSI Forum, San Antonio, Texas. One of the largest seniors care conferences in the US. I spoke at length and with passion about the big opportunities for innovative thinking in the sector, particularly in light of the big challenges that society faces. This was a very personal event; those who know me well know that we have learned quite a bit about the challenges society faces with Alzheimer’s as a close family member has suffered from the disease.
  • Lockheed Martin, Washington, DC. I’m asked to speak at their 2011 global HR conference. The organization is aligning itself to deal with fast paced change in ever sector of its operations: my theme is what companies are doing o achieve “skills agility”, and why the issue of “deploying the right skills at the right time for the right purpose” is an increasingly important model for the future.
  • Pearson 2011. The future of education. A talk that linked key future trends to the need for massive, transformation thinking in the world of knowledge delivery. Noted one attendee: “Jim Carroll gave a particularly poignant keynote address about the need for true, innovative thinking.  (Think of a 5 year mission on steroids…)”
  • Bombardier Global Operators Conference. The future of corporate and leisure travel. Manufacturing innovation. Consumer change, and the impact of mobility. A wide ranging talk that challenges global airline operators to think about innovation in every aspect of their operations.
  • Fairmont / Raffles Hotels International. A corporate event, focused on the future of the global meetings and events industry. Key theme: organizations will increasingly require short, sharp shocks of knowledge delivery — corporate meetings and events are a big part of this trend, and are a key part of the short term strategic planning cycles that organizations are focused upon.
  • Texas CattleFeeders Association, Amarillo, Texas. The 2nd of two major talks for the cattle/beef industry in the US. Earlier in the year, I opened a private event that had in the room the top 100 cattle ranchers from across the country – representing a  multi-billion dollar investment. My keynotes focus on the significant opportunities for growth in the agricultural industry.
  • International Foundation 57th annual Employee Benefits Congress, New Orleans, LA. A morning keynote for 4,500 people at 730AM in New Orleans — and they all show up, confirming that description that “what I do for a living is go out and talk to large groups of hungover people.” It’s a rousing talk on the theme of Healthcare 2020: Today’s Trends, Tomorrow’s Opportunities
  • Linde Health Group, Munich, Germany. Global opportunities in the world of healthcare – how do we link future trends to opportunities for growth.

There were quite a few other keynotes for associations, government and corporations. In addition to these high profile engagements, which featured audiences of up to 6,000, I also hosted a number of small CEO level events. In one case in Washington, I spent the morning with a small group of 15 CEO’s/CIO’s/CFO’s in a boardroom style setting, where we explored the opportunities for growth that coming from linking future trends to innovative thinking.

Advance bookings for 2012 are exceedingly strong — so far, I know I’ll be in Palm Springs, Tampa, Orlando, Phoenix, Aspen, New Orleans (x2), San Antonio and many other locations.

Think growth. Think opportunity. Think trends. Think positive!

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