Positive Disruption using Hard Trends and Soft Trends

Strategies based on uncertainty come with high levels of risk, but strategies based on certainty dramatically reduce risk and produce superior results. This is the difference between Soft Trends and Hard Trends.

If you don’t like a Hard Trend, there isn’t a way for you to change it. However, if you don’t like a Soft Trend, you can easily change it to your advantage. I’ve discussed the three digital accelerators responsible for today’s rate of exponential change, transforming every business process in a short amount of time. This is a Hard Trend, while a Soft Trend would be whether you will transform your business processes.

Knowing where to find certainty makes the future more visible. For example, let’s say you want to start a smart watch company. The smart watch business is already filled with competition; however, by using Hard Trends, you can stack the deck in your favor.

Using the certainty provided by demographics, you can create a successful watch business based on the demographic Hard Trend of aging baby boomers and their parents. Simply design a watch for people who are 70 and older — and keep in mind the fact that it will likely be their children who buy it in an effort to keep their parents healthy and safe.

You could design the watch with sensors to detect blood oxygen levels, blood pressure, pulse, temperature and much more. If the wearer falls, the accelerometer in the watch will activate an alarm and send a text message to his or her caregivers. The watch’s GPS and digital assistant will help a wearer with Alzheimer’s get home — and, more importantly, make it possible for caregivers to find him or her from anywhere.

By using the certainty of Hard Trends, you can see new opportunities to create winning products in industries that may already seem saturated.

Next, let’s look at an example of a technological Hard Trend using speed and bandwidth to grow sales. Domino’s Pizza is using a voice-activated personal assistant to increase the speed and efficiency of ordering pizzas. The app even has a “pizza tracker” that allows you to follow the process of your pizza, from creation to delivery. They’ve taken this technological Hard Trend a step further and have created a partnership with Ford Motor Company, making it possible for you to order your pizzas directly from your Ford! With these simple steps, Domino’s has gone from being just a food company to a technology company.

Today, it seems I hear more and more people complaining about government regulations. But what these individuals are missing is that these same governmental regulations are actually Hard Trends that offer visible opportunities. Take the case of the state of California’s requiring nonfiction reading for first through third graders, with a two-year window to comply. I recently met a savvy entrepreneur who capitalized on this new law. She contacted the largest school districts in the state to see if they were interested in getting help meeting this reading requirement. The districts were very interested, which made it easy for her to secure outside funding to develop and supply the online reading products schools need to comply with the new state law.

This entrepreneur took the Hard Trend of a seemingly impossible-to-navigate governmental regulation burdening teachers and administrators and created a new business opportunity out of it. In part thanks to having guaranteed sales by partnering with the large school districts, she cornered the market and successfully developed and supplied the online reading products by the required deadline.

Remember, strategy based on certainty has low risk and high reward. Base your strategies on certainty, on the known future ( the Hard Trends), as well as on the Soft Trends you can manipulate, and you will build something that will not only survive but even thrive in the years ahead.

Merely hoping that disruption is not on your horizon is not a strategy; it is avoidance. Paying attention to a certainty is a strategy. If you don’t make this perspective shift today, it will be far more difficult to lead from behind tomorrow. As dizzying as the pace of change has been these past few years, that pace will only increase.

It’s not uncommon to limit yourself by focusing on all the things you don’t know and all the things you can’t do.

Instead, create the habit of starting with a list of all the things you do know and all the things you can do! Every time you run into something you aren’t certain about, focus harder on the certainties involved.

Turn Disruption and Change Into Opportunity and Advantage with my latest book The Anticipatory Organization. 

Apollo 11 Moon Landing – Doing the Impossible

Several years ago, I was speaking in Jordan at a leadership summit when I had the pleasure of meeting Neil Armstrong. Of all the people I’ve met, I must admit that this meeting was the one I was most looking forward to. Given that fact and Mr. Armstrong’s incredible legacy, myself and millions, if not billions, of others around the world were saddened by his passing. In his memory, and in lieu of the 50th anniversary of the successful Apollo 11 moon landing, I wanted to share a story he shared that I believe has a profound message for our time.

As I travel around the world as a strategic advisor and keynote speaker, I have the privilege of meeting many amazing people, including presidents, prime ministers, and Fortune 500 CEOs, just to name a few.

Several years ago, I was speaking in Jordan at a leadership summit when I had the pleasure of meeting Neil Armstrong. Of all the people I’ve met, I must admit that this meeting was the one I was most looking forward to. Given that fact and Mr. Armstrong’s incredible legacy, myself and millions, if not billions, of others around the world were saddened by his passing. In his memory, and in lieu of the 50th anniversary of the successful Apollo 11 moon landing, I wanted to share a story he shared that I believe has a profound message for our time.

Impossible Roadblocks

He said that in the years of research, innovation, and testing that led up to his first footsteps on the moon, there were many times that NASA engineers and scientists would reach an impossible roadblock. During these times, they would say, “We will have to halt the mission. There is no scientific solution to this problem.” Or, “We have tried everything imaginable to solve this problem, and we can’t solve it.”

He went on to say that every time NASA’s best thinkers and scientists reached an impossible roadblock, they were told, “We are going to the moon.” And every time, they would look at each other and say, “OK, got it,” and then they would try again and again. Soon, they would have a solution that worked. He said this happened many times, and each time, the impossible turned out to be possible once they were reminded of the impossible mission they were on.

Your Biggest Problem

This concept is a variation of my strategy of taking a problem and skipping it. Take into consideration your organization’s biggest problem, and you will come to realize that it is likely not the real problem; it is merely a roadblock, much like NASA’s several roadblocks on its way to the moon.

In your organization, “going to the moon” is likely a metaphor for accomplishing something that no other organization has accomplished before. Perhaps your organization is implementing my Hard Trend Methodology, through which you pay close attention to the Hard Trends shaping your industry and pre-solve your customers’ problems with a new product or service they never knew they needed. From an outsider’s perspective, that new product or service initially sounds outlandish; however, the organization acted in an anticipatory manner in realizing what a customer needed before it existed.

NASA going to the moon, solving problems to get to the moon, and piloting our country far ahead in the space race was NASA anticipating. Having a compelling vision for where you want to go or what you want to do—something that is bigger than any one person, something that might even seem impossible—is the kind of vision that can cause people to want to do more, want to reach higher, and want to keep trying.

Remember, Dr. Martin Luther King Jr. did not stand up in front of all those people in Washington, DC, and say, “I have a plan.” Rather, he said, “I have a dream.” And his dream was not to get elected or make vast sums of money. His dream was to better mankind. Putting a man on the moon was similar. It was a dream we could all share—a vision that would not have us question the cost—so we did it.

When Neil Armstrong was about to take that first step off the ladder and onto the moon’s surface, he did not say, “One small step for a NASA astronaut, one giant leap for the United States.” He knew that going to the moon was a human achievement for all of humankind.

Whether you are the leader of a country, a company, a business, or a school, when you find yourself faced with something that seems impossible, remember how we put a man on the moon—by keeping a dream, an articulated vision of what we want to do, as a picture in our mind’s eye. You can take your organization’s biggest problem and simply skip it, propelling the organization to new heights and accomplishing things for the greater good of humankind. Human history has taught us that nothing is impossible when we have a big dream that can be converted into a shared vision.

Learn more with my latest book The Anticipatory Organization– get your copy here.

Redefine and Reinvent Your Career Before It Leaves You Behind

Going forward, the one and only thing you can depend on is transformation. Technology-driven business process transformation is a Hard Trend; it will happen, and it is happening now! However, the truth of the matter is that actually utilizing this Hard Trend to redefine and reinvent your business or your career is a Soft Trend; some will do it and prosper, others will not. For those who want to use the forces of change and transformation to grow and prosper, this article is for you.

We are no longer in a period of rapid change. We have now entered an amazing inflection point where true transformation happens. For example, we changed how we listened to music and catalogued our media when we went from CDs and floppy discs to all our smartphones holding music, photos, files, email and access to information. Technological change transformed our processes in these industries.

Going forward, the one and only thing you can depend on is transformation. Technology-driven business process transformation is a Hard Trend; it will happen, and it is happening now! However, the truth of the matter is that actually utilizing this Hard Trend to redefine and reinvent your business or your career is a Soft Trend; some will do it and prosper, others will not. For those who want to use the forces of change and transformation to grow and prosper, this article is for you. It is crucial to understand that you can’t go backward, and you can’t stand still. You can’t keep doing what you’ve always done and expect to thrive, even if you are improving at that rhetorical process. The only way to survive and thrive is to continuously reinvent and redefine everything you are doing.

Redefining and Reinventing

Transformation is an accelerated and magnified force of change. Redefining and reinventing is a way of harnessing that wild force and applying it to a product, a service, an industry, or a career. Redefining and reinventing mean seizing the opportunity to rewrite your own history—before digital disruption does it for you.

Lee Iacocca and Hal Sperlich reinvented an entire marketplace back in 1983 when they redefined the family station wagon with an entirely new automotive category—the minivan—that would continue to dominate for the next quarter century. At the time, station wagon sales were not growing, even though baby boomers were in their prime childbearing years and the nation was bursting with new families. Why? Because even though baby boomers needed a set of wheels with substantial family room, they did not want to look and act just like their parents.

