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: