Podcasts about global futurist

Learn more about Michael Wenderoth, Executive Coach: www.changwenderoth.comLuck. It's the ingredient that no one wants to admit is a big part of our success. But what if luck wasn't about chance? What if was more about a choice – choices we could consciously take to generate better outcomes in our work and personal lives? In this episode of 97% Effective, host Michael Wenderoth speaks with Jonathan Brill, who Forbes dubbed the #1 business futurist. Their conversation will make you rethink what it means to be lucky – and provide practical steps to generate more of it in your work, and life. Why sit and watch your future happen, when you can take a hand in architecting it?SHOW NOTES:The curious way that Jonathan and Michael first met.How to make the probability of the impossible happening go through the roof: “Shift the dynamics, you shift what is possible.”How networking events differ from “Serendipity Salons.”The key to creating a room of friends.The surprising response Jonathan received from Professor Adam Grant.When framing a question or request, remember that people want to help – but they want to maximize the leverage of their time and effort!How to attend one of Jonathan's Serendipity Salons.Top tips to building relationships, if you can't attend a salon.Keys to navigating organizational politics: How a CEO survives while the 10 people who actually did the work did not?The critical high-value help you can provide to others at work.Fun? Treating organizational politics like a game.3 things that senior leaders can do to encourage people to help each other, make unexpected connections, and manage chaos.Focus NOT on what's there -- but on what's missing – to best identify opportunity.LUCK = Leverage help, Unexpected connections, Control the chaos, Know what's missing.Why HP made Jonathan study at Stanford.“The best industrial designers don't just put shape to an object, they find a new way to solve a problem.”Artists and systemic intuition.The mindset you need to manage the top conundrums that sink businesses in disruptive times.It's all obvious – except it's not BIO AND LINKS:Named the #1 Futurist by Forbes, and “the world's leading transformation architect,” by Harvard Business Review, Jonathan Brill is a Business Futurist, AI Keynote Speaker, Executive Chairman at the Center for Radical Change, and Author of the bestseller, Rogue Waves. His visionary, yet pragmatic approach to the future is based on years as the Global Futurist at HP where he directed long-term strategy and planning. He is the Senior Fellow at HBR's China New Growth Institute and Board Advisor at Frost & Sullivan, one of the world's largest market intelligence firms. Jonathan's innovation consultancies have developed over 350 products and generated over $27B USD for clients like Samsung, Microsoft, Verizon, PepsiCo and the US government. A frequent thought leader, speaker and contributor to HBR, TED, Global Peter Drucker Forum, Singularity, and Forbes, Jonathan holds a degree in industrial design from Pratt Institute, and spent years as a research consultant to the MIT Media Lab.Linkedin: https://www.linkedin.com/in/jonathanbrill1/Website: https://jonathanbrill.comJonathan's bestseller, Rogue Waves: https://jonathanbrill.com/rogue-wavesOur mutual friend, the amazing Dorie Clark: https://dorieclark.comProfessor Don Moore at Cal Berkeley, interview on “Decision Leadership”: https://tinyurl.com/n6cvb2x8Keshav Pitani, VP of R&D at Light & Wonder, interview on overcoming your aversion to office politics: https://tinyurl.com/yhbkcyv2Emily Chang interviews Brian Chesky: https://tinyurl.com/nhkv5muhSteve Caney, inventor: https://www.linkedin.com/in/stevencaney/Factfulness by Hans Rosling https://a.co/d/66xuLfMHow the World Really Works by Vaclav Schmil https://a.co/d/bx34N09Michael's award-winning book, Get Promoted: What Your Really Missing at Work That's Holding You Back https://tinyurl.com/453txk74Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Over the past week, we've reflected on 2024 but haven't looked ahead to 2025. What could happen this new year? Global futurist Anders Sorman-Nillson joined Dean Miller on Summer Breakfast to discuss what is in store for 2025. See omnystudio.com/listener for privacy information.

Building a Future-Proof Career as a Changemaker with Mentor Dida Take a listen to this episode of the Social Change Career Podcast, featuring Mentor Dida, a changemaker, educator, and futurist dedicated to empowering individuals to create lasting impact. Mentor shares his inspiring journey from Kosovo to becoming the Global Futurist in Residence at Arizona State University's College of Global Futures, where he bridges changemakers with transformative opportunities. Why Take a Listen? Building a Future-Proof Career: Learn how to thrive in evolving fields like sustainability and innovation while making a meaningful impact. Changemaking and Collaboration: Discover the power of facilitation, collaboration, and resourcefulness in advancing impactful initiatives. Lessons in Resilience: Hear Mentor's deeply personal story of growing up in Kosovo, overcoming challenges, and turning adversity into a career in global changemaking. Navigating Career Challenges: Gain insights into balancing personal well-being, career growth, and the realities of working in social impact sectors. About Mentor Dida Mentor Dida is a changemaker, educator, and facilitator committed to creating spaces for transformative learning and action. Currently, he serves as the Global Futurist in Residence at Arizona State University's College of Global Futures, where he connects students and partners with opportunities in fields like sustainability, innovation, and societal transformation. Previously, he scaled the Spiritual Changemakers Initiative globally at Ashoka, led Youth Venture, and co-founded Changemaker Allies, a platform focused on creating transformative learning spaces. His work draws from a deeply personal connection to the power of resilience, shaped by his experiences growing up in Kosovo. Key Resources from the Episode Changemaker Allies: Explore their workshops and resources for transformative facilitation: Changemaker Allies Website Arizona State University, College of Global Futures: Learn about their innovative degrees in sustainability and societal change: ASU Global Futures Priya Parker's "The Art of Gathering": A must-read book on intentional and transformative group facilitation: The Art of Gathering Sacred Design Lab: Tools for creating meaningful and intentional spaces: Sacred Design Lab PCDN Resources Get more curated jobs, funding, and career insights in social impact by signing up for the free PCDN Weekly Impact Newsletter. Sign up here. Explore over 170+ episodes of the Social Change Career Podcast on PCDN.Global or any major podcasting platform. Don't forget to subscribe, rate, and share if you find the episodes meaningful.  

In this episode, we're joined by April Rinne, Global Futurist & Keynote Speaker, Thinkers50, and author of FLUX: 8 Superpowers for Thriving in Constant Change. The conversation touches upon April's journey in writing her book and the epiphany that led to its formation. She elaborates on the concept of 'flux mindset' to help prepare for unwanted life changes. She also discusses the increasing trend of building a career portfolio and how it provides a more holistic perspective of an individual's skills and experiences. April also reveals the eight flux superpowers to better navigate the rapidly changing world.02:59 The Timing and Motivation Behind Publishing 'Flux'05:01 The Concept of Flux and Dealing with Uncontrolled Change09:00 The Importance of Daily Self-Reflection09:58 What Does the World Need from Me?16:13 The Power of Teamwork in Navigating Change17:19 The Eight Superpowers30:26 Exploring the Concept of Career Portfolio39:14 Connect with AprilEpisode ResourcesVisual GuideYouTubeTo learn more about April and her work:April's website: www.aprilrinne.comFor Flux mindset resources: www.fluxmindset.comNew Rules for Work LabsProducer: Podrick Sonicson To learn more about New Rules for Work:WebsiteLabs NewsletterEvent: 2024 Intent to Impact in Austin, TX

Joining Julia Hobsbawm and Stefan Stern today in the second of our AI specials brought to you in association with PwC UK is Azeem Azhar, Global Futurist and AI expert who hosts the Bloomberg Originals series Exponentially, and whose newsletter Exponential View is one of the first technology watchers turn to for the latests twists and turns in AI. Azeem is Co-Chair, Global Futures Council on Complex Risks, World Economic Forum and we also get a response to his current take from Ben Higgin, PwC UK's Head of Technology & Investment. A Fully Connected production.

