Signals. How do you find them through all the noise? When you do find them, what do they tell us? Many are looking for signals that illuminate the post-pandemic world of work. Will we return to an office in large numbers? Will the future evolve towards a hybrid, more flexible model of work? What happens to real estate? In a recent article, Dan Gentile identifies companies that are Leaving the Bay Area. According to the article, there are 16.3 million square feet of office space in San Francisco currently vacant. The organization sf.citi surveyed companies in January 2021 and found that 63% of those asked plan to downsize or have already downsized their offices. The results of the survey also showed that only 14.6% of companies polled plan to have their employees return entirely to in-person work (signals).Continue reading
In reflecting on thoughts from the previous decade, I looked back at Automation and Digital Transformation. Today I will focus on autonomous vehicles. I first wrote about them in 2014 when I looked at their Disruptive Potential. At the time, the compelling case for moving to full autonomy was truly clear. From the post:
In a recent book titled: The New Killer Apps: How Large Companies Can Out-Innovate Start-Ups, the authors (Chunka Mui and Paul Carroll) dig deeper into this topic. About 5.5 million U.S car accidents occurred in 2009 involving 9.5 million vehicles; the accidents killed 33,808 people and injured 2.2 million others. The total accident related costs in the U.S. are estimated to be roughly $450 billion.Autonomous vehicles: a disruption case study
The focus was to shift to preventing crashes versus previous efforts to ensure accidents were survivable. Automobile makers would rethink the design and construction of cars from built to survive a crash, to built to avoid them. A report titled Preparing a Nation for Autonomous Vehicles predicted mass market adoption of autonomous vehicles between 2022 and 2025. My post mentioned announcements by Nissan and Volvo of their intentions to have commercially viable autonomous-driving capabilities by 2020. In their view back then, it would take an additional five years for prices to drop to allow for some degree of mass-market penetration.Continue reading
We’ve been focused on flying cars since the Jetsons showed us the possibilities. With all the distractions of the last several months, it is easy to lose sight of the progress made on several innovation fronts. The flying car is no exception, as describes in this recent Article by Charlie Osborne. The vertical take-off and landing (VTOL) industry is plowing ahead. A vertical take-off and landing (VTOL) aircraft is one that can hover, take off, and land vertically. Japan plans on sending these flying cars into the skies in three years. Per the article, Japan-based SkyDrive has developed a two-seater eVTOL vehicle currently at the testing stage. In addition to Japan, Uber, Boeing, Airbus, AeroMobil, and others are exploring the VTOL space. Flying taxis is one area of focus. A quote from SkyDrive captures it well:
Uber and Hyundai have teamed up to deliver on the Jetsons flying car future. One of several flying car initiatives likely to be realized by the end of the decade. Air taxis represent a further evolution of the Mobility Ecosystem. People point to the flying car as an example of future predictions that did not pan out. Well, much like everything else in this era of exponential progression – get ready. Uber Air is one example of services emerging in this space.
This Recent Article is the result of a collaborative effort between TCS and the Clayton Christensen Institute. The article examines the strategic choices faced by various players in the emerging Mobility Ecosystem – viewed through the lens of the Theory of Disruptive Innovation. It outlines the best course of action for achieving long-term profitability in the ride-hailing market.
As with any future scenario, the variables that must be considered in determining the path of the scenario can be overwhelming – There is Peril in Predicting. However, inaction is not an option. Strategic choices must be explored.
I had the pleasure of joining SAP’s Coffee Break with Game Changers Radio Show on August 5th. This was my third appearance on the show, and I was joined by Futurist Gray Scott and SAP Global Innovation Evangelist Timo Elliott. The show titled “Emerging Paradigms and the Future of Business” was part two of a series that was expertly moderated by Bonnie D. Graham. Part one of the series was a discussion on Decentralization.
The show abstract: The pace and scale of change is hitting unprecedented levels. This presents unique challenges for the future of business. We’re seeing new and emerging paradigms, exciting innovations in energy, challenges due to resource scarcity, big implications for the climate and environment, an increasing blurring of physical and digital boundaries, growing business decentralization, exponential progression, and many more global drivers – all contributing to an uncertain future. Futurists worldwide, including our panellists, are examining these factors and assessing their potential business impact. Some of the critical questions to address:
- What factors will shape our future?
- What new leadership skills will be needed?
- How will leaders deal with challenges and implications outside of their base of experience?
Starting in 2011, I focused on the notion of a digital enterprise – a metaphor for the type of organization that is required to survive the massive paradigm shift that lies ahead. In 2013, the focus expanded to analyze disruptive scenarios and the emerging ecosystems and platforms that would give life to those scenarios. There remains a single constant through this work and the many leadership discussions that ensued: it will take a different type of organization – different than the ones most of us grew up with – to survive the shift. We as humans – and the organizations that we created – think and act linearly. The world and technology however is moving exponentially. How then do people and organizations move from linear thinking to exponential thinking? Continue reading
Something Economy: seems like a popular trend – stick a word in front of economy and use it to describe the next big thing. Some of these words are: Peer, Maker, Sharing, Gig, Collaborative, Green, Circular, Mesh, Digital, Innovation, semantic, and more. This combining of words speaks to the truly disruptive nature of the early 21st century. As part of my focus on business evolution and the inevitable move towards digital enterprises, I have analyzed a number of disruptive scenarios and their implications to traditional companies. This visual describes a combinatorial innovation dynamic that spawns disruptive scenarios: