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A report from T. Rowe Price on my recent keynote for the 2011 Investment Symposium follows, where I was one of three keynote speakers (the other two being Colin Powell and Charlie Cook). You can find some blog links to each of the three key themes in the article at the end of the article below.

""We thought Jim was amazing - just the positive message we wanted to leave folks with"

It was a fabulous event, and a great opportunity to get a pretty impressive audience — investment managers for a broad range of investment managers for a broad range of Fortune 1000 organizations, pension funds and government agencies.


Futurist Jim Carroll, one of the world’s leading experts in global trends and innovation, described how advances in technology and human innovation will combine to create positive change in the future. He explained how businesses can be held back by what he calls “aggressive indecision”— postponing action because they are constantly waiting for economic conditions to improve. Carroll noted that as the pace of change accelerates, the companies that prosper will be those that can adapt and innovate most quickly.

Key Points

  • Long-term trends that will lead us into the future. Silicon Valley is redefining everything—industries that get involved with Silicon Valley will be brought up to their speed. One powerful trend is pervasive interconnectivity—the fact that electronic devices are connected and can communicate with each other—as a driving force. For example, a staid industry such as air conditioning and heating benefits when people can control their entire home environment remotely through a cell phone. On the health care front, sensors can monitor the activities of seniors and report any changes in behavior, allowing people to live independently longer. On a more dramatic note, he believes advances in exploring the human genome will change medicine’s focus from reactively treating disease to proactively searching for potential health problems before they occur.
  • The paradox of pessimism and reality. While many business people are pessimistic about the future and believe economic recovery is at least two years away, technological advances are creating the potential for greater productivity and efficiency. For example, the auto industry now has the flexibility to produce in response to demand instead of building huge inventories that may go unsold. Products can also be brought to market much faster to take advantage of changes in consumer tastes.
  • The next generation. The next generation has grown up with rapid advances in technology, so they are at home with change. This familiarity means young people will greatly increase the rate of innovation as they enter the workforce. This group is not afraid to take independent action—50% believe self employment offers more job security than working for a company. The next generation will receive $12 billion to $18 billion in intergenerational wealth transfers in the next 12 years alone, which could help fund their ambition.

  • Major 10 year trend: The future of every industry to be controlled by Silicon Valley Innovation  
  • The new face of manufacturing: agility, insight and execution 
  • Creativity and the new workforce 


What happens when Silicon Valley takes over the innovation agenda within an industry? In this video clip from a recent keynote, Jim challenges his audience to think about what happens in the world of banking, particularly with the likely fast paced emergence of contact-less payment technology based on mobile devices.

Innovative organizations need to make sure that they understand the external factors that will influence their future, and need to react appropriately. And as we enter the era of hyper-connected intelligent devices, with the impact of location-intelligence technology and the rapid adoption of mobile technologies, we’re likely to see every industry — even beyond financial services — impacted.

New business models, disruptive competition, a shift in control, customer churn — everything is up for grabs once Silicon Valley seizes control and defines your future!

(This post was originally written back in 2010 after I did a talk for the National Australia Bank financial advisory team. Sometimes, trends posts don’t bear up well with longevity. I think this one does)

I spend a lot of time speaking to global financial organizations — some of the world’s largest institutions — helping them understand what they need to do from an innovation perspective to stay ahead of fast paced change.

These talks are often aimed at the idea of “how do we need to transition our advisory services — financial planners, investment advisors, insurance agents and brokers — to keep up with fast paced change?” Here’s a laundry list of some of the strategies that I’ve been talking about:

1. Focus on growth

With so much volatility in the financial sector, it’s all too easy to take your eye off of the opportunity ball. As I noted in my remarks for a recent keynote to a group of senior bankers:

Never before has the need for financial advice for Australians been greater; only 20% of Australians are currently getting professional advice.”

That means there are tremendous opportunities for growth! For many, access to financial advice is still too hard and complicated – that’s why it’s a great time to innovate, in order to build market share!!!!

2. Structure for fast paced change

There are several certainties in the financial sector:

  • more business model change
  • more sophisticated competition
  • continuous business model disruption with new, young upstarts
  • continual shifts in consumer behaviour
  • technology-driven fast change, such as with the impact of mobile technologies

Quite simply, an innovative financial organization concentrates on aligning its structure and capabilities so that it can change quickly

3. Reshape brand messages faster

Clearly there’s a lot of fast-paced change in financial services with the rapid economic pullback, and it’s critical that financial institutions continue to reshape their brand at the pace of rapidly changing consumer perception.