April Rinne is a global futurist. She has helped startups, policymakers, and even international organizations identify social and economic trends and become more responsible as a result.  A self-proclaimed travel junkie who ‘belongs to the world', April works in more than 20 countries each year and has some incredible career advice every Java Junkie should hear. The post What It's Like to be a Global Futurist and a Travel Junkie With April Rinne, Flux [re-release] appeared first on Time4Coffee.

In this episode of Looking Outside we venture into dark futures with global futurist Nikolas Badminton, crossing over the line of realism into dystopia.Nikolas spent 30 years at the front line of emerging futures, aiding organizations and governments in the anticipating risks that lie ahead and shaking people out of unrealistic expectations. He says now he is hired to do the type of work he'd normally get fired for, as, often, Nik is tasked with telling people the future they are excited about is not going to happen, and prompting frank conversations. He uses ‘impossible' scenarios to paint preposterous futures, those ideas about the future that appear ridiculous, in order to bring people out of their self interests or away from a yearning for nostalgia.While positive futures are important, Nik says facing into the fact that ‘bad stuff does exist' is the important starting point. We often see plans or goals that are so far out, particularly in government policies, that are psychologically disconnected from the people planning them and therefore aren't designed to provide anything tangible enough to motivate people to act. Jo and Nik also discuss the need to help organizations see beyond the ‘garbage' that is out there about emerging risks and trends, often sensationalized, by painting change as accretive, with layers of complexity constantly building, instead of as hinging on a ‘switch' from one state to another. Nik describes the need to bring people into future states by first taking them into the hybrid state where things are transitioning, seeking out evidence of the future to provide the missing link between disruption and strategy. Often we hear change is happening faster than ever before, but Nik counters that; “If you think things are happening quickly you're not paying attention”.--To look outside, Nik moves away from his work quite literally by cycling around Toronto's water parks and trails, while listening to music or a podcast. He says through this, his thoughts become clearer and he is happier. --Nikolas Badminton is a global futurist speaker and Chief Futurist that mentors top executives and the highest levels of government to explore desirable futures, anticipate unforeseen risks, and strengthen strategic planning. He has spent 30+ years working with leadership at over 400 leading organizations at the frontline of futures, strategy and disruption - including NASA, Disney, Google, Microsoft, Intel, IBM, WM, JP Morgan, Verizon, VISA, TD Bank, American Express, BISCI, ISACA, Rolls Royce, Procter & Gamble, US Department of State, UK Home Office, United Nations, and many more. Facing Our Futures: How foresight, futures design and strategy creates prosperity and growth - is Nikolas' number one best selling book and has been named as JP Morgan Private bank's ‘Next Gen Pick' for their prestige 2023 Summer Reading List to guide new leaders to ignite curiosity and embrace futures thinking.Nikolas' essential research has been featured by the BBC, VICE, The Atlantic, Fast Company, Business Insider, Forbes, Sunday Telegraph and many others. He appears on SIRIUSXM and CTV regularly, was a key advisor to the ‘Age of AI' series with Robert Downey Jr, and appears in the Franklin Institute's series ‘2050'.Find out more about Nik Badminton at www.futurist.comFollow Nik on LinkedIn, YouTube and Blue Sky. Check out Nik's

#business #technology #change #toctw #podcast #technology Jonathan Brill writes, speaks and advises on how to create, manage and turn radical change to your advantage. Brill is an expert on strategic foresight and technology innovation. Harvard Business Review recently called Brill, “The world's leading transformation architect.” His visionary, yet pragmatic approach to the future is based on years as the Global Futurist at #hp where he directed long-term strategy and planning. He is the Senior Fellow at HBR's China New Growth Institute and Board Advisor at Frost & Sullivan, one of the world's largest market intelligence firms, with offices in 46 countries. He is the author of Rogue Waves, Future-Proof Your Business to Survive and Profit from Radical Change (McGraw-Hill), the #2 selling economics book in China. The Economist called it, “A very important book for managers.” and Adam Grant called it, “An actionable framework for driving change instead of being blindsided by it.” Inc. magazine called Brill “A Silicon Valley legend.” because his innovation consultancies developed over 350 products and generated over $27B USD for clients like Samsung, Microsoft, Verizon, PepsiCo and the US government. These projects have ranged from AI, search engines, and metaverse technologies to theme park rides and design of the US Pavilion at the 2015 World's Fair (Expo Milano) to Taco Bell's Gordita. He is a frequent thought leader, speaker and contributor to HBR, TED, Global Peter Drucker Forum, SCMP, SXSW, J.P. Morgan, Singularity, Forbes, Korn Ferry, The Economist Global Business Report, Bloomberg, Sirius XM, Fast Company, The Project Management Institute, Brightline and Thinkers50. He has educated corporate leaders at Harvard and Stanford Universities. He holds a degree in industrial design from Pratt Institute, spent years as a research consultant to the MIT Media Lab and in management training at the Stanford University Graduate School of Business. https://www.jonathanbrill.comhttps://www.linkedin.com/in/jonathanbrill1https://twitter.com/jonathanbrill Connect & Follow us at: https://in.linkedin.com/in/eddieavil https://in.linkedin.com/company/change-transform-india https://www.facebook.com/changetransformindia/ https://twitter.com/intothechange https://www.instagram.com/changetransformindia/ Dont Forget to Subscribe www.youtube.com/ctipodcast

The growing value of automation – and the confluence of robotics, machine vision, and RFID with other technologies – is driven by much more than labor challenges or compliance requirements.  

Anyone who has their finger on the pulse of modern technological advancements knows we are standing on the shores of radical change, and Jonathan Brill is exactly the expert to go to during these uncertain times. Jonathan was a senior leader and the Global Futurist at Hewlett Packard, a creative director at frog design, is managing director at Resilient Growth Partners and a board member at Frost & Sullivan, a major market intelligence firm. Jonathan is the author of ROGUE WAVES: Future-Proof Your Business to Survive and Profit from RadicalChange, which hit bookshelves recently. Find out more about Jonathan at jonathanbrill.com Learn more about your ad choices. Visit megaphone.fm/adchoices

This episode of The New Abnormal podcast features Sylvia Gallusser,  who is a renowned Global Futurist and the CEO of Silicon Humanism. Based in San Fransisco, she's an inquirer of our future, conducting foresight projects on the future of health, well-aging, and social interaction, the future of work and life-long learning, as well as transformations in mobility and retail. Sylvia closely monitors the future of the mind and transhumanism, investigates Artificial General Intelligence and AI ethics. She's also involved in the future of our oceans and sustainability, and supports positive ocean tech startups. Over the past year, she focused her research on mental health in the workplace and remote work environments, and the future home. Sylvia has launched an "Ethics and Philosophy of Futures" think tank within the Association of Professional Futurists.  She's also a Go-to-Metaverse Strategist, helping brands enter the metaverse and web3 strategically and ethically, and co-designing focused metaverse brand activation. An author of Speculative Fiction , Sylvia teaches MBA classes, and facilitates workshops on go-to-market strategy, competitive analysis, futures thinking, worldbuilding, and entrepreneurship.So...as you can no doubt imagine, I really enjoyed listening to her viewpoints - and I'm sure you will too! 

