Jim Carroll- Futurist, Trends & Innovation Keynote Speaker

While I often speak to audiences of 500 to 7,000, including large scale Las Vegas events, I also spend a *lot* of time with CEO’s and other senior management teams in small, leadership oriented events, providing a key message on the necessity for innovation in the high velocity economy.

In fact, it’s long been one of the fastest growing areas of my business: my clients include events for companies seen in the list below!

These are highly customized events : by way of example, I’ve gone in and done a talk for Whirlpool/Maytag on the future of home appliances in the era of IoT (Internet of Things); Disney on the future of consumer behaviour; the BBC on the future of broadcasting; and New York Life on the future of insurance in the era of business model disruption.

There are well over 100’s more with very customized industry talks.

Recently I’ve been filming some videos in advance of these corporate offsite events; these are distributed to attendees in advance to get their creative juices flowing! Here are 3 recent ones.

Great companies establish a culture of high velocity leadership, so they are prepared for the rapid economic, market and industry change that surrounds them.  In that vein, I’m often retained by the CEO or other senior management representatives in order to provide a presentation that will help to shape the strategic direction of the organization.

In a nutshell, these talks cover very specific industry trends, challenges and opportunities, based on highly original research, and can often include an interactive discussion that addresses a variety of issues, including:

• establishing forward-oriented leadership skills
• shifting your culture from fearing threat to capitalizing on opportunity
• promoting innovation, flexibility and adaptability
• establishing an innovation culture based on creativity, curiosity, courage, collaboration and change-awareness
• encouraging a certainty culture in the presence of rapid change.

Want to learn more? Inquire into Jim’s Availability

Send some details, and he will get back to you in person as quickly as possible!

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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Disruption is real, it’s big, and it’s happening faster than you think. My job as a futurist has me doing an increasing number of CEO level events for Fortune 500 companies around the world, participating in leadership meetings which are focused on the massive transformations and disruption occurring in every single industry. Clients such as NASA, Disney, Godiva, Nikon, Mercedes Benz, Johnson & Johnson, and many more.

There is so much coming together all at once, and it accelerates everything. You might not understand the multiple trends that are coming together, so let me take you there.

Here’s what you need to think about today, as the pace of change picks up:

1. Multiple trends merge. There’s a lot going on! Individually, any trend is disruptive. Combine them together, and it’s transformative. 3D printing, exponentiating bandwidth, hyper-connectivity, the Internet of Things, artificial intelligence, robotics, neural networks, deep analytics, autonomous vehicles, Bitcoin and blockchain, self-learning systems. All of these trends and more are merging together,  leading to a massively new, connected, intelligent machine that will transform, change, challenge and disrupt every industry.

2 Every company becomes a software company. From healthcare to insurance, home appliances to automotive, manufacturing to packaging, retail to sports & fitness, energy to agriculture: every industry is seeing massive change as it becomes enabled, challenged and transformed by technology and connectivity. From precision agriculture to self-driving cars, smart clothing to connected microwaves, remote medical monitoring devices to active packaging  — every company in every industry is becoming a computer company, with software and technology at its heart and soul.

3. Moore’s law innovation speed defines every industry. It’s the rule that defines that the processing power of a computer chip constantly increases while the cost collapses at an exponential rate — and that speed of change is coming to drive the speed of innovation in every single industry as we all become tech companies. Companies are having to innovate and transform at a pace never seen before.

Here’s a clip from a recent keynote. It’s part of a talk where I cover 20 Disruptive Trends, and put into perspective why the future belongs to those who are fast! In this short clip, I cover trends involving batteries, self-driving, 3d printing, the space industry, genomics, health care knowledge, and more! Including why I can drink more coffee than other people!

I’ve got a keynote topic description coming around this, with a draft below.

Aligning Acceleration and Agility: The Business Case for Fast!

To say that we live in a fast world would be an understatement. Small, quick upstarts like Square are challenging the global credit card industry, at the same that GPS based driver monitoring devices are rewriting the rules of the auto insurance industry. The NEST Learning Thermostat morphs from a quiet startup to a worthy challenger to industrial energy device powerhouses. Autonomous vehicle technology leads us to road trains and a more rapid emergence of intelligent highway infrastructure. We’re in the era of the end of incumbency, in which small dominates big, fast trumps ponderous, and indecision spawns failure. Everywhere we look, we can see acceleration, speed, and velocity: and in times like these, time isn’t a luxury.

For any executive, these trends matter — because fast trends drive disruptive change. And disruptive change envelopes us in terms of fast trends: self-driving cars, 3d printing, crowdfunding, the sharing economy, blockchains, personal drones, swarm-bots, smart dust, vertical farms, the Internet of Things, cognitive computing, smart factories, artificial intelligence, augmented reality, quantum computing, intelligent farms, smart clothing! What seemed to be science fiction just a few short years ago has become a reality today, as time compresses and the future accelerates.

This October, I’ll keynote the MacKay CEO Forum 2017 Edge Summit in Vancouver, with about 500 CEO’s in the room. I’ll take a look at what happens when accelerating technology trends result in every company become a technology company.

I just wrote up a new keynote topic description, modified from a few of my other topic outlines.

Aligning to Velocity: Key Trends and Strategies for the Era of Acceleration

We have a new vocabulary! Self-driving cars, 3d printing, crowdfunding, the sharing economy, blockchains, personal drones, swarm-bots, smart dust, vertical farms, the Internet of Things, cognitive computing, smart factories, artificial intelligence, augmented reality, quantum computing, intelligent farms, smart clothing! What seemed to be science fiction just a few short years ago has become a reality today, as time compresses and the future accelerates.

Take a voyage with Futurist Jim Carroll into the world of tomorrow, today, as he outlines the key trends, technologies, ideas and initiatives that are transforming our world around us at hypersonic speed. A world in which the speed of change impacting every company and every industry is increasingly driven by the speed of technology and Silicon Valley hyper-innovation. One that demands faster innovation, agile response, flexible strategies, and most important, the ability to ‘think big, start small, scale fast.’

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

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

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

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

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

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

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

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

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

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

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

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

One of my key themes through the years has been that “faster is the new fast” — that the biggest challenge that organizations must face is how to keep up with the high-velocity economy.

I’m now observing that in many markets and industries, the pace of change is so fast that we need to put in place a senior executive whose sole area of responsibility is ensuring that the organization can keep up with ever-increasing rates of change. Let’s say — a Chief Momentum Officer.

Organizations need to adapt to all kinds of different issues when it comes to the velocity of change: rapidly changing business models, the emergence of new competitors, ever shrinking product life-cylces, a faster pace of new product development, furious rates of technological innovation, furiously fast new trends in terms of customer interaction, the decreasing shelf-life of knowledge and the more rapid emergence of specialized skills: the list could go on!

Hence, a need for someone who aligns all of the moving parts of the organization to high velocity change! This individual will carry a number of responsibilities, such as:

• managing the product innovation pipeline, so that the organization has a constant supply of new, innovative products, as existing products become obsolete, marginalized, or unprofitable
• managing the talent pipeline, so that the organization has the ability to quickly ingest all kinds of specialized new skills
• managing the technology pipeline, so that the organization can adapt itself to constantly improving and ever-more sophisticated IT tools that will help to better manage, run, grow and transform the business
• maintain and continually enhance brand and corporate image; as I’ve written here many times before, brands can become “tired” and irrelevant if they aren’t continually freshened and refreshed
• ensuring that the organization is continuing to explore new areas for opportunity, and that it has the right degrees of innovation momentum
• that the business processes and structure of the organization are fine-tuned on a continuous basis so that it can keep up with all the fast-change swirling around it
• ensuring that a sufficient number of “experiential” programs are underway with respect to product, branding, markets, and other areas so that the overall expertise level of the organization is continually enhanced

In other words, the CMO has two key responsibilities:

• keeping a fine tuned eye on the trends which will impact the organization in the future, and which will serve to increase the velocity that the organization is subjected to and;
• keeping their hands on the appropriate levers throughout the organization such that it can keep evolving at the pace that these future trends will demand.