Noted Jim Buchanan, Senior VP of Consumer Marketing at the Bank of America in an article in Advertising Age, October 2009:

Six months ago, we were trying to re-assure the market and consumers that we are safe and secure….now consumers are telling us they’re not worried about those things anymore…..What they are interested in is ‘How can you help me manage my finances?‘”

Innovative organizations ensure that the brand message evolves at the pace of a world in which volatility is the new normal.

4. Adapt to momentum of financial consumer change

Quite simply, the new financial client is online in a big way, and smart financial organizations will evolve their service and support message to these platforms. The numbers are staggering; in the case of my Australian keynote, I emphasized that:

  • 147 million people interact globally on social networks via their mobile phones – we can expect 1 billion within five years!
  • there are 1.6 million Twitter users in Australia – up 1,000% from last year
  • Australian’s now spend 16.1 hours a week on the Internet, compared to 12.9 hours watching TV
  • 25% of that time is spent on Facebook

The impact is clear: as noted by Mondaq Business Briefing in November 2009:

Australians visit social networking sites more often than financial services sites.”

The bottom line for financial and investment advisors is that social networks are an extremely effective tool to keep core clients in the loop; as an outreach tool, they’re fast, effective, unique, quirky, and certainly the story of the day.

Financial advisors have to go where the client is going, and should be thinking about how to become socially-networked oriented advisors.

5. Adjust platforms to this changing behaviour

I continue to emphasize with my global financial clients that the impact of mobile technologies on financial services is absolutely massive. Think about Wizzit, a South African service that is essentially a text message based banking system.

The reality is that the new financial consumer expects to be served on new platforms: as noted by Thomas Kunz, Senior VP at PNC Financial:

Gen-Y doesn’t reconcile checkbooks, and they don’t believe in float. For them, their balance is their balance.”

That’s why PNC has released a “virtual wallet app” available for iPhones. They’re reaching out to this new financial consumer in a big way.

Aggressive change with business platforms provides big opportunity for business model disruption. A key factor here has to do with new client acquisition: what’s happening is the point of origination of the relationship might change as people transition their banking to mobile devices. Opportunity can come from continuing to build the advisor and distribution channel into these new platforms.

And that’s not a threat – that’s a huge opportunity!

6. Leverage off of new peer-to-peer behaviour trends:

The new financial consumer relies more than ever before for advice from their social networks.

Peer-to-peer social driven advice through sites such as TradeKing is coming to the forefront: it’s a service that allows people to share stock tips and research through extended social networks.Does this diminish the role of advisory services — not at all, if you dive in and become a part of the peer-to-peer conversation!

7. Re-orient distribution channels

Here’s another key point: I’ve emphasized to my insurance and other financial clients that the next-generation advisor/broker/agent expects ever more sophisticated technology platforms to help support their role.You’ve got to make sure you are keeping up with their needs. In one survey in the insurance sector, 80% of brokers indicated that the sophistication of the technology platform of the provider would influence who they would choose to do business with.

According to Kevin Murray, EVP and CIO at New York-based AXA Equitable:

The younger generation of financial professional will almost demand online self-service….they will want to text any questions they have in to the service centre or self-service from their mobile device. We’re going to have to be able to provide that capability. It’s how they will operate.”

8. Build your own peer-to-peer collaborative knowledge networks

The new financial advisor is also thinking socially, and is actively looking for peer-to-peer collaborative knowledge.Imagine building a financial advisory team that is collaborative for ideas, shares insight on market wins, constantly leverages insight from new branding campaigns that work in unique ways, and constantly shares great ideas on new methods of converting leads into clients — that’s how this next generation works!

Back to Kevin Murray:

“They will also want an online collaboration tool to …find answers concerning product or questions from their customers. The X and Y generations are going to demand a different way of selling and servicing their customers.”

What’s it really all about? Freeing up their time to build opportunity, make sales, close deals.

9. Reduce churn through electronic relationships

Hsomething else to think about according to Chief Marketer (October 2009),

The average brand saw one third of highly loyal consumers in 2007 completely defect to another brand in 2008“.

