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The life of a speaker is always kind of interesting, because you get approached by all kinds of people who try to convince you to fly to the other side of the world and share your insight – barely for the price of a cup of coffee!

That’s a bit of an exaggeration, of course, but over 25 years on the stage I’ve seen it all. The most common approach is when you get a client who tries you to convince you that the mere opportunity of allowing you to speak to *them* will be great for your “exposure.” Um, exposure? Excuse me, have you seen my global client list? I don’t need exposure.

It does happen all the time though. Yesterday a global luxury brand approached me ; they were having a critical leadership meeting, and wanted my insight into fast moving trends in their industry. But they couldn’t meet my fee requirements; as in many cases, I was out of fee range.

And of course, I said no. At this point in my career,I seem to be turning away 5 to 10 keynote requests *per week*. If you are a luxury brand, you stick with your value proposition!

Is this a gripe? Not at all – the situation often seems kind fo funny to me. Here you have a brand whose entire value proposition is based on the quality of the brand image, and the value of the product they deliver. High-end stuff.

So it is too with some of the leading futurists in the world. We know what’s coming next, and we can share our insight with you, but it will take an investment! (-;


Do you want to book the same old boring speaker who will show up and deliver a canned message – or do you want to book someone who truly cares, and goes the extra mile? If you are like most people, you’ll do what you’ve alway done, and will end up with the same old boring, predictable, uninspiring leadership event. That’s sad.

The Admiral Beverage Group in Albuquerque, New Mexico, has booked me to come in for an upcoming leadership meeting that will focus on the future of retail, consumer behaviour and more. They join good company – organizations like Disney, The GAP and Godiva Chocolates have had me in for similar events.

To get the leadership team thinking in advance about the event, I went and filmed this little video clip about the event, trends and more. Give it a watch!

Then ask yourself – are you going to go out and book the same old boring speakers like you always do – or do you want to kick up your event a notch?

“Inaction in the face of opportunity is but an excuse!” – #Futurist Jim Carroll

Part of the role of a futurist is to provide people insight into the trends that will be a part of their future, but also to put into perspective the opportunities these trends present. A lot of people get excited when they see what I can offer in that regard.

But people are funny – and here’s a good story you can think about to see if you are suffering from a culture of inaction.

I recently had a call from a senior VP of a major company in the retail industry. She thought that it would be extremely helpful to bring me in to their upcoming corporate leadership meeting – with so much change in retail they need to be challenged in their thinking. With clients like Disney, The GAP, Pepsi, Godiva, and more, I certainly have a track record for doing just that – I spend a lot of time speaking to the massive and fast trends sweeping the world of retail. I even have separate keynote topics on retail and the Amazon effect.

Fast forward. She wrote back last week, indicating that their CEO didn’t think it was a good time to be doing this. As in, stay the course. Stick with the status quo. They didn’t need to be challenged right now ; they had a strategy and needed to see it through. They might think about doing a deep-dive future session next year. Something like that.

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Next month, I’ll keynote the National Rural Electrical Cooperative Technology conference. It’s an unprecedented 5th repeat booking by this organization.

The energy industry is in the midst of fast hyper-disruption.

Here’s a quick little video that I put together for them to outline some of what I’ll cover.



Are you ready for 2018?

You need to be. Change is fast and furious, and it’s everywhere. Watch this to understand what comes next — and what you need to do!


Production note: ‘green screened’ in my basement with my new iPhone X. The video quality of this phone is staggering! Awesome video edit done by my partner in Moscow, Armine Simonyan, aka Alexandra. Her work is wonderful!

What are the drivers of disruption in your industry? Where is all the fast change coming from?  Edge thinking, iterative design, small beats big, rapid prototyping, devices change and more.

Watch my 2nd 2018 Outlook video – “The Seeds of Disruption: The Impact of Edge Thinking and More!”

Your business model and  your industry won’t look the same in 5 or 10 years. In fact, you might not even recognize it.

That’s a reality, and you are likely not able to cope! Here’s why:

  1. It’s the era of acceleration
  2. In that context, the future belongs to those who are fast
  3. There are few exceptions to the reality that small = speed, big = slow.
  4. The fact is, most legacy companies are not structured for speed
  5. Yet they need to be – disruption is everywhere, and it is happening quickly
  6. And as tech comes to drive every industry, the speed of change will only increase
  7. Making the big-small dichotomy even worse
  8. This faster future requires innovation risk, but big companies aren’t built for risk
  9. Not only that, but big companies have inherent health issues – they are clogged up with organizational sclerosis that clogs up their abilities
  10. The only way to challenge yourself and deal with these issues is to challenge yourself on speed/

Yet, too many organizations spend their time making the excuses that lead them to failure, rather than focusing on the ideas that will define success.

