A recent New York Times article warned of the future dangers robots could pose to the humans who work alongside them. The article cited the 33 deaths robots caused in the industrial setting over the past 30 years. While any death is unfortunate, let’s put that number into perspective. In the U.S. alone, there are 80 deaths due to auto accidents every day.
Daniel Burrus' Strategic Insights Blog
Not too long ago, most people lived a very different life filled with many different realities. We had our work reality, our home reality, our recreational reality, our church or religious affiliation reality, our vacation reality, and many others.
All of these realities represented different aspects of our life that were separate from each other. After all, many times your spouse and children didn’t know who you interfaced with at work or even what you did all day. And the people at work didn’t know what you did on vacation or much about your home life or social activities.
Over the next five years, how you train and educate your staff won’t just change; it’ll transform. What’s the difference? Changing means continuing to do essentially the same thing, only introducing some variation in degree. Transformation means doing something utterly and radically different. For example, moving our music from cassette tape to CD was simply a change. But going from a CD to having all your music in digital format on your smart phone and with you at all times was a transformation.
Exponential changes driven by processing power, storage, and bandwidth are now impacting how organizations need to train their workforce, and this transformation will certainly accelerate. The only question is whether your organization will take advantage of it.
We are all good at reacting and responding, putting out fires, and crisis management. In addition, organizations large and small have learned how to be lean and agile, and how to best execute a strategy at a high level.
However, despite these skills, General Motors still declared bankruptcy, Blockbuster closed its last store, and Blackberry quickly moved from leading to bleeding. And let’s not forget Hewlett-Packard, Sony, Dell, and a host of other companies who failed to thrive despite its leaders and workers being constantly busy.
In a world filled with uncertainty, you have to ask what you are certain about. The number one thing I’m certain about is that the future is all about relationships. If you want a positive future, then you need to have positive relationships with your employees and customers. And if you want positive relationships, you have to focus on the glue that holds a positive relationship together. What is that glue? It’s trust, which you earn through your values, such as honesty, integrity, delivering on promises, and so on.
Wouldn’t it be great if you could predict the future—and be right? If you could conceptualize the next great innovative product and know it will be a wild success before you even make your prototype? If you could roll out the next innovative service or process without fear of it failing?
Well, you can predict the future accurately and be a great innovator. All you have to do is leave out the parts you could be wrong about.
Since the dawn of human kind the business landscape was a man’s world. Times are changing! Today, women are wielding more and more power on both sides of the business transaction. First, let’s look at some facts from the consumer side. In family purchases that involve two adults (a woman and a man) women make:
Currently, passwords are total chaos. In fact, most people have terrible passwords that are easy for hackers to guess. Even worse, many people use the same password for all their accounts, and they haven’t changed their password for years. So all a hacker has to do is guess the password once and they’ll have access to the user’s entire life. And while we were all advised to change our passwords after the recent Heartbleed attack, very few of us actually did.
Executives, managers, the business and popular press all tend to make the same false assumption about the future of technological change. Every time a new product category is introduced, they assume that the older category will soon cease to exist.
But that’s not the way it works. The hottest new breakthrough technologies do not necessarily replace older ones. Instead, they often coexist side by side because the old technology has its own unique profile of functional strengths that the new technology never fully replaces.
I’ve always asserted that the future really is visible—that you can predict events before they occur. When I’m delivering a keynote speech, I often say that the reason I have been so accurate about my predictions all these decades is because I leave out the parts I can be wrong about. It sounds simple, but it is also powerful when you realize how much you can be right about. The key was developing a methodology of separating what I call Hard Trends, trends that will happen, from Soft Trends, trends that might happen. It was sticking to that methodology that yielded a great track record of accuracy.