A Powerful Strategy

Fast forward to more recent times. Basic minivans are not as cool to the next generations having families, as Generation X and millennials grew up riding in their parents’ minivans, and history tends to repeat itself: they do not want to look and act just like their parents, either! Now automotive companies produce what is called the crossover—sporty alternatives to minivans capable of safely and conveniently hauling both families and large purchases from the store. As it was a stroke of flash foresight with baby boomers, it occurred yet again, based on the Hard Trend of Generation X, millennials, and their needs (along with the eternal insight that people don’t want to look or act like their parents).

Reinventing has always been a powerful strategy. But in the past, corporate and product reinvention was an option; today it is an imperative. Today, we live in a unique context, where an absurd amount of processing power and bandwidth exists and has completely transformed our concept of stability. In the past, stability and change were two contrasting states: when you achieved stability, you did so despite change. Today change itself has become an integral part of stability. You can achieve stability only by embracing change as a continuous and permanent state.

But even change itself has changed. Information and new knowledge now travel around the world at the speed of light while technological innovation occurs almost as fast as the speed of thought. In this new frontier of vertical change, you cannot just reinvent now and then: to survive and thrive you must be redefining and reinventing yourself, your business, and your career continuously.

If you are a business, you are faced with an urgent question every day: Are your customers learning and changing faster than you are? Because they are changing and learning fast—and if you are not already designing and providing the solutions to the problem they are going to have next week and next year, you are already behind the curve. This truth spans industries and size, no matter if you are an individual, a small business, or a multinational corporation.

The question is whether we will become more anticipatory by paying close attention to the Hard Trends shaping our industries, or wait until we are inevitably disrupted by technology-driven change. Apple, Google, and Amazon are good examples of Anticipatory Organizations, and the results speak for themselves. Will you join them?

Eager for more insights? Find them in my new book,The Anticipatory Organization, now available for the price of shipping.

Future Insight: Changing the World with an Anticipatory Mindset

We are at a unique point in human history, marked by accelerating global change and enhanced by technological advances. We are always doing the impossible. Agile organizations learned how to change rapidly, but with change accelerating, we must go beyond agility and learn to anticipate disruptive problems before they happen.

We are at a unique point in human history, marked by accelerating global change and enhanced by technological advances. We are always doing the impossible. Agile organizations learned how to change rapidly, but with change accelerating, we must go beyond agility and learn to anticipate disruptive problems before they happen.

A New Incentive

With over 500 known cycles that repeat, such as biological cycles, celestial cycles and business cycles, and predictable linear changes, such as the retirement of aging Baby Boomers, there is a way to anticipate many of the problems we will have and pre-solve them before they happen. The good news is that there is a growing global supply of young, anticipatory minds paying attention to the Hard Trends with an interest in changing the world, now with a new incentive for them to anticipate ways to shape the future positively.

In celebrating its 350th anniversary in 2018, Merck KGaA of Darmstadt, Germany, pioneered the Future Insight Prize to stimulate groundbreaking science and innovative technologies for the benefit of humanity. With a targeted 1,000,000-euro grant, the inaugural Future Insight Prize winner of 2019 will be announced in July, marking the first of many prize winners over the next 35 years that both stimulate and honor achievements in science and technology key for humanity, namely health, nutrition and energy.

The Pandemic Protector

The 2019 prize will be allocated in the field of pandemic preparedness, for work in anticipating a later realization of the visionary dream product coined as the “Pandemic Protector.” This breakthrough product begins with a clinical sample of a person infected with an unknown pathogen and produces an agent for cure or to prevent infection of others within a short, clinically relevant time frame. Researchers and entrepreneurs know we must anticipate, pre-solve and change in new, innovative ways in order to stay ahead of this problem.

First announced at Curious 2018, the first Future Insight conference, the event had more than 60 speakers, including six Nobel laureates, and was attended by more than 1,300 leaders from academic and corporate environments from all over the world. This announcement drew in more than 70 top scientists to the Future Insight Prize jury, collaborating to select the first year’s prize winner.

With antimicrobial resistance threatening the effective prevention and treatment of an always-transforming range of infections, this research is imperative for 2020 because the CDC estimates that in the United States alone, over two million people are sickened every year with antibiotic-resistant infections, with at least 23,000 deaths as a result. Worldwide, there is evidence of antibiotic resistance in bacteria that cause common and treatable infections, such as pneumonia.

The 2020 dream product is likely to build upon the 2019 “Pandemic Protector,” as innovators are already working to develop a series of novel, narrow-spectrum antibacterial agents capable of curing any bacterial infection without induction of drug resistance.

In yet another cumulative way, 2021’s prize is on the topic of dramatic population increase and how to sustain such an increase with innovative ways to produce food while avoiding compromising the integrity of our planet. Given the fact that the population is likely to hit 9.1 billion by 2050, overall food production must increase by 70% between 2005 and 2050.