I don’t know if that makes perfect sense, but I think its a good issue to think about.

I’m always thinking about my clients and my keynotes and the messages that I need to deliver on stage. With that, I’m always keeping my eye open for a good business parable. So here’s another one, that came from a unique opportunity for a quick little ski lesson from one of the top downhill racers in the world, Larisa Yurkiw.

Advice for me in a personal lesson from one of the top 3 downhill ski racers in the world: “Focus forward — keep your shoulders pointed to where you want to go. And be like a slinky. You never know what the next bump in the snow is going to throw at you, so you need to be prepared for anything. You can only do that if you are in a position that will let you flex quickly.”

I was skiing this weekend at my home ski club — it’s a small eastern hill known as Georgian Peaks. Bluebird skies and great conditions. And so at one point, I came down one particular run — Rogers — which is rather steep and challenging for someone who only took up the sport at the age of 40.

Normally, I would look like a total doofus on this hill, but the conditions were so good that maybe I looked like I knew what I was doing or faked it well. But I felt that I actually skied it pretty well.

And then a voice in the lift line behind me — “I followed you all the way down!” Larisa Yurkiw was standing there. “Let’s do a few more runs.”

If you don’t know Larisa’s story, you should. She started at the same small Ontario ski hill, and progressed to the elite of the global downhill ski racing circuit, racing against her friends Lindsay Vonn, Julie Mancuso and others. Before her retirement, she was ranked number 3 in the world, competed in the Olympics, and more. What makes the story more unique is that she did it all on her own terms, establishing and funding her own ski team because the national sports association didn’t step up and believe in her. She did!

It’s a great story, and she’s now telling it in a powerful stage keynote – A Daring Need for Speed. (Full disclosure : I’ve been mentoring Larisa on how to take her story to the stage, and she’s doing a great job. If you are looking for a powerhouse speaker with a fascinating keynote, check her out!)

Back to my story — so we went up the lift, and then she gave me a tip at the top. I might not have it exactly right, but it was something like this:

“Focus forward — keep your shoulders pointed to where you want to go. And be like a slinky. You never know what the next bump in the snow is going to throw at you, so you need to be prepared for anything. You can only do that if you are in a position that will let you flex quickly.”

The essence of her 2 point lesson for me was to keep focused on where I was trying to go, and to be flexible and agile in my stance. Did it work? We did several more runs together, and I felt a fair bit more control in what I was doing. It’s too bad the season is coming to an end!

But for me, there was more than just a quick ski lesson — there was a great business story in that simple guidance! It’s almost the perfect business leadership lesson for the high velocity economy! With business model disruption, the emergence of new, nimble competitors, the onrush of technological change, challenging consumers and more, organizations today must have have more flexibility than ever before to respond to a sudden change in conditions, just as on a ski hill.

But that must be done in the context of keeping a key goal and strategy in mind — staying focused on where you want to go on the journey.

So your leadership lesson for today? Focus forward & be a slinky – simple, yet effective and compelling!

Many organizations engage me for an offsite CEO or executive session that is focused on how to move the organization forward in a period fast paced change. So it was this client in the hi-tech sector — where I delivered a keynote around the idea of ‘agility’ as a key response to an extremely fast moving industry.

It’s not just in the world of hi-tech that is subjected to extremely fast change – everyone is!

Today, I was scheduled to be in NYC for a leadership meeting for a company in the medical device/supplies industry. The event was cancelled/ postponed due to weather….

My keynote was built on the theme of “collaboration, ac celebration and transformation.”

In other words, to get ahead in the high-velocity business world, organizations need to do 3 things, and do them well:

• collaborate. Things are happening so fast, we need to focus on how to best shares ideas, insight into customer and external change, and other issues. A connected team is a better team
• acceleration: we need to move faster, in terms of keeping up with rapidly changing customers, the rapid evolution/change in the products that we sell, the impact of Amazon and other new competitors
• transformation: our business model is and will continue to be subject to big change — so we need to think how we will evolve it, change it, transform it

We live in a time in which leaders and people need inspiration on how to live and work in a world in which the future belongs to those who are fast.

That’s my job, and that’s what I do!