People are far less loyal, and far more likely to jump ship at the drop of a hat. That’s why continuous innovation in terms of the relationship is critical — and that’s maybe why continually transitioning to new technology platforms such as an iPhone app might
reduce that churn

10. Better, more focused niche marketing

We’re in the new era of analytics and analysis, which provides new opportunities for advisors to reach out to markets previously unattainable. As noted by Money Management Executive in October 2009:

Financial advisers generally prefer to manage a small number of high-net-worth clients rather than a large number of small accounts, but recent advances in automation technology could change this dynamic.”

11. Innovate hard with the next generation

One of the biggest trends going forward is that right now, we are witnessing the early stages of a massive transition of wealth from one generation to another. The numbers are staggering: we’ll see $12 to $18 trillion in intergenerational wealth transfer In the next 12 years (US GDP is $12 trillion); and by 2053, some $130 trillion will have moved from one generation to another. That’s a lot of money sloshing around — and much of it is going to this new, tech-savvy financial consumer.

12. At the same time, rethink importance of boomer market

It’s easy with all of these points to think that new markets will come from new, uber-hip young people and hot new technologies.

But don’t stop with innovating with that market — also realize that there continues to be huge growth potential with the boomer market. In Australia, baby boomers will control 51% of the nations wealth.

Put that in the context of the reality that there is a huge adoption by Boomers of Facebook. They continue to more aggressively integrate technology into their lives; they’re busy researching health care, insurance, retirement planning and investment advice.

Online makes more sense than ever before — get your advisors there!

13. Evolve the approach

Insurance and financial services are products that are always sold based on fear — they aren’t bought. This reality doesn’t go away because of new technologies. What does change is that technology is a powerful enabler that frees advisors from having to focus on the mundane, routine, time wasting stuff, in order to focus on providing the advice & guidance that advisors can provide. Focus on the core role!1

14. Enact change

Many advisors will be in comfortable, established routines. Change is not easy. That’s why organizations in the financial sector that are trying to be innovative need to help existing advisors focus on the opportunity and the benefits that come with rapid change, rather than being fearful of the change that technology is bringing to the industry.

Bottom line? As I summed up in my talk — “Innovative organizations make bold leaps, in order to keep up — and stay ahead — of a faster future.”

2010Faster.jpgWhat should innovative organizations do? When everything is faster still, focus on these things:

  • build up experiential capital – think big, start small, scale fast. The experiential projects are the “start small” part of the equation. Know what you don’t know, and set out to learn those things
  • master collaboration and share: the world is changing too fast, and things are too complex, to do it all on your own. Innovators have mastered the skill of learning from others
  • focus on tactical to strategic transitions: innovators don’t have staff who perform a lot of routine tasks. Each and every single person helps to achieve the core strategic goals of the organization, even if just in a small way
  • monitor global idea cycles: your future is being invented all around you, and you success comes from your ability to plug in, tune in, and turn on
  • fuse generational insight: we’ve got really disparate viewpoints, capabilities and levels of patience amongst generations. Innovators bring these differences together in order to get the best from each generation.
  • take on anticipatory projects: one thing is certain: tomorrow won’t be like today. Innovators look at what might happen tomorrow, and try those things out, in order to be better prepared for when the future arrives.
  • be a farmer: it’s all about growth, and learning how to relentless focus on that mission
  • displace indecision: it’s simply unacceptable to waver, wait, and pause. Innovators get things done.
  • implement quicker: there’s not a lot of time to get things done when markets, customers, expectations, competitors and business models all change at a furious pace. Innovators are religious on agility and speed.
  • think bold: this isn’t a time for small visions and small ideas. We’re witnessing the birth of transformative new industries, companies, careers and ideas. Jump on board and go for the big win, not just the small stuff.

If five years, your business, markets, products, customers, industry and structure will look nothing like they do today. What are you going to do about it?

2010FinancialLocationIntelligence.jpgI had quite a few financial oriented keynotes through the last year, for banks, mortgage groups, credit unions and others. If there was a key theme as to the insight my clients were seeking, it was this: what are the BIG trends that are going to impact us (I’m a futurist), and what do we need to do about it (I specialize in insight on what global leaders are doing in the area of innovation.)

The scope of some of these engagements is pretty significant; Diners’ Club featured me as the opening speaker for their global franchise conference; my focus was on the big trends that would impact the organization into the future.