The prize topics extend as far as 2022, which pertains to renewable sources of energy as to slow and ultimately cease the constant consumption of our natural resources for fuel. In conjunction with this concept, researchers hope to avidly avoid altering our atmosphere’s CO2, which will require us to utilize the sun in new and innovative ways.

Future Insight Prize

It is an honor for Burrus Research to partner with Merck to expand and advance the Future Insight Prize as a mainstream example of anticipatory innovation applied to the greater good of the human race. Professors and scholars of Harvard University, Princeton and many more Ivy League institutions are joining in to get as many innovative minds as possible focusing on pre-solving the world’s greatest challenges in the future sustainability of our planet by way of continuing research laying important foundations for the four published dream products as discussed here.

Change comes from the outside in, forcing us to react and manage crises. Transformation, on the other hand, whether it is business or personal, always comes from the inside out, and that gives us far more positive control while allowing us to actively shape the future. The Future Insight Prize is a perfect example of a company utilizing their available resources to anticipate and pre-solve global problems before they happen as they positively shape the future, not only for themselves, but for the future of humankind. I believe it is imperative that attention be brought to this incredible opportunity for entrepreneurs and innovators alike.

The Curious 2020 Future Insight Conference, will take place July 13 -15, 2020 in Darmstadt, Germany, The Conference will run with plenary sessions followed by three parallel work streams with attendance from all over the world.

Disruptive Breakthroughs in 3D Printing

2019 is looking to be a big year for new, disruptive technology. The business sectors that will be most dramatically affected will be healthcare, manufacturing, construction, transportation, aerospace, and life sciences. One industry that is always growing and shows no signs of slowing is 3D printing. It is going to continue to be hugely disruptive to every industry — including yours.

The newest 3D printing technology enables the use of dozens of different materials simultaneously in one print run. Materials range from biological filament and living tissue to chocolate, rubber, metals, plastics, clay, and wood fiber.

We have reached the point where 3D-printed electronics can be successfully integrated with multiple materials and complex shapes. In short, we have entered a world in which many things can be 3D printed — right in front of you. And now the speed at which printing can occur is where we are headed next.

The newest types of 3D printers are up to 40 times faster than original additive manufacturing machines released in the past five years. These astounding devices can reduce production timelines of very functional pieces of equipment from days to mere hours. The possibilities are endless.

A known 3D printing example in the medical field is dental implants or 3D models of teeth orthodontists use to determine the care needed for braces. Likewise, the mechanical design process of 3D printing will become more autonomous in the coming years, taking elements from pre-existing designs to create new ones.

Using 3D printing, sophisticated engineering projects like printing a car can be designed, built, and brought to market faster than ever, rather than the typical year or multiyear-long development cycle. This concept is being referred to as 4D printing, where time is a factor in the process. But with all this shortening of what used to be long-term projects, many fear that this means sacrificing quality to the machines. This is not true.

When breakthrough technologies arrive, they do notsimply replace older ones. We integrate the old and the cutting edge to create new value, and that in turn alters how we relate to the older technology without erasing that older technology completely. Transformation is seldom a simple case of new tech replacing old tech.

3D printing has not and will not fully replace traditional manufacturing; it will instead be integrated with it to provide even more value. Jobs of years past will be repositioned in new ways to work alongside 3D printing in manufacturing, especially given the speed at which 3D printing increased coupled with the importance of the parts 3D printers are creating. This increases the need for employees to review and ensure quality of the items created.

Technology-Driven Change Coming to a Market Near You

We’re about to witness an explosion of new applications. Rapid prototyping, as well as personalized manufacturing, has allowed manufacturers to innovate with new materials and new designs. The spectrum of products from 3D printers has reached household goods, jewelry, clothing, human implants, jet engine parts, and much more to come. Mainly, healthcare has become one of the bigger ones in the past five years.

I’ve spoken a lot about the Hard Trend — a future fact that is inevitable — of the aging baby boomer population. Personalized medical devices will fit better, perform better, and perhaps reduce medical costs, enabling us to replace everything from pacemakers and pins to old organs with new organs created out of organic tissue. Even replacement bones have been 3D printed recently. These are good examples of a technology that will help us meet the needs of a generation getting older.

But the technology and processes have been refined in the past few years — in 2019, they will become even more disruptive in multiple industries. 3D printing truly excels in its ability to enable personalization. This ability to economically create a very limited run of widgets or entire devices — down to a single part run — is what makes 3D a truly disruptive technology. Add in the sheer speed of the process and you have a technology that will drive change.