They are structured for failure. It will only get worse in the era of acceleration. Here’s why – watch an organization vote in real time for the attitude failure embedded in the organization.

Get around your innovation killers. Be agile! Focus on speed!

Being on stage in front of some of some of the world’s leading organizations and senior executives, you get the opportunity to address a lot of unique topics.

And with 25 years of doing this, I believe that I’ve highlighted trends from just about every perspective possible! Including, for example, issues involving understanding, managing and minimizing a world of accelerated risk.

So it was that I found myself on stage in front of senior corporate legal counsel for a good portion of the global Fortune 500 at two events in Chicago and Dallas last month, as the opening keynote speaker for the annual Baker McKenzie client conference.

Baker McKenzie is big – it is one of the top global legal firms, with 13,000 employees, of who 4,700 are lawyers, in 77 offices across 47 countries. The client list is simply unparalleled: I had folks from AT&T, Intel, 7-11, Citi, Bell Helicopter, BP, Ericsson, JCPenney, Allstate, JPMorgan Chase, McDonalds, GM, Hyatt, Oracle, Pizza Hut, Southwest Airlines and a few hundred more others in the rooms. (Fun fact: many of the companies at the events are included in my own client base.)

If you are going to speak to a few hundred corporate legal counsel, you’ve got to bring your “A-game.'” With that, my talk focused on 2 key issues: what comes next, and what risks come with that?

To start out, my keynote took a look at ‘25 disruptive trends,’ (a topic which has quickly became one of my most in demand speaking topics through the last year.) I took a look at the core issues leading to a faster world and massive business model disruption and change – everything from the acceleration of science, to what happens when every company becomes a software company; the impact of an increase in the number of business partnerships due to skills fragmentation, and the issues that come from the acceleration of knowledge; not to forget the hyper-connectivity that comes from the Internet of Things and the new business models that emerges a result.

Want some of this insight? Read this post on disruption – it started out as a list of ’10 Drivers of Disruption’ but has grown from there. Or book me and bring me into your organization!

I then spun these trends into the question of : what new risk is emerging in this fast paced world? The thing is, as all this change comes about, we are in an era in which organizations are faced with new risk, unforeseen risk, faster risk, more complex risk, extended risk, and the acceleration of risk!

With that, my keynote on disruption spun into these future issues of risk, such as:

  • accelerated risk: simply put, as everything speeds up, risk happens faster, which leads to:
  • the rapid emergence of new risk: we are in an era in which organizations are now subjected to the sudden arrival of new forms of risk which did not exist before. How do you develop a legal culture to cope with that?
  • hyper-connectivity risk: the connectivity of the Internet of Things (IOT) leads to new forms of shared and hyperconnected risk.
  • partnership risk: organizations are struggling with skills issues, and need to partner faster. This leads to more complex – and faster – partnerships, which leads to new forms of partnership risk
  • IP risk everywhere: because everyone is becoming a software company, intellectual property (IP) issues go through the roof!
  • speed risk: organizations are focused on speed – agile is the new leadership focus. But moving faster requires that they take on more risk that must be managed in new and different ways.
  • role risk: the issue of speed and agility is quite contrary to the risk minimization role that most corporate counsel must manage, so there is a significant change in their role.
  • regulatory risk: and then there is a regulatory mismatch – organizations are innovating in such a way that is becoming more difficult for regulatory organizations (such as the FDA and others) to understand, manage, or provide a structure for that future risk.

There was much more than I spun into the talk, but it leads to one simple conclusion – we are headed for a world of what I could call “fast legal!” Simply put, both legal firms and corporate legal counsel need to work harder to get faster. (Are they good at this? Not often. Small example: I’m frequently booked by many of the Fortune 500 companies that were in the room. Fun fact – many of them have turned my simple little 3 page speaking contract into epic legal documents that are, I suppose, legal works of art. The record is 42 pages! I refuse to sign such contracts, and they eventually come around and sign mine. Also, most can’t cut a check quick enough for my contract terms, and end up paying me by credit card!)

It was a wonderful event, and met with a great response – there was a lot of this:

But here’s a key point: this is but one example of where I’ve looked at the future of risk.

Over the years, I’ve done numerous talks that have examined the concept of the “future of risk from a variety of different perspectives:

  • I led a session for a major global construction/infrastructure company that took a look at new risk issues with such things as smart highways, self-driving cars and other issue, and the risks that unfold in this new era
  • I did a talk for Towers Perrin way on accelerating insurance risk, and a similar talk for the Property and Casualty Insurers Association of America
  • I took a look at emerging healthcare risks as the headliner for the American Society for Healthcare Risk Management
  • I was the opening keynote for a customer event for FMGlobal, a leading underwriter of insurance risk in the commercial real estate space. My talk took a look at a broad range of trends that will impact the future structure of buildings, architecture, manufacturing facilities and more – and of course, the new risk unfolding!
  • I even opened the National Firefighter Apparatus Manufacturing Association annual event, which took a look at the rapid emergence of new fire risk, and how we need to plan for that in the design process of future firetrucks. Read more here!