Today's Guest Expert: Jonathan Brill     Jonathan Brill is the former Global Futurist at HP. An expert on resilient growth and innovation under uncertainty, he helps Hollywood and corporate leaders envision and profit from radical change. His new book, Rogue Waves, shares decision making and innovation tools that have helped companies grow through crises […] The post Are You Prepared For The Past appeared first on Jake A Carlson.

Jonathan Brill is our guest---he helps leaders turn disruption into opportunity as a speaker and advisor. He is the author of ROGUE WAVE: Future-Proof Your Business to Survive and Profit From Radical Change. He was previously the Global Futurist at HP. His companies have developed over 350 products for organizations like Samsung, Microsoft and the US Government. He creates intellectual content for TED, HBR, Fast Company, Bloomberg and many other organizations. In this podcast for managers, Audrey, Lee and Jonathan discuss how to ride changes into the future with confidence, leadership, credibility and clarity. They also discuss:   ·       4 Major techniques for knowing about the future, no matter what field you're in ·       Definition of Rogue Wave and how to reset expectations to successfully ride it out ·       More accurate ways to predict the future right or wrong given current information ·       Future of labor shortages, automation ·       Salespeople job changes in the future and what to expect ·       Cryptocurrency predictions “We are focused on compound growth when we should be focused on compound volatility, on rogue waves. When we recognize that the world is becoming more volatile and that change is the primary cause of fortune and failure, it opens up new opportunities for resilience and growth." –Jonathan Brill BOOK: Rogue Waves: Future-Proof Your Business to Survive and Profit From Radical Change, McGraw-Hill, 2021 https://www.jonathanbrill.com/roguewaves Build Credibility and Effective Leadership with the Manage Smarter Podcast. Join hosts Audrey Strong and C. Lee Smith every week as they dive into the aspects and concepts of good business management. From debunking sales myths to learning how to manage with and without measurements, you'll learn something new with every episode and will be able to implement positive change far beyond sales.    Connect with Jonathan Brill jonathanbrill.com https://twitter.com/jonathanbrill https://www.linkedin.com/in/jonathanbrill1   Connect with Manage Smarter Hosts ·         Website: ManageSmarter.com  ·         LinkedIn: Audrey Strong                                                                 ·         LinkedIn: C. Lee Smith     Connect with SalesFuel ·         Website: http://salesfuel.com/  ·         Twitter: @SalesFuel  ·         Facebook: https://www.facebook.com/salesfuel/    Learn more about your ad choices. Visit megaphone.fm/adchoices

Jonathan Brill prepares leaders to profit from radical change. He speaks and advises on resilient growth strategy and innovation under uncertainty. He is the author of Rogue Waves, Future-Proof Your Business to Survive and Profit from Radical Change (McGraw-Hill). Adam Grant called it, "An actionable framework for driving change instead of being blindsided by it."Deloitte called Brill, "America's foremost disruption strategist" for his advisory work. Oxford University Press said, “he's not Nostradamus, but for the world's top business and government leaders, he's the next best thing” of his work as the Global Futurist at HP (Hewlett-Packard) and board advisor at Frost & Sullivan. Inc. called him, "a silicon valley legend" because his innovation consultancies developed over 350 products ranging from theme park rides to World's Fair Pavilions, to AI, search engines, metaverse technologies and even one of the best selling fast foods in the United States for clients like Samsung, Microsoft, Verizon, PepsiCo and the US government.He is an in demand thought leader, speaker and contributor to organizations like HBR, Global Peter Drucker Forum, SCMP, SXSW, J.P. Morgan, Singularity, Forbes, Korn Ferry, TED, Stanford University and Thinkers50.He holds a degree in industrial design from Pratt Institute, spent years as a research consultant to the MIT Media Lab and in management training at the Stanford University Graduate School of Business.We discussed:(14:57) What happens when we tie ourselves to a set of assumptions which are no longer relevant or true(7:40)How to use mental models to navigate a very complex worldWhen you expect disruption in your lifetime, how will you design your organization?(33:03)How to train yourself to have the maximum optionality like Elon Musk and Peter Thiel do?(51:58)How he learned to manage complex processes in a Michelin star restaurant?(62:29)How to properly engineer a company culture to motivate and reward people to experiment and innovate?LinksFull episode (for more resources mentioned in the conversation)Please enjoy my conversation with Jonathan Brill

Former Global Futurist and Long Term Strategy Director at HP (Hewlett-Packard) Jonathan Brill helps business and Hollywood leaders envision and profit from radical change. Jonathan shares insights on testing your future strategies, the power of Jack of all Trades rather than master of one, and what it means to successfully ride the waves of change.

Ep 372 - A Survival Guide in Rogue Times Guest: Jonathan Brill   When COVID-19 hit, the world went into shock. Virtually no one was prepared for the dramatic shift in every aspect of their lives that was cascading down on us. Well, not everyone. In 2015 at a TED Talk, Bill Gates warned a “Spanish flu”-like pandemic was coming. He observed the response to West Africa's 2014 ebola outbreak and the poor response from the rest of the world. Gates rightly predicted a future pandemic was going to hit us.   It was as if the world was hit by a “Rogue Wave,” says global futurist Jonathan Brill, the author of a book by that name, in which he points out rogue waves are far more likely to happen than previously understood – that in fact, they are not rogue waves. Rogue quantum harmonic oscillations or modulation instabilities are present in a wide range of media and environments. The key, according to Brill, is to spot the harmonic changes on the horizon that foreshadow their arrival.   Spotting the telltale signs is, however, only step 1 in the development of appropriate responses that ensure you can successfully navigate the choppy waters ahead. Brill encourages readers to adopt a “Sherlock Holmes” approach to observing, assessing or deducing and then eliminating the impossible, which means that whatever remains, no matter how mad it seems, it must be the truth.   The challenge with this approach is that it is antithetical to the processes most of us individually and as companies employ – those processes were built for less volatile times. Brill says those processes “presume that you can deliver compound growth year after year, if you reduce risk, improve efficiencies, and keep your products up to date.”   We invited Jonathan Brill, a Global Futurist and the author of “Rogue Waves,” to join us for a Conversation That Matters about how you can future-proof yourself and your business to survive and profit from radical change.     Please become a Patreon subscriber and support the production of this program, with a $1 pledge https://goo.gl/ypXyDs