It’s your turn — how do you envision using 3D multi-material printing? Don’t fall into the trap of seeing this as overhyped, a fad, or something that’s just going to go away. Instead, ask yourself: How do the potentials of this technology excite and inspire you? What will you make of it? And how will it disrupt your industry so you can learn to be more anticipatory?

If nothing else, 3D printing has closed the gap between imagining something and building it.

Which technology innovations could be a game-changer for your industry? Learn how to tell with my latest book The Anticipatory Organization.

Smart Construction: How AI and Machine Learning Will Change the Construction Industry

Artificial Intelligence (AI) is when a computer mimics specific attributes of human cognitive function, while machine learning gives the computer the ability to learn from data, as opposed to being specifically programmed by a human. Here are ten ways that AI and machine learning will transform the construction and engineering industries into what we’ll call “smart construction.”

These days, seemingly everyone is applying Artificial Intelligence (AI) and machine learning. I have written about disruptions in the manufacturing industry, such as Industry 4.0, while illustrating the Hard Trends that indicate where improvements will be made in the future.

The construction industry, which makes up 7% of the global workforce, should already have applied these technologies to improve productivity and revolutionize the industry. However, it has actually progressed quite slowly.

Growth in the construction industry has only been 1% over a few decades while manufacturing is growing at a rate of 3.6%. With the total worker output in construction at a standstill, it is no surprise that the areas where machine learning and AI could improve such statistics were minimal. Yet, those technologies are finally starting to emerge in the industry.

Artificial Intelligence (AI) is when a computer mimics specific attributes of human cognitive function, while machine learning gives the computer the ability to learn from data, as opposed to being specifically programmed by a human. Here are ten ways that AI and machine learning will transform the construction and engineering industries into what we’ll call “smart construction.”

  1. Cost Overrun Prevention and Improvement

Even efficient construction teams are plagued by cost overruns on larger-scale projects. AI can utilize machine learning to better schedule realistic timelines from the start, learning from data such as project or contract type, and implement elements of real-time training in order to enhance skills and improve team leadership.

  1. Generative Design for Better Design

When a building is constructed, the sequence of architectural, engineering, mechanical, electrical, and plumbing tasks must be accounted for in order to prevent these specific teams from stepping out of sequence or clashing. Generative design is accomplished through a process called “building information modeling.” Construction companies can utilize generative design to plot out alternative designs and processes, preventing rework.

  1. Risk Mitigation

The construction process involves risk, including quality and safety risks. AI machine learning programs process large amounts of data, including the size of the project, to identify the size of each risk and help the project team pay closer attention to bigger risk factors.

  1. More Productive Project Planning

A recent startup utilized 3D scanning, AI and neural networks to scan a project site and determine the progress of specific sub-projects in order to prevent late and over-budget work. This approach allowed management to jump in and solve problems before they got out of control. Similarly, “reinforcement learning” (machine learning based on trial and error) can help to collate small issues and improve the preparation phase of project planning.

  1. More Productive Job Sites

Professionals often fear machines will replace them. While intelligent machines will take over first repetitive and eventually more cognitively complex positions, this does not mean a lack of jobs for people. Instead, workers will transition to new, more fulfilling and highly productive roles to save time and stay on budget, and AI will monitor human productivity on job sites to provide real-time guidance on improving each operation.

  1. Safety First

Manual labor not only has the potential to be taxing on the body, but also to be incredibly dangerous. Presently, a general contractor is developing an algorithm that analyzes safety hazards seen in imagery taken from a job site, making it possible to hold safety briefings to eliminate elevated danger and improve overall safety on construction sites.

  1. Addressing Job Shortages

AI and machine learning have the capacity to plot out accurate distribution of labor and machinery across different job sites, again preventing budget overruns. One evaluation might reveal where a construction site has adequate coverage while another reveals where it is short staffed, thereby allowing for an efficient and cost-effective repositioning of workers.

  1. Remote Construction

When structures can be partially assembled off-site and then completed on-site, construction goes faster. The concept of using advanced robots and AI to accomplish this remote assembly is new. Assembly line production of something like a wall can be completed while the human workforce focuses on the finish work.

  1. Construction Sites as Data Sources

The data gathered from construction sites and the digital lessons learned by AI and advanced machines are all tools for improving the productivity of the next project. In this way, each construction site can contribute to a virtual textbook of information helpful to the entire industry.

  1. The Finishing Touches

Structures are always settling and shifting slightly. It would be beneficial to be able to dive back into data collated by a computer to track in real time the changes and potential problems faced by a structure — and AI and machine learning make this possible.

Given the inevitable changes on the horizon, and the potential for costs to drop up to 20% or more with increased productivity, professionals in the construction industry must pay attention to Hard Trends, become more anticipatory, and ultimately learn to turn disruption and change into opportunity and advantage.