There have been a lot more, too numerous to mention. Gosh, I even wrote an article in 2004 entitled “The Future of Risk”!

One more thing: I love Baker McKenzie, because they are an organization that walks the talk.

As a legal firm, their entire essence and core of being is to a degree, around the issue of risk. How to manage it, guard against it, follow up on it, mitigate it, and litigate it when it goes wrong. With that, what a pleasant surprise to discover that they had a fairly significant social media team — at both events. They blog, tweet, and share insight about the firm, what it is doing and what it is seeing. They obviously have to this very carefully in the context of managing the risk of the message — you live in a unique world in a professional services firm.

The fact that Baker McKenzie does this in such a substantial way blows me away. I’ve never met a professional services firm – and I’ve been booked by virtually all fo the major global ones over the last 25 years — that has such an open mindset to aligning to this fast new world.

Bottom line! Think now about the context of risk — in a world in which the future belongs to those who are fast!


I just wrote this one up for the brochure copy for an upcoming 2018 event.

The issue of Amazon isn’t just about retail — it is about any industry with a middleman. Insurance, wealth management, finance, medical or dental care, home services and renovations. You name it. And the big question is – what are you going to do about it?

Disrupting Amazon : Accelerating Strategies for Success in the Era of Industry Transformation

Amazon is the elephant in every industry room. They will challenge and disrupt your business model, and shake your belief in the future to the core.

Why not change that before it changes you? Don’t wait for Amazon to disrupt you – disrupt yourself and disrupt Amazon first! As we witness the Amazonification of industries, deep insight into this massive-but-cheetah-like-elephant is critical, a fast strategy is required.

Futurist Jim Carroll has a key message: Don’t compete — transform! When Amazonian scale disruption occurs, you can’t hope to complete on price, the sophistication of the online interaction, or the other areas in which Amazon (and similar disruptors) clearly excel. You need a different proposition, different ideas and a different strategy. In many cases, this will come about through an implicit decision to compete based on the unique value you can bring to the relationship – service, support, personal interaction and other factors. In doing so, you specifically choose to not compete based on a race to the bottom and price.

Futurist Jim Carroll has headlined ‘Amazonificaiton strategies’ at a wide variety of corporate leadership meetings and association events in the medical, dental and veterinary industries; in the global optometric industry; in the agricultural dealer market, in the home renovation sector, and many more. He has provided deep insight on the transformative strategies and mindset that needs to be pursued.

The acceleration of disintermediation via Amazon is a cruel reality of our modern day world. Think about the business model of a a group of agricultural dealers who sell products to farmers. The simplistic view is that they buy products from the manufacturer, and then sell them to the farmer, with an obvious markup in price. Amazon could do this (and will) with a more sophisticated online system, and avoid the cost of the markup, thereby offering a lower cost alternative. How to compete? Become an invaluable partner to the farmer in terms of advice, expertise and personal support for new initiatives, products and ideas.

In the era of Amazon, you can’t hope to compete on price — because you will watch your business disappear! Futurist and innovation expert Jim Carroll outlines the key trends, strategies and opportunities to be pursued in the ear of Amazonian acceleration!


We will see more change in every industry in the next 10 years than we have seen in the last 100 as transformation and disruption sweeps the world.

Every company is faced with the rapid emergence of new competitors, significant new business models, more challenging consumers, the acceleration of science a race to the pricing bottom, and a transition to the speed of innovation that will define their future. How do you get ahead? By turning on your innovation engine, firing your creativity thrusters, and strapping in for a rocket ride into your faster future.

In this keynote, futurist and innovation expert Jim Carroll shares the insight that he has gained by spending the last 25 years with a relentless focus on what turns organizations into high-velocity innovation heroes. None other than NASA has invited Jim in – twice – to share his insight on innovation strategies.

Innovative organization accelerate their creativity by turning their innovation engines upside down, focusing on customer oriented innovation and other unique models. They excel at sourcing ideas from the outside, turning that unique insight into fuel for their internal innovation factories. They challenge themselves on speed by getting into an iterative process of constantly rethinking, adjusting and redoing in order to discover the next best thing. They challenge themselves on business cycles, time to market and more.

In accelerated organizations, partnership is a key focus, collaboration is critical, agility is oxygen and imagination is relentlesss.

Launch yourself into the faster future with this unique, high energy keynote for global futurist, trends & innovation expert Jim Carroll!


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