Welcome to an episode with the former Global Futurist at Hewlett Packard, Jonathan Brill. Get Jonathan's new book here: https://amzn.to/3uG0m2F Jonathan Brill is an expert on resilient growth, innovation, and decision-making during uncertainty. He helps organizations by preparing them to profit from radical change. As a former senior leader in HP, he directed the company's long-term strategy programs. He was also a creative director at Frog Design and the managing partner of innovation firms that created over 350 products. He is currently the managing director at Resilient Growth Partners and a board member at Frost & Sullivan, a major market intelligence firm with offices in 46 countries. He also develops products for both fictional heroes and real people as the Futurist-in-Residence at Territory Studio, the creative visionaries behind the sci-fi tech in Steven Spielberg's Ready Player One, Ghost in the Shell, and Blade Runner 2049. He advises globally on product innovation and resilient growth strategy with clients, including Samsung, Microsoft, Verizon, PepsiCo, the United States government, and the MIT Media Lab. He is an in-demand thought leader, speaker, and contributor to TED, Singularity University, Korn Ferry, JP Morgan, Forbes, and Harvard Business Review. He holds a degree in industrial design from Pratt Institute and has done extensive management training at Stanford University.  In this episode, Jonathan talked about how companies could prepare for uncertain times and what they could do to turn these into opportunities for profit and growth. For business owners who want to have a more secure future for their companies, this is for you. ROGUE WAVES: Future-Proof Your Business to Survive and Profit from Radical Change. Jonathan Brill: https://amzn.to/3uG0m2F Enjoying our podcast? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo We use affiliate links whenever possible (if you purchase items listed above using our affiliate links, we will get a bonus).

Interview with Sylvia Gallusser – Sylvia is a Global Futurist and the Founder at Silicon Humanism. She works conducting foresight research, thinking about potential future scenarios and how to get ready for them. Sylvia has many years of experience advising Tech companies on their Strategy, Business Development and Funding.

Jonathan Brill is an expert on resilient growth, innovation, and decision-making during uncertainty. He was a senior leader and the Global Futurist at Hewlett Packard, where he directed long-term strategy programs, a creative director at frog design, and now he's the managing director at Resilient Growth Partners and a board member at Frost & Sullivan, a major market intelligence firm.He advises globally on product innovation and resilient growth strategy with clients, including Samsung, Microsoft, Verizon, PepsiCo, the United States government, and the MIT Media Lab, and is the author of  ROGUE WAVES: Future-Proof Your Business to Survive and Profit from RadicalChange, which hit bookshelves recently. As always, we welcome your feedback. Please make sure to subscribe, rate, and review on Apple Podcasts, Spotify, Stitcher, and Google Play - and make sure to follow us on Facebook and LinkedIn!

Welcome to Strategy Skills episode 180, an episode with the former Global Futurist at Hewlett Packard, Jonathan Brill. Get Jonathan's new book here: https://amzn.to/3uG0m2F Jonathan Brill is an expert on resilient growth, innovation, and decision-making during uncertainty. He helps organizations by preparing them to profit from radical change. As a former senior leader in HP, he directed the company's long-term strategy programs. He was also a creative director at Frog Design and the managing partner of innovation firms that created over 350 products. He is currently the managing director at Resilient Growth Partners and a board member at Frost & Sullivan, a major market intelligence firm with offices in 46 countries. He also develops products for both fictional heroes and real people as the Futurist-in-Residence at Territory Studio, the creative visionaries behind the sci-fi tech in Steven Spielberg's Ready Player One, Ghost in the Shell, and Blade Runner 2049. He advises globally on product innovation and resilient growth strategy with clients, including Samsung, Microsoft, Verizon, PepsiCo, the United States government, and the MIT Media Lab. He is an in-demand thought leader, speaker, and contributor to TED, Singularity University, Korn Ferry, JP Morgan, Forbes, and Harvard Business Review. He holds a degree in industrial design from Pratt Institute and has done extensive management training at Stanford University.  In this episode, Jonathan talked about how companies could prepare for uncertain times and what they could do to turn these into opportunities for profit and growth. For business owners who want to have a more secure future for their companies, this is for you. ROGUE WAVES: Future-Proof Your Business to Survive and Profit from Radical Change. Jonathan Brill: https://amzn.to/3uG0m2F Enjoying our podcast? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo We use affiliate links whenever possible (if you purchase items listed above using our affiliate links, we will get a bonus).

Jonathan Brill prepares leaders to profit from radical change. He is a renowned expert on resilient growth and decision making under uncertainty.  His insights are based on experience. As a senior leader and the Global Futurist at Hewlett Packard, he directed long-term strategy and intelligence programs. He's been a creative director at frog design and the managing partner of innovation firms that developed over 350 products. He is the Managing Director of Resilient Growth Partners and a board member at Frost & Sullivan, a major market intelligence firm with offices in 46 countries. He blows off steam as the Futurist-in-Residence at Territory Studio, the creative visionaries behind the sci-fi tech in Stephen Spielberg's Ready Player One, Ghost in the Shell and Blade Runner 2049, where he creates products and better worlds for both super villains and real-life heroes. He advises globally on resilient growth strategy and product innovation to clients like Samsung, Microsoft, Verizon, PepsiCo and the United States government. He is an in demand thought leader, speaker and contributor for TED, Singularity University, Korn Ferry, J.P. Morgan, Forbes and the Harvard Business Review.  He holds a degree in industrial design from Pratt Institute, spent years as a research consultant to the MIT Media Lab and in management training at the Stanford University Graduate School of Business. Link to claim CME credit: https://www.surveymonkey.com/r/3DXCFW3 (https://www.surveymonkey.com/r/3DXCFW3) CME credit is available for up to 3 years after the stated release date Contact CEOD@bmhcc.org if you have any questions about claiming credit.

Welcome to Strategy Skills episode 178, an episode with a senior leader and the Global Futurist at Hewlett Packard, Jonathan Brill. Get Jonathan's book here: https://amzn.to/3uG0m2F Jonathan Brill is an expert on resilient growth, innovation, and decision-making during uncertainty. He is an in-demand thought leader, speaker, and contributor to TED, Singularity University, Korn Ferry, JP Morgan, Forbes, and Harvard Business Review. He helps organizations by preparing them to profit from radical change. He was a creative director at Frog Design and the managing partner of innovation firms that created over 350 products.  He is also the managing director at Resilient Growth Partners and a board member at Frost & Sullivan, a major market intelligence firm with offices in 46 countries. Further, he develops products for both fictional heroes and real people as the Futurist-in-Residence at Territory Studio, the creative visionaries behind the sci-fi tech in Steven Spielberg's Ready Player One, Ghost in the Shell, and Blade Runner 2049. He advises globally on product innovation and resilient growth strategy with well-known organizations such as Samsung, Microsoft, Verizon, PepsiCo, the MIT Media Lab, and the US government. In this episode, Jonathan talked about how companies can prepare for unforeseen problems and turn them around into opportunities. For leaders who want to know how to future-proof their organization and be confident while facing any possible issue, this is for you. ROGUE WAVES: Future-Proof Your Business to Survive and Profit from Radical Change. Jonathan Brill: https://amzn.to/3uG0m2F Enjoying our podcast? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo We use affiliate links whenever possible (if you purchase items listed above using our affiliate links, we will get a bonus).