Know What’s Next

Discover proven strategies to accelerate innovation with my latest book The Anticipatory Organization. Follow this link for a special offer.

Shape the Future–Before Someone Else Does It For You!

Augmented Reality Defined with Opportunities

Now that the Three Digital Accelerators have improved enough to enhance smart glasses, consumer use will increase. Imagine walking down a busy street in New York City searching for the perfect slice of pizza. It would benefit you to be wearing AR glasses that can quickly scan the area for a highly recommended restaurant per consumer reviews. Wearing the technology rather than having your eyes divert to your phone is faster and safer.

Several years ago, I started using an augmented reality (AR) app for my smartphone whenever I ventured into the mountains. It was quite useful; I could point my device at any mountain to see information overlaid on the image. When I moved my device around, the information changed to correspond with what I saw.

Google Glass was an early example of AR glasses. However, the Three Digital Accelerators(computing power, digital storage and bandwidth) I first identified in 1983 as the drivers of predictable exponential change were not advanced enough when this product emerged, and miniaturization of components had not reached the level needed to make the glasses look like regular glasses.

While few consumers tried them, Google Glass opened the eyes of entrepreneurs to see future possibilities. Surgeons used Google Glass to watch a patient’s vitals without taking their eyes off the surgical area, warehouse workers used them to locate products needing boxing, and universities used them to enhance student engagement in science lab classes.

The Future of AR

Now that the Three Digital Accelerators have improved enough to enhance smart glasses, consumer use will increase. Imagine walking down a busy street in New York City searching for the perfect slice of pizza. It would benefit you to be wearing AR glasses that can quickly scan the area for a highly recommended restaurant per consumer reviews. Wearing the technology rather than having your eyes divert to your phone is faster and safer.

I envision that the earpiece of your AR glasses will act as a rheostat, allowing you to fade the information in or out. As a keynote speaker, wearing a pair of AR glasses that allow me to see the names of audience members would be helpful, and by adjusting the fade control, turning off the information as needed will be helpful. This does not exist – yet. One of the principles I teach is “If it can be done, it will be done, and if you don’t do it, someone else will.”

It’s clear that practical uses for AR are ripe with opportunity. After acquiring smart glasses lens manufacturer Akonia Holographics in August 2018, Apple has been working on AR products. This positions the company to positively disrupt the industry, along with Microsoft and Facebook, which are working on AR glasses of their own.

Outside the US, Chinese technology giant Huawei is creating its own version of smart glasses. Its latest device, the Mate 20 Pro smartphone, already utilizes augmented reality apps predominately, but the company suggest that AR glasses are definitely in the works.

The company will bring more AR experiences to the Mate 20 Pro so its customers can use AR more widely before releasing its smart glasses. By better perfecting the user experience, they are pre-solving predictable problems, following one of my core principles.

Outside of AR, Huawei is a serious player in consumer electronics. It recently displaced Apple as being the world’s second-largest smartphone maker, expanded its digital products and even ventured into the world of smart speakers.

In comparison with virtual reality (VR), AR is developing faster for several reasons.

1)   VR requires the user to be cut off from the real world in order to be fully immersed in a virtual world,while AR allows the user to see the real world simultaneously.

2)   VR requires time-intensive graphic programming in order to create a photo-realistic 3D world, limiting the ability to attract the talent needed to grow as fast as AR.

3)   VR headsets are cumbersome compared to AR glasses.

Augmented reality represents a new platform for launching game-changing products and services. If you want to profit from this fast-growing industry, focus on being anticipatory by identifying the Hard Trends that are shaping the future and their related opportunities to lead change.

If you would like to learn how to become more anticipatory in the new world of augmented reality, be sure to pick up my latest book The Anticipatory Organization today!

Solve Problems and Innovate as an Anticipatory Leader™

Anticipatory Leaders™ understand that we are at a unique point in human history, filled with waves of disruption and opportunity. We are doing things today that were impossible just a few years ago. If you look at the Hard Trends that are shaping the future, you can easily see that we will be doing things two years from now that are impossible today. That means the old rule, The Big Eat the Small, is being replaced by a new rule, The Fast Eat the Slow.

Anticipatory Leaders™ understand that we are at a unique point in human history, filled with waves of disruption and opportunity. We are doing things today that were impossible just a few years ago. If you look at the Hard Trends that are shaping the future, you can easily see that we will be doing things two years from now that are impossible today. That means the old rule, The Big Eat the Small, is being replaced by a new rule, The Fast Eat the Slow. They know this new reality is driven by the exponentially increasing rate of technology-driven change. Many wonder why so many established organizations of all sizes are moving so slow. The answer is simple: they think they are moving fast. But in this new era, they’re actually moving slower than they realize.