I guess I had generated enough buzz on my theme within the financial services industry such that I was booked for a keynote down into a major bank in Sydney, Australia, via a fibre optic link. (I couldn’t make a flight connection work!)

What should financial executives be thinking about? There are dozens of significant trends. Perhaps the most important has to do with the fact that 2010 is the year that location intelligence is coming to the industry as a significant business model disruptor.

Here’s a snippet from an article that captures a bit of what I’ve been talking about. The world of banking is going to witness massive change as mobile and location intelligence technology becomes married together. Consider:

Jim pointed to an Australian study that found 65 per cent of children in preschool today will work at jobs that don’t exist today.

“Think about the concept of a location intelligence professional.”

He discussed the possibilities presented by marrying smartphones equipped with global positioning systems to spatial-oriented information websites such as Google Maps.

“In the not-too-distant future, it’s quite likely some real estate organization is going to roll out an iPhone app that you will go through and you will pre-identify the types of properties that you’re interested in. It’s going to use the location capabilities built into the iPhone to build you an interactive tour of those properties. And you’re going to use your (iPhone) to drive around the neighbourhood and look at these homes through your phone.”

The same application might refer users on to a mortgage broker, he said.

“What do you do when the essence of your business model and the nature of the referrals that you get into your business begin to change?”

Halifax Chronicle Heradld, “Expert: Essence of life is change”, November 25, 2009

Give me any financial organization, and I can give you an organization that likely isn’t prepared for the fact that their innovative agenda is going to be subject to some pretty significant change.

What I’ve been doing is outlining for my clients the trends that are going to impact them, and the innovative thinking they need to pursue to capitalize upon those trends.

2010SiliconValleyInnovation.jpgMy January / February CA Magazine article is out; entitled “Stranger than Science Fiction,” it examines a major theme that has been part of many of my keynotes throughout 2009: what happens to your industry when the pace of innovation is no longer set within the industry itself, but rather, is set by the blistering rate of change as set by Silicon Valley?

Stranger than Science Fiction
by Jim Carroll, CAMagazine

Is your industry in the midst of a transition at Silicon Valley speed? If it isn’t, it could be very soon, because I’m seeing it happen wherever I go. Take the global credit card industry. For a long time, the pace of innovation has been relatively slow and deliberate; aside from the chip found in your new credit card, it’s still been about the same old piece of plastic.

All that is about to change, because as I observed at a recent global financial conference, it is quite likely that our cellphones, BlackBerrys and iPhones will become the credit card of the not-too distant future. When you enter a store, you’ll punch a code into your iPhone to confirm the transaction, and you’ll get an instant receipt. As this transition occurs, the financial payment industry will find it has suddenly lost control of its innovation agenda. Rather than having the future figured out in boardrooms of bank towers, control will have been wrested away by someone in Silicon Valley who innovates at hyper-speed.

The trend is happening everywhere I look, even in the world of sports. I spoke to 4,000 professionals at the National Recreation and Parks Association’s annual conference in Salt Lake City. I challenged the audience – most of them responsible for civic or state recreational activities and park infrastructure – to think about the baseball bat of 2015 or 2020. From my vantage point, it’s going to look the same, but it’s likely to have a variety of sensors built into it that will provide players with instant feedback regarding the strength and accuracy of their swing; the same sensors will trigger their nearby cellphone to automatically capture a video of their time at the plate.

Retail will change at the same fast and furious pace. I’ll walk into a store, and behind the scenes, the store will recognize me through an interaction with my mobile device. That will cause a plasma TV in the corner to start displaying a customized advertisement for me based on prior shopping history, at the same time I’m zapped a coupon for a 20% discount for a few items over on aisle 12.

Farfetched? I don’t think so. Creepy? To us maybe, but perhaps not to the next generation. When we think of the strangeness of the future and our likely negative reaction to some of what might come next, we have to remember this: it’s not bad, it’s just different.

The key point is that entire industries will be swept along at a raging rate of innovation. All of a sudden, those people who have managed in-store design, layout and promotions will find their old skills don’t transfer as easily to this strange new world as the digital denizens reshape the customer experience.