We think of unusual events as rare - but as my Friday Fireside Chat guest, Jonathan Brill, points out, they may be rare individually, but when they accumulate, the chance of their creating a catastrophic inflection point increases. Indeed, his research finds that most firms in the US have faced four significant calamities every year! These are what he calls "rogue waves" or events in business that are like the huge waves that can come seemingly out of nowhere to sink even large ships. While he was at HP, he had the amazing title of Global Futurist and Director long term research. He talks about how you get people to pay attention to the possibilities, how to change behavior and how to change culture so that the action needed today to be resilient in an uncertain future is taken. --- Send in a voice message: https://anchor.fm/thoughtsparksritamcgrath/message

Preparing for the Next Rogue Wave We're continuing a series of episodes on the topic of the future. It's hard to imagine that we can be effective at leading others if we're not forward-thinking. But after getting slammed by the COVID tsunami and subsequent recurring waves, the future can feel so unsure. So how do we prepare ourselves and our teams for the future despite the challenges of understanding it? To help us with that, we're joined in this episode by Jonathan Brill, author of a new book entitled Rogue Waves: Future-Proof Your Business to Survive and Profit from Radical Change. Jonathan is the former Global Futurist at HP and has led companies that have substantially improved the world in many domains. Not to mention he invented a machine that makes frozen coffee slurpees! Learn more about Jonathan and his book at JonathanBrill.com. Additional Resources In the outtakes of the episode, Jonathan mentions an HBR article that he wrote with Dorie Clark about how to future-prep your career. You can find that article here. My discussion with Brian David Johnson, former Chief Futurist at Intel, can be found in episode 313 My discussion with Deborah Westphal from Toffler Associates can be found in episode 329 My discussion with Michael Solomon about preparing your career for the future can be found in episode 304 My discussion with Cecily Sommers about how to think like a futurist can be found in episode 87 Join our Global LEAD52 Community Ready to take your leadership skills to the next level? LEAD52 is your 5-minute weekly pass to leadership intelligence. You get 52 weeks of learning, delivered right to your inbox, taking less than 5 minutes a week. And it's all for free. Join us at https://GetLEAD52.com. Thank you for joining me for this episode of The People and Projects Podcast! Talent Triangle: Strategic and Business Management   Back To The Future by WinnieTheMoog Link: https://filmmusic.io/song/6090-back-to-the-future License: https://filmmusic.io/standard-license It's Funky by Frank Schröter Link: https://filmmusic.io/song/8061-it-s-funky License: https://filmmusic.io/standard-license

Today I talked to Jonathan Brill about his new book Rogue Waves: Future-Proof Your Business to Survive and Profit from Radical Change (McGraw-Hill Education, 2021) There are ten big trends that Brill identifies as disrupting business now and into the future. Each is a wave of change onto self, but the intersection of many of them contributes to forming monster waves that threaten to drown companies not open to rapid, successive adaptations. What are the avoidable causes of failure? What kind of executive will do best? (Hint: it's not those too full of pride.) From automation and artificial intelligence to Sherlock Holmes and abductive reasoning, this episode has a little of everything, as befits a world in turmoil. Hard to resist a book with this wonderful quote from Anais Nin: “We don't see things as they are, we see them as we are.” It's human fallacies, especially the confirmation bias, that so often limits our ability to adapt. Jonathan Brill is the former Global Futurist and Research Director for HP, a board member and advisor to the Chairman at Frost & Sullivan, and the Futurist-in-Residence at Territory Studio. He's been a consultant to numerous companies and the managing partner at innovation firms that generated over $27 billion in new revenue for customers. Dan Hill, PhD, is the author of eight books and leads Sensory Logic, Inc. (https://www.sensorylogic.com). To check out his related “Dan Hill's EQ Spotlight” blog, visit https://emotionswizard.com. Learn more about your ad choices. Visit megaphone.fm/adchoices

Today I talked to Jonathan Brill about his new book Rogue Waves: Future-Proof Your Business to Survive and Profit from Radical Change (McGraw-Hill Education, 2021) There are ten big trends that Brill identifies as disrupting business now and into the future. Each is a wave of change onto self, but the intersection of many of them contributes to forming monster waves that threaten to drown companies not open to rapid, successive adaptations. What are the avoidable causes of failure? What kind of executive will do best? (Hint: it's not those too full of pride.) From automation and artificial intelligence to Sherlock Holmes and abductive reasoning, this episode has a little of everything, as befits a world in turmoil. Hard to resist a book with this wonderful quote from Anais Nin: “We don't see things as they are, we see them as we are.” It's human fallacies, especially the confirmation bias, that so often limits our ability to adapt. Jonathan Brill is the former Global Futurist and Research Director for HP, a board member and advisor to the Chairman at Frost & Sullivan, and the Futurist-in-Residence at Territory Studio. He's been a consultant to numerous companies and the managing partner at innovation firms that generated over $27 billion in new revenue for customers. Dan Hill, PhD, is the author of eight books and leads Sensory Logic, Inc. (https://www.sensorylogic.com). To check out his related “Dan Hill's EQ Spotlight” blog, visit https://emotionswizard.com. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

Today I talked to Jonathan Brill about his new book Rogue Waves: Future-Proof Your Business to Survive and Profit from Radical Change (McGraw-Hill Education, 2021) There are ten big trends that Brill identifies as disrupting business now and into the future. Each is a wave of change onto self, but the intersection of many of them contributes to forming monster waves that threaten to drown companies not open to rapid, successive adaptations. What are the avoidable causes of failure? What kind of executive will do best? (Hint: it's not those too full of pride.) From automation and artificial intelligence to Sherlock Holmes and abductive reasoning, this episode has a little of everything, as befits a world in turmoil. Hard to resist a book with this wonderful quote from Anais Nin: “We don't see things as they are, we see them as we are.” It's human fallacies, especially the confirmation bias, that so often limits our ability to adapt. Jonathan Brill is the former Global Futurist and Research Director for HP, a board member and advisor to the Chairman at Frost & Sullivan, and the Futurist-in-Residence at Territory Studio. He's been a consultant to numerous companies and the managing partner at innovation firms that generated over $27 billion in new revenue for customers. Dan Hill, PhD, is the author of eight books and leads Sensory Logic, Inc. (https://www.sensorylogic.com). To check out his related “Dan Hill's EQ Spotlight” blog, visit https://emotionswizard.com. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/dan-hills-eq-spotlight

Today I talked to Jonathan Brill about his new book Rogue Waves: Future-Proof Your Business to Survive and Profit from Radical Change (McGraw-Hill Education, 2021) There are ten big trends that Brill identifies as disrupting business now and into the future. Each is a wave of change onto self, but the intersection of many of them contributes to forming monster waves that threaten to drown companies not open to rapid, successive adaptations. What are the avoidable causes of failure? What kind of executive will do best? (Hint: it's not those too full of pride.) From automation and artificial intelligence to Sherlock Holmes and abductive reasoning, this episode has a little of everything, as befits a world in turmoil. Hard to resist a book with this wonderful quote from Anais Nin: “We don't see things as they are, we see them as we are.” It's human fallacies, especially the confirmation bias, that so often limits our ability to adapt. Jonathan Brill is the former Global Futurist and Research Director for HP, a board member and advisor to the Chairman at Frost & Sullivan, and the Futurist-in-Residence at Territory Studio. He's been a consultant to numerous companies and the managing partner at innovation firms that generated over $27 billion in new revenue for customers. Dan Hill, PhD, is the author of eight books and leads Sensory Logic, Inc. (https://www.sensorylogic.com). To check out his related “Dan Hill's EQ Spotlight” blog, visit https://emotionswizard.com. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/economics