Young professionals are aware their organization’s pace is too slow as their mindset is less historical. They have looked around and seen others outside of their industry moving much faster. The best and the brightest of the younger employees often see the older leaders in their organization as almost fearful of making a bold move.

Anticipatory Leaders leverage the complementary strengths and weaknesses of all generations to enable the organization to move forward faster. They combine the wisdom and experience of the older employees with the out-of-the-box thinking and awareness of new technology that the younger employees have to accelerate innovation and growth. They use the confidence that comes from the certainty of Hard Trends to jump ahead quickly with low risk. They know that not moving faster and bolder is the bigger risk, and that if they don’t take advantage of new technological capabilities, someone else will!

Here is a big insight that Anticipatory Leaders know: trying to keep up in today’s world will only keep you behind. The reality is that the company you are trying to keep up with is not standing still. It is most likely ahead because it is anticipatory and moving far faster, keeping a good distance ahead of you. It embraces the fact that in a world of exponential change, advantage comes from jumping ahead of the change curve with the confidence that comes from high levels of certainty, and not relying on reacting quickly after the disruption or problem happens.

When we think of innovation today, we tend to think of the big innovations that disrupt industries or create a new product or service line. This type of innovation doesn’t happen very often in traditional organizations, and often has long time frames from ideation to implementation. In addition, only a small percentage of all employees will be involved in the process. Anticipatory Leaders go beyond reactive innovation, even fast, reactive, agile innovation, and empower employees with two new types of anticipatory innovation: Everyday Innovation and Transformational Innovation.

Everyday Innovation empowers all employees to implement inventive solutions to everyday problems by providing easy-to-use methods for rapid problem-solving. This includes applying Problem Skipping and the Law of Opposites, as well as keeping their opportunity antenna up to look for potential problems to pre-solve before they happen. It’s amazing how innovative people can be when they know a few basic principles and are empowered to take positive action immediately.

Transformational Innovation involves identifying the Hard Trends that are shaping the future and using them to become a positive disruptor, jumping ahead with the low risk that comes from certainty and the knowledge that if you don’t do it, someone else will.

If you would like to go beyond agility and become an Anticipatory Leader, pick up a copy of my latest bestseller, The Anticipatory Organization: Turn Disruption and Change Into Opportunity and Advantage, and consider our online Anticipatory Leader System.

Don’t Miss AR’s Amazing Opportunities

Augmented reality (AR) is a new industry growing at an exponential rate, loaded with opportunities for job creation. It offers a playground for entrepreneurs who want to use the certainty of Hard Trends to their advantage.

Augmented reality (AR) is a new industry growing at an exponential rate, loaded with opportunities for job creation. It offers a playground for entrepreneurs who want to use the certainty of Hard Trends to their advantage.

What’s most exciting about AR is that it is much easier to develop than virtual reality (VR), which requires a lot of programming and photo-realistic graphics in order to create a fully immersive virtual world.

AR takes less time and money to develop. Data is overlaid onto a live view of something, and users can multitask, allowing them to work while simultaneously accessing important information.

Both AR and VR have a bright future, but AR represents a much more dynamic world of opportunity. For example, I use an AR app that allows me to hold my smartphone up to any mountain, and the app will tell me the height of the mountain, the length of the trails, and other useful data that can help me determine where I might want to hike, climb or bike on vacation.

AR can also engage tourists who are in a new city for the first time. When you’re on a street in New York, you can tell an app what type of shoes you’re looking for, and all you have to do is hold your smartphone up and pan around to see if any nearby stores have what you want.

Soon we’ll be wearing AR glasses that are connected via Bluetooth to an AR app that will allow keynote speakers like myself to see the people we’re talking to, but also see their names, and by moving our fingers along the earpiece of the glasses, we’ll switch from no data to full data.

The Augmented Reality Job Market

We are in the beginning stages of a burgeoning AR market. I would highly recommend entering the world of AR professionally sooner than later. The wide-scale application of AR is only limited by our imaginations, and early developers in the field have barely scratched the surface of what is possible.

Given the wide range of industries that will benefit from AR, I predict that in the next few years we will see a multitude of usages, especially when AR glasses hit the market. Likewise, the glasses themselves will be more aesthetically pleasing thanks to the growth of miniaturization. Prescription AR glasses will be made available for those who need them, changing the usage dynamic from smartphone apps to wearables.

If you are considering a career in AR, it’s important to think about the ideal industry that would benefit from it, such as sales, service, maintenance and repair, factories, retail stores, and real estate offices. There’s a market for it in the trades as well, as AR glasses can be used to help people train quickly to become tradespeople to keep up with growing demand.

Within five years, we will see high-fashion AR glasses worn by many people. Data will be more frequently overlaid on our surrounding environment, and video media will be included. It is already possible to 3-D print a 4K camera that is the size of a fly’s eye, and with advances in solar charging, getting energy from ambient light will help us avoid the concern of charging AR glasses.

