Timing. It’s one of the most difficult facets to consider when thinking about the future. We know that convergence across societal, political, economic, science and technological forces is creating many future scenarios. We also know that enablement is happening at an exponential pace. Some believe (present company included) that the coming macro-level tipping point is likely to impact humanity on a scale only experienced twice in human history (hunter-gatherer to agriculture and agriculture to industrial). There will be many micro-level tipping points on the journey towards an automated society – and the timing of those tipping points is impossible to predict.
Week two of Reimagining the Future has just launched! Week one drew a large audience and generated great dialog. A big thank you to those who have participated so far. As discussed in the course, we must collectively take control of creating our future. Our hope is this course and related dialog are just one small step on that journey. There is still plenty of time to take the full course, you can enroll here.
The future is arriving faster than most people think.
I invite you to rehearse along with me – enjoy this journey through the looking glass. Expand the window below to view via PowerPoint online.
When we look around us, we see a world in which digital is now woven into the fabric of our lives. Where convergence of paradigm shifts is now the new norm and the pace of change is accelerating exponentially. We are now living in a looking-glass world; where everything we think we know is being challenged, including our long-held notions of success and failure. At the same time it’s a world where we can imagine, create and enable like never before.
I thought it would be interesting to get a slightly different perspective on the questions that I posed to Futurist Gerd Leonhard in our recent interview. So I reached out to IT Futurist Thornton May. Thornton and I have interacted on a number of occasions at various events. His bio describes him as a futurist, educator and author. His extensive experience researching and consulting on the role and behaviors of C-level executives in creating value with information technology has won him an unquestioned place on the short list of serious thinkers on this topic. Thornton moderates the nationally recognized CIO Solutions Gallery program, intended for executives and senior leaders in the technology and operations communities.
With that background, I was excited to explore these broad topics with Thornton. His perspective follows.
Does the combination of emerging disruptive scenarios create a new economic paradigm? In The Zero Marginal Cost Society, Jeremy Rifkin describes a world where nearly free goods and services are enabled by the Internet of Things to drive a new paradigm that eclipses capitalism – the Collaborative Commons. It seems the exponential curve of technology is pushing the operating logic of Capitalism – which focuses on driving ever increasing levels of productivity – towards an extreme level of productivity. Its success could therefore be its undoing. I am a firm believer that this emerging period will ultimately be viewed as the most transformative of all time – but I must admit – I did not make this leap. While reading, I found myself focused on business model questions facing every industry – and through that lens, the story resonated with me. It prompted me to revise the anchor visual that I have used throughout this look at disruptive scenarios. I posed this simple question: does combinatorial innovation create a third curve?
This post continues the disruption scenario discussion initiated by my earlier Insurance Industry Case Study. I’ve been using the autonomous vehicle (AV) as an example of a disruptive scenario with potential societal, economical, and environmental impact. In this post, the focus shifts to the scenario’s possible effect on the automotive ecosystem.
Autonomous vehicle technology can be viewed using a five-part continuum suggested by the National Highway Traffic Safety Administration (NHTSA), with different benefits realized at different levels of automation:
Last month, an IHS Automotive study predicted the world will have nearly 54 million self-driving cars by 2035. The study also predicts that nearly all vehicles in use are likely to be self-driving cars or self-driving commercial vehicles sometime after 2050. Meanwhile, automakers and others are unveiling both their plans for – and introduction of – automated features:
My post on the disruptive implications of the Autonomous Vehicle generated dialog that has been very insightful and provocative. Before posting additional analysis of the societal, economical, and environmental impact of emerging disruptive scenarios, I wanted to restate my reason for doing so, and share some great perspective from leaders that engaged in this recent dialog. I launched this last series to support the growing belief that: 1) we are entering what is likely the most transformative period in history, and 2) this should drive a sense of urgency for leaders everywhere. This coming period brings with it many possible disruptive scenarios, each with its own set of consequences. In my experience, leaders view these scenarios as too far off into the future to warrant their time – we’ve been conditioned to think short term. In their new book The Second Machine Age, Andrew McAfee and Erik Brynjolfsson provide their perspective on why the time to focus on the future is now. The three forces they describe (exponential, digital, and combinatorial) are perhaps the best description of the drivers behind the accelerating effect of disruption.