Today I talked to Jonathan Brill about his new book Rogue Waves: Future-Proof Your Business to Survive and Profit from Radical Change (McGraw-Hill Education, 2021) There are ten big trends that Brill identifies as disrupting business now and into the future. Each is a wave of change onto self, but the intersection of many of them contributes to forming monster waves that threaten to drown companies not open to rapid, successive adaptations. What are the avoidable causes of failure? What kind of executive will do best? (Hint: it's not those too full of pride.) From automation and artificial intelligence to Sherlock Holmes and abductive reasoning, this episode has a little of everything, as befits a world in turmoil. Hard to resist a book with this wonderful quote from Anais Nin: “We don't see things as they are, we see them as we are.” It's human fallacies, especially the confirmation bias, that so often limits our ability to adapt. Jonathan Brill is the former Global Futurist and Research Director for HP, a board member and advisor to the Chairman at Frost & Sullivan, and the Futurist-in-Residence at Territory Studio. He's been a consultant to numerous companies and the managing partner at innovation firms that generated over $27 billion in new revenue for customers. Dan Hill, PhD, is the author of eight books and leads Sensory Logic, Inc. (https://www.sensorylogic.com). To check out his related “Dan Hill's EQ Spotlight” blog, visit https://emotionswizard.com. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/science-technology-and-society