The Positives and the Negatives

With every new industry there are positives and negatives. In augmented reality, the greatest positive is quite clear: increasing humankind’s ability to make better decisions faster.

However, there is always a downside that we must look to solve before it occurs. The most obvious risk is that you might be paying more attention to the data than to the visual reality and walk into danger. When it comes to using digital technology, there is always a time to unplug. The concept of misinformation also exists, where the data overlaying your environment could be hacked and also put you in danger. Always remember to anticipate risks and think critically.

The future is bright for augmented reality for entrepreneurs and consumers. Ultimately, the industry will develop practical uses much faster than in the world of virtual reality. Virtual reality business applications will find many great niche markets, but augmented reality can be used by anyone anywhere due to the user’s ability to multitask.

The best thing about augmented reality is that you can use it while still interacting with the real world, which is very powerful. It does not encourage us to close ourselves off from our physical existence; it allows us to see insightful information in real time. It will give us a new way to discover the hidden facts that bring the things in our world to life.

We’re only at the base of the mountain of change, and the time to start your climb upward is now!

Technology-driven change is accelerating at an exponential rate, but moving fast in the wrong direction will only get you into trouble faster! Reacting to problems and digital disruptions, no matter how agile you and your organization are, is no longer good enough. If you don’t already have a copy of my latest bestselling book The Anticipatory Organization, click here to get your copy now!

An Anticipatory Leader™ understands that technology-driven change is accelerating at an exponential rate. They have learned from a large list of high-profile Fortune 100 companies that were great at both agility and execution but experienced dramatic downturns. Reacting to problems and digital disruptions, no matter how agile you and your organization are, is no longer good enough.

Anticipatory Leaders know that a high percentage of future disruptions, problems, and game-changing opportunities are predictable and represent unprecedented ways to accelerate growth and gain advantage. They understand that there is no shortage of trends or good ideas, and they ask which trends will happen and which ideas are the best to invest their time and resources in. They have overcome these challenges by becoming anticipatory. This happens by using the methodology of separating the Hard Trends that will happen because they are based on future facts from the Soft Trends that might happen because they are based on assumptions about the future. Then they apply these Hard Trend certainties to their innovation and decision-making processes, allowing them to accelerate innovation and jump ahead with low risk.

Anticipatory Leaders know that it’s better to solve predictable problems before they happen, and that predictable future problems often represent the biggest opportunities. They know that being anticipatory means creating strategic plans that are dynamic and then elevating their strategic plans to keep them relevant and stop them from becoming obsolete before they are implemented.

They have discovered the power of using the certainty of Hard Trends to give the people that report to them the confidence to make bold moves. They know that if what they are saying is seen as opinion, listeners will want another opinion, but if they speak in future facts that are undeniable future truths, there will be far less debate and much more forward progress.

They fully understand that we are at the base of a mountain of increasing disruption that does not happen just once. It comes in waves, giving every organization and professional only two options: to become the disruptor or the disrupted.

By using the Anticipatory Model and methodology to identify the disruptive Hard Trends that are approaching, they now have the opportunity to make a strategic choice to be the disruptor. They know there is no longer a middle ground.

Anticipatory Leaders know that disruption is often seen as something negative, because it happens to organizations and individuals, forcing them to react by changing quickly or face increasingly negative consequences. Disruptors, on the other hand, are creating change from the inside out, giving them far more control of their future. Disruptors are often using technology to eliminate problems or to reduce the friction that creates a less than desirable experience. I refer to them as “positive disruptors” because they tend to use technology to improve a process, product or service. They enhance the customer experience, and in most cases they transform it!

Anticipatory Leaders know the advantage  a shared Futureview® has when it is based on the Hard Trends that are shaping the future – a windshield view versus a rearview mirror view. The Futureview principle states “How you view the future shapes your actions today, and your actions today will shape your future. Your Futureview will determine the future you. ”Change your Futureview, and you will change your future.

For example, it’s clear that Sears, which is closing over a hundred physical stores, has a different Futureview than Amazon, which is opening over three thousand brick-and-mortar retail stores and over a hundred physical bookstores. These two companies’ Futureviews will shape their future.

Anticipatory Leaders elevate their organization’s shared Futureview, based on the Hard Trends and transformational changes that are shaping the future. They know that their Futureview will change, and in many cases they transform the future of the organization for the individuals involved for the better.

Become an Anticipatory Leader™

If you would like to go beyond agility and become an Anticipatory Leader, pick up a copy of my latest bestseller, The Anticipatory Organization: Turn Disruption and Change Into Opportunity and Advantage, and consider our Anticipatory Leader System today.