Even the slow, staid senior citizen housing industry is being impacted. Five to 10 years out, we’ll have a lot of baby boomers living out their golden years in regular homes as opposed to retirement homes (simply because society won’t be able to afford it). Medical professionals will manage their care from afar using a vast array of bio-0connectivity medical devices; sensors embedded throughout the home will detect if their behaviour patterns are out of the norm and will trigger an alert. Science fiction? Research into this type of sensor-application is well underway at the University of Missouri.

Here’s a good way to think about innovating at Silicon Valley speed: in my home office, I have an MP3 player from somewhere around 1999. It can hold about three or four songs. It seemed cool at the time. Today, it’s positively a joke compared with the modern iPhone.

Could the fundamentals of your industry as quickly become something like a joke?


Think about this article, and then ask yourself:

  • what are the big transformations that are going to occur in my industry as Silicon Valley Velocity takes over?
  • where will there be business disruption as result?
  • how can I be a disruptor, and establish opportunity?
  • how will my target customers change – how can I reach new customers — how can I build new customer revenue that hasn’t existed before?

Think of many more questions like that, and you’ve found countless opportunities for innovation:

  • Video: Pervasive connectivity
  • Video: Location intelligence and the future of recreation
  • Video The future of seniors care ” “BIG challenges, transformations, opportunities!
  • Blog entry Reinventing the future with transformative technology</b>

2009Accountant-Fast.jpgOne of the columns I write on a regular basis is for CAMagazine, which goes to about 100,000 professional chartered accountants. My big secret? Despite the fact that I spend my time advising some of the biggest organizations in the world on strategies for innovation and creativity, I’m also a professional accountant. I spent some 12 years way back in the 1980’s with one of the world’s largest professional services firm.

My June column is out — and it talks about the challenge of trying to reconcile the emerging demands for more financial disclosure with the short attention spans that come with the Twitter era.

You can access the full article below; but here’s a few excerpts:

We stand at a seminal moment – a crossroads as it were – between what we might call the new age of disclosure and the new era of inattention.

….we will see all kinds of new rules and regulations within the financial sector and beyond, including most of the business world. Let there be no doubt, in the year to come we will witness a new, onerous set of regulations surrounding financial disclosure….

On the other hand, while we ponder an emerging need for more detailed disclosure, media reports seem to indicate that the general populace is rushing off to Twitter-ize itself.

So here’s the thing: to satisfy the demands of angry investors, the typical 10Q and SEDAR filings will have to quadruple in size, if not more. Pretty soon, a typical public company will need to file several thousand pages of disclosure documents to keep up with regulations. Financial statement footnotes will become complicated enough to deserve their own dead tree. An army of accountants will find itself dedicated to the cause of digging deeper with every single sentence.

At the same time, the audience for whom these lengthy documents are targeted is concentrating on writing 140-character texts.

So, the big question is, what is the relevancy of accountancy in the Twitter era?

Might you instead find yourself one day writing a financial disclosure that goes like this: Qlfd opn’n. Gng Cncrn vr m2m vln on unreal(dude!)ized rvnu.

If you understand that, then your brain synapses have shrunk enough to fit the speed of information in the modern age

Read the article Accountancy in the Twitter era adobe.gif

2009Wizzit.jpgI’m off to Austin, Texas today, where I’ll be the closing keynote speaker tomorrow for the annual meeting of the Texas Credit Union League.

My role is to motivate and challenge the audience to continue to focus on applying innovative and creative ideas to their businesses, given that there is constant change within the financial sector. Not just due to the financial crisis, but also due to rapidly shifting consumer behavior, the rapid emergence of new technologies, and the extremely fast development of new business models.

Particularly with the idea of mobile banking!

Take the story of Wizzit (which boasts the slogan, “With Wizzit, you have your bank in your pocket“), based in South Africa. 200,000 South African’s have signed up for the service, in which they pay bills, store cash like a debit card, transfer funds, and send remittances. Wizzit is completely text messaging based.
Accounts can be opened in 30 seconds via a call center, and are sold via Wizzkids (It’s based upon the JetBlue model – with these representatives working at home). Plans are to expand the business model into Eastern Europe, according to Bank Technology News.

Then there is the story of Guaranty Bank in Turkey, which boasts $61 billion in assets. They set up a mobile banking portal — and in the first two months, saw 1 million page views, 50,000 customers, 30,000 transactions and $24 million in transaction volume.

Today, they’ve got 1.3 million mobile banking customers, and believe that the service is accessible on 5,100 cellphone models.