On this week's episode of Inside Outside Innovation, we sit down with Jonathan Brill, author of the new book Rogue Waves: Future-proof Your Business to Survive and Profit from Radical Change. Jonathan and I discussed the coming rogue waves of change and how to prepare your company for resilient growth, innovation, and decision making under uncertainty. Let's get started. Inside Outside Innovation is the podcast to help you rethink, reset, and remix yourself and your organization. Each week, we'll bring the latest innovators, entrepreneurs, and pioneering businesses, as well as the tools, tactics, and trends you'll need to thrive as a new innovator.Interview Transcript with Jonathan Brill, Author of Rogue WavesBrian Ardinger: [00:00:30] Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger. And as always, we have another amazing guest. Today we have Jonathan Brill. He is the author of the new book, Rogue Waves: Future-proof Your Business to Survive and Profit from Radical Change. Welcome to the show Jonathan.Jonathan Brill: [00:00:58] Thanks. It's a pleasure to be here. Brian Ardinger: [00:01:00] Well, I'm excited to have you on the show to quite frankly learn about what you've seen over your amazing career, when it comes to innovation. To give the audience some context. You are a senior leader and global futurist at Hewlett Packard. Creative director at Frog Design. You've probably helped create over 300 plus products in the innovation firms that you've worked in. And you've been a contributor to Ted and Singularity University and Forbes and Harvard Business Review. And the list goes on and on. Now you've got a new book coming out. So, I really wanted to dive right into it. The title of the book is called Rogue Waves. So, let's start there. What is a rogue wave and why should companies start preparing for them? Jonathan Brill: [00:01:38] So in the deep ocean, literally out of nowhere at the snap of a finger, 120-foot wave and pop up and sink you know, a 600-foot ship. We used to not think these things were real. We thought they were kind of sailors' tales, but it turns out that as we're having better tracking and satellites and whatnot, that these things are happening every day in a major storm, that one of these things might pop up about every eight or 10 hours. So, the issue isn't that rogue waves are rare it's that the world is large. And to use that metaphor and in many ways, the same types of mathematics apply. We're moving faster as a society. We're becoming more connected as a society. The reason, and so more freak occurrences will occur, and when they do, you'll see more contagion, you'll see more movement between those occurrences. And so, when you think about business. When you think about something like COVID right, why did COVID happen? And SARS was a pandemic. It didn't scale in the same way. Mers was a pandemic. It didn't scale in the same way. Lots of reasons. But I would argue that the biggest was we've put a population, the size of Los Angeles into the wilderness and outside of WuHan. So, we increased density, but we did that at the scale of literally the population of the United States and China, over the last 20 years or so. Connected them by 16 high-speed rails.Since 2010, we've increased travel out of China by 10 times, making China the largest spender on tourism in the world. Literally coming from out of nowhere and that didn't just happen in China. It happened in India. It happened across Southeast Asia and it's happening in Africa. And so, what was containable, 10 years ago, or 20 years ago, is suddenly not containable today. Not because of the disease, but because of all of the things that surrounded. All of those overlapping trends that surrounded. And when you think about a rogue wave, that's what it is. It's these independently manageable waves of change that overlap to become massive and unmanageable.Brian Ardinger: [00:03:43] It's not the one particular thing that is necessarily the disruptor. It's the blending of emerging technologies and changing demographics, and the data economy, and all of this colliding at once that creates that seismic events so to speak.Jonathan Brill: [00:03:57] Absolutely. And there are something like 10 major trends. And I picked these because they're the 10 sort of highly trackable trends by analysts and whatnot. And they tend to be highly quantifiable trends, that are overlapping over the next 10 years to virtually guarantee that the next decade will be more volatile than the last decade. And so, what that means is that we'll have more risk. Risk is a measurement of volatility change over time. And most people sort of, a lot of traditional risk management looks at that and says, okay, well, how do we push back the future? How do we protect ourselves from it? But the reality is when a rogue wave comes at you, you cannot protect yourself from it. What you can do is position yourself to try and ride it. Be more resilient. And if you're more resilient, take advantage while your competitors are trying to recover from being capsized. That's a radically different way of looking at the future. Looking at the world, then business schools have been teaching us for the last 30 or 40 years. They kind of assume that even though new competitor might disrupt you, and a new technology might disrupt you, that the rules that the playing field, the game board will stay the same. And that's simply not true anymore.Brian Ardinger: [00:05:13] Do you think companies are getting it so to speak? I mean, obviously COVID was a major factor, I think for most individuals and companies alike. Where I think we've been talking about change and disruption, you can see examples throughout the ages about this. But rarely did it hit everybody at the same time. So, are you seeing companies being able to fundamentally grasp that this type of change is here? And are they getting better or worse when it comes to navigating this type of change? Jonathan Brill: [00:05:40] So within that question, there are so many other questions, right? At the board level, is there an awareness that we need to focus on resilience? Yes. The number or percentage of meeting topics on agendas, that are focused on resilience has gone through the roof. The number of topics that have focused on innovation and other things is also dropped through the roof. And so, I don't know that at the investor level, at the board level, we yet understand that resilience and growth are intertwined issues. You can't focus on one without the other. It's a balance because if you don't have that resilience, if you don't know where to position yourself, it doesn't matter that you're better, you're faster. That you have a life jacket, right? Like you're still out at sea. Brian Ardinger: [00:06:30] So tell me about this book. How did it come about? And what's in it for the readers? Jonathan Brill: [00:06:35] I spent the last several years at HP as the Global Futurist. And a lot of our study was looking at long-term change. What could happen? What risks did we think were static risks? Like hundred-year pandemics that were actually dynamic risk. And so, if you are in that community of people who look at these things, pandemics were becoming more and more and more likely over time.And yet most of us, most of our leaders, 8 of the 10 largest companies in the United States, failed to identify pandemics as a risk in their SEC Risk Filings. So, we were in denial as a, an economy about what was happening. A lot of my job at HP was also to figure out, okay, If the world is changing, what are the new opportunities?Not just what are the risks and how do we become resilient, but how do we turn those into new opportunities? And one of the things our group focused on was how do we deal with disease diagnostics? Because we know that the population is getting older. We know that something like a pandemic can rapidly accelerate this type of work.And I actually just published an HBR article about how to balance that kind of resilience and growth that we experienced at HP over the last year. I've recently left to write this book because it's, and it's really about what I learned as a practitioner. Right. I spent 20 years as a consultant working on contract R and D. All of a sudden was a practitioner and you had to figure out how to actually drive change in the 58,000  person organization. And it turned out that it's a different problem entirely. And so, this book was really about how do you blend that world, that the knowledge of the consultant versus the reality of the practitioner.  What are the simple steps that you can take? And there are really three and I call them the ABCs of Resilient Growth.First, you need to increase your awareness as an organization that the world outside is changing. And you need to think about the range of ways it could impact you. It's really easy to look at the world and say, okay, you know, our technologies have to change, or our workforce has to change or whatever. What we discovered over the last year is actually that all has to change at the same time. A lot of times, things overlap to become unmanageable rogue waves of change. So, you need to create awareness, not just of what the changes are, but what would happen if they overlap. Brian Ardinger: [00:08:56] On that front, is it something where you can't manage it incrementally? It is something where you have to transformationaly change these things to actually be able to keep up, or are there opportunities to, to do a more incremental approach to, to this.Jonathan Brill: [00:09:11] I think there are two answers to that. Yes, there are opportunities to do an incremental approach, and that's the only way that works. You can't change your culture overnight and you can't change all of your processes overnight. And by the way, if you do that, there's a better than even chance that you'll, that you'll sink yourself.So, it's this balance. The first piece is building that awareness of there is stuff going on outside. The second is building the skills, the behavior change within the organization. Because even if you know that the wave's coming, if you don't know how to swim, it's not a good idea to pick up big wave surfing. So, you got to build the skills. And then the third is the culture, right? You have to, I don't believe that you can really change corporate DNA. I think that's consultant speak. But I do believe that you can change the RNA. When you think about DNA, this is the deep code that causes life. That allows life to build itself.But RNA is the code that controls the types of proteins that you use to regulate your body. That RNA can actually be changed relatively quickly. If you take a look at an octopus, for instance, or a Cephalopods, like a squid, a cuddle fish, they can change 60% of their RNA in a  lifetime. And companies do it all the time.You change your processes, you change your hard incentives, right? Bonuses, bonus structure, and whatnot. And you change your soft incentives right? Who do you encourage? Who gets ahead? Those, those kinds of things. So, you can change that stuff pretty much overnight, but the change is incremental, right? The company has to catch up to the reality that you're serious and that you can sustain the change over time.And that's the real challenge. I see a lot of these sort of change efforts. I read, the other day in Harvard Business Review that 70% of change efforts fail. And so there, I think are two things there, right. One is, do they fail or do people just not keep at them long enough? Do the leaders not convince their population that they're serious?And I think there are kind of like four phases in corporate change of any type, but certainly in becoming what I call a resilient growth organization, right. The first is you come, and you say the future is going to be different. The sky's falling, whatever your story is. And everybody looks at you like you're insane. But you get a few early adopters. The second is that people start saying, well, actually you're not the legitimate person to make that argument. I am. Your arguments dumb, my argument's better. It turns out that's actually a win. And as a, as a manager, if you're asking people to be change agents, you need to recognize when that shift occurs. And that that's actually the big win. What you see though, is that people take whatever the change message is, and they start covering the first page of their PowerPoint deck with it. To justify whatever it was they wanted to do, all right. It's a shift. It's an important shift. It's about being future compliant, as opposed to actually thinking about the future.The third one is when they start actually asking for budget to do new things, and this is where I think a lot of change management breaks down, right? You can get through the first one. Sure. You send in your Avant guard; you send out your Scouts. And you send out your missionaries and they, they preach the future.Couple of people believe it. The better politicians figure out how to do what they already wanted to do. But then a couple of people say, no, I want to find out if you're serious and I'm going to start asking for money. Not like a hundred thousand dollars, like a million dollars, $10 million. A meaningful amount of money and, and talking about large organization terms. Right. And if you say