Quite clearly, mobile is going to play a huge role in financial services, and it’s happening NOW!

On stage, I’ll be challenging this group to realize that their future success will come from their ability to respond to rapidly changing products, markets, business models, rapid economic trends, and competitive. In that way, innovation isn’t just about new products — it’s about responding to the reality that in every industry, faster is the new fast.

  • Wizzit Web site
  • Innovation in the financial sector – related post

ewallet-iphone.jpgI was the opening keynote speaker for a major credit union conference. In the room were the CEO’s and Board members for several hundred small to medium sized CU’s. This coming week on Friday, I’ll be the closing keynote speaker for the annual conference of the Texas Credit Union League in Austin. I spend quite a bit of time speaking throughout the financial sector.

One constant is that I always challenge my audience to think about how to become an agile, high velocity, innovation oriented organization. This isn’t simply an organization that has a constant stream of new products : it’s an organization that also responds to all the rapid change that is swirling around it.

From my slide deck, I’m outline that high velocity innovative organizations prepare for:

  • the rapid emergence of new technologies
  • rapid shifts in market fundamentals
  • the rapid emergence of new business models
  • rapid shifts in customer behavior
  • a need for rapid scaling to adapt to this rapidity
  • constant rapid shifts in marketing outreach methods
  • rapidly changing consumer sentiment
  • constant challenges in building and maintaining brand relevance.

Through the week, I’ll post some observations from my slide deck on each of these points, but let’s take the first issue as a starting point.

I’ve long been suggesting that the financial sector is soon going to find a tsunami of change as our iPhones, Blackberries and other mobile technologies become the new form of credit card payment technology.

The New York Times reported on the trend this weekend, in an article, Visa introduces a credit card on a phone.

The rush to “contact-less payment technology” is going to happen, and it’s going to happen faster than most people in the financial sector think. It’s being driven at the speed of Silicon Valley, and some financial institutions — and many many credit unions — are still operating at a far slower pace. As a result, they can often be caught flatfooted by dramatic technological change, and end up having their business model disrupted in a substantial way.

On stage, I challenge this senior level type of audience to realize just how quickly everything around them is changing. In order to be innovative, they need to understand the new technologies that will impact them, and be prepared to ingest them at the rate that the market demands.

That’s a critical form of innovation, and sadly, there continue to be a lot of organizations who aren’t into that reality. That’s why there are so many organizations having me in to talk about how to become an “innovator in the high velocity economy.”

  • 2009 Texas Credit Union League conference
  • Visa introduces a credit card on a phone
  • 2009 Financial & banking innovation awards

09FinancialWidgets.jpgMy latest CAMagazine article is out.

In January, I was invited to address a group of CIO’s and CFO’s from some of the world’s largest insurance companies — a pretty heavy duty crowd. My challenge? Get them away from focusing just on the here-and-now, and think a bit about some of the challenges that tomorrow will present.

Part of my voyage took them into a view of what their industry might look like ten years out. Here’s a few extracts:

Are you ready to open up your accounting and financial systems to the Facebook generation? In 10 years, that won’t seem like a silly question. But even today, it’s an issue you should think about

In the next few years, we are likely to enter the world of the “accounting mashup,” in which customers, suppliers and business partners start to interact with you through online widgets. As this happens, you’ll discover new business models that will provide sales opportunities, streamline customer support and reduce operating costs.

Young people entering the workforce are able to instantly and easily reshape information so that it is more accessible, shareable and far more interesting. They’ve taken to the world of music and video and have learned how to reassemble bits and pieces into something new.

My favourite music mashup, from years ago, came from a DJ group known as The Kleptones. Their “A Night at the Hip-Hopera” remix took a swath of music from Queen, wrapped it around other sounds and songs, all in a story about early attempts by the music industry to shut down music sharing.

So what does this have to do with accounting? Who is to say that the Facebook generation isn’t going to look at the Best Buy Remix idea and rethink the whole concept of an accounting system in light of that? Why would we expect them to sit in front of a boring web browser, reviewing data on a boring ERP screen? Why would we not consider the possibility that they might write a tool that gets things done in a different way?

Predicting the future often involves the extrapolation of current trends. Given that mashups are a big part of youth culture, it shouldn’t be surprising that we’ll find the concept making its way into business in the next several years. Get ready!

  • Read the full article They’ll spice up your systems

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