no, think about what happens. Their ideal is almost destined to fail, right? It will be right. It's almost destined to fail. And so, if you're a rational manager, you say, well, I'm not going to invest in something that I know is going to fail. And if you don't support them, when they do fail for trying, you cut off the opportunity. You cut off the change.And I think that's where a lot of change management breaks down, right? That you have the senior manager incentives on an annual basis, versus a senior manager incentives on a long-term basis and they get disconnected. And then the third piece is when your senior managers start looking at this as a process and saying, okay, we're going to embed this in the process. We're going to take whatever the change is. In this case, becoming a resiliently, a growth organization. And we're going to have it be part of our annual decision-making process budget process. And we're going to set a minimum that we spend on this thing. And that's when I think you start to see the long tail of growth from this work. But it's often, you know, it's a three-year or five-year process. It doesn't happen in six months, and it doesn't happen because the board woke up on Tuesday and realized that they'd been cutting resilience for 20 years. Brian Ardinger: [00:13:59] Absolutely. On that you've seen and worked with a lot of different companies and have seen this progression. Where are the biggest struggles or obstacles that companies are facing going through that? Are most of them dying at that stage one stage two stage three? Or is it a combination or, or what are the things that people should be preparing for as they go along this journey?Jonathan Brill: [00:14:19] I think there are two answers to that question. The first is really at the board level, you know. Are you serious about this? If the board has a cocktail party and they say we should be more resilient than, you know, that verbals down, like that happens a lot. That happens a lot. That change isn't going to happen.And the people who participate in that change, especially in performance driven organizations, tend to not keep their job. So you've got to figure out, okay, well, are people serious about this? And that's why phases one and two happened. That I was talking about earlier. That's why they happen. The second question is, if you are serious about this, you know, can you be serious about it from the bottom up?Can you make that change from the bottom up? Or do you have to make it from the top down? I think it's probably generally a bi-directional process where you have to link the communications between the senior leadership and the edge of your organization. And that, that's a huge political challenge, especially like in organizations where you have high longevity of career. You know, where you have 20-year careers and whatnot. It gets really hard to do that. You know, people in the middle, don't like, you know, the people in the center talking to the edge, you got to break through that. And I think that's one of the real places where the issue breaks down. And I think the third, and this is really important to, and I think this is why I wrote the book, or one of the main reasons, is that if you have somebody, if you're headquartered in Indonesia and you have somebody who sees a rogue wave on the horizon in Mozambique, right.That person in Mozambique, probably even if they can talk to the CEO, probably doesn't have the skills to the language, the context. They're just going to sound crazy. And we've all been in that conversation, right? We've all been in that conversation. And so the key thing is you also need to increase the executive judgment, executive communication skills far lower in your organization. If you want to have an innovative organization. You can't trust people to innovate if they don't understand the context. You know, and they don't understand how to take risks, as opposed to just manage. Brian Ardinger: [00:16:32] And maybe that comes back to some of that, like you were talking, one of the first themes is, is awareness. And it's not just awareness at the board level or at the CEO level, it's awareness across the organization that these risks are happening and exist. And what can you do to both understand them, as well then do some behavior or cultural things around it to actually execute or, or take advantage of that. On that awareness front. Are there things that you've seen that can help companies think outside their industry and see what's going on and explore in areas that they don't typically explore. Whether it's technology or human resources or whatever.Jonathan Brill: [00:17:08] Right. So, in a pre COVID world. One of the things that I did was I'd bring teams who'd been in Europe and the US their entire careers. High potential leaders or whatever, and I'd bring them to China. And this is one of these things where if you're an American and you try and explain the   Grand Canyon to a European, they just don't get it.If you're an American and you haven't been to Beijing or Shenzhen or Shanghai, you just don't get it. That, you know, every two years, literally they're using the concrete that the U S poured in the United States in the 20th century. The scale is unimaginable. And once you get there, once you see that. Once you see your Grand Canyon, once you see your Beijing, your mind can't go back to the same place.And so that would be my first thing is just kind of, how do you get that cross-cultural awareness of, of what's happening. The scale of change in the world. The second thing that I really suggest is figuring out how to create peer groups outside of your industry, but at your level. And ideally across the world. And that's some of what I do is building those peer groups, so that we can have those conversations. Because otherwise you don't actually understand the challenge. You don't understand the scale of the opportunity. You don't see the rogue wave coming, right. If you were sitting around and you know, you were very specifically, you know, stockpiling face masks for the US government and you see, you know we can get these things cheaper in China. Like let's shut down our supply chains. Let's shut down our local manufacturing. Yeah. That all makes sense. Right? Because it's a price performance issue. Like all the incentives are there to do that. Until you look at the bigger picture, risk is changing. Everyone's going to need all this stuff all at once. And we're going to need it when we need it on a sustained basis. And by the way, it's super cheap. Right. Like there's no, which is the entire problem, right? There's no margin in this. It's so cheap. There's no margin in, this. It totally makes sense, as a middle manager that you'd say let's get rid of that thing. But as a senior manager, as a senior leader, you need to say, okay, that doesn't make any economic sense today, but in the long-term, we're going to have an inevitable need. Brian Ardinger: [00:19:34] So how far out in the future do you think companies should be preparing or looking. To, or is, does it depend on the rogue wave that you're looking at?Jonathan Brill: [00:19:42] How far out should you be preparing and looking are interesting. There, there are two different questions. What I really am interested in is that there's a range of possible futures. There isn't one, the closer you get to that future that, you know, the more the rank shrinks So the farther out you're looking at the broader the range should be obviously. But the goal isn't necessarily to look at 7 years out or 10 years out, or 3 years out, or 1 year out. It's to figure out, am I prepared for the types of threats and opportunities I'm likely to see?And so I think about this as kind of like, what are the financial, operational, external, and strategic aspects of my corporation of my organization. And what types of waves would impact it? What types of challenges or opportunities might you see?  And the same thing applies to customers, by the way. Could a static threat,  a hundred year disease, suddenly become a dynamic threat, right?We're starting to see these more often. Could a symmetric threat, it's going to impact everybody the same become an asymmetric threat? So you take a look at a Toyota. Their investment in semiconductors, after the Daiichi nuclear explosion in 2011. They looked at, you know, we had an asymmetric thing happened to the us, all those American manufacturers they didn't get hit by this nuclear meltdown. But we did. What would happen when the next thing happened. And how could we move that from a situation where we get hit and no one else does, to we survive and then everyone else gets hit. So how do you shift between symmetric and asymmetric threat? And the result of that is in 2016, when there was an earthquake in Taiwan, China had a six-month supply of chips and they kept operating just fine. Everyone else got hit. This past year, same thing happened. How do you move things from synchronous to asynchronous threats or the other way around? So how do you move them from things that hit everybody at the same time to things that hit people at different times, because you know, often all you really need is enough buffer.All you need is enough time to respond. And then the other is to think about which issues are temporary and which ones are permanent. So, what's amazing to me about the U S response to COVID is this thing that really should have been a 10 year, five-year, ten-year issue historically. Appears at the moment, you know, to have been shifted from a permanent issue in the United States to a temporary issue. Now we're going to need to manage our response permanently. Right. But the economic impact may be temporary. It's one of the greatest innovation moments, you know, I think when we look back 50 years from now, we changed the path of nature. It was one of the great innovation moments of the 21st century.Brian Ardinger: [00:22:36] It's, I mean, truly fantastical times, we're living in, in a number of different ways. Are there particular trends or things that you're seeing or want the audience to pay attention to that they may not be as familiar with? Jonathan Brill: [00:22:47] So we can talk about trends you might be unfamiliar with, but I think the question that you should really be asking is what happens when the trends that you're familiar with collide? I mean, a lot of the things that I talk about were in the news. Can you take a look at the growing risk of a pandemic? I mean, and all of the things they talked about, high speed rail Maglev in China, the explosion of urbanization around the world, massive increases in Chinese Asian travel, the explosion of low-cost airlines around South Asia. Right? These were all front-page news. The issue is that people weren't putting them together. For More InformationBrian Ardinger: [00:23:25] It's a fascinating book and I love folks who are listening to this to take a deeper dive. It really is a really good framework for how to start thinking about these things. And you dig into a lot of the tactics and examples around that as well. So I encouraged people to pick that up. But if people want to find out more about yourself or about the book, what's the best way to do that? Jonathan Brill: [00:23:44] Jonathanbrill.com is my website and there's piles of useful tools, HBR articles, Forbes articles, advisory options, surfaces, and they're all focused on being useful to you.Brian Ardinger: [00:23:58] Well Jonathan, I want to thank you again for being on Inside Outside Innovation and sharing your thoughts on this. I'd love to have you back. You know, as the world changes and we get more used to seeing innovations and digging in and being a part of it, I'm sure things will pop out new best practices and that will emerge. So, I appreciate you sharing what you know now, and hopefully we'll have you back on to talk about the future as the world evolves. Jonathan Brill: [00:24:21] I'd be glad to anytime. Thank you very much for having me.Brian Ardinger: That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company.  For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database.  

On this week's episode of Inside Outside Innovation, we sit down with Jonathan Brill, author of the new book Rogue Waves: Future-proof Your Business to Survive and Profit from Radical Change. Jonathan and I discussed the coming rogue waves of change and how to prepare your company for resilient growth, innovation, and decision making under uncertainty. Let's get started. Inside Outside Innovation is the podcast to help you rethink, reset, and remix yourself and your organization. Each week, we'll bring the latest innovators, entrepreneurs, and pioneering businesses, as well as the tools, tactics, and trends you'll need to thrive as a new innovator.Interview Transcript with Jonathan Brill, Author of Rogue WavesBrian Ardinger: [00:00:30] Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger. And as always, we have another amazing guest. Today we have Jonathan Brill. He is the author of the new book, Rogue Waves: Future-proof Your Business to Survive and Profit from Radical Change. Welcome to the show Jonathan.Jonathan Brill: [00:00:58] Thanks. It's a pleasure to be here. Brian Ardinger: [00:01:00] Well, I'm excited to have you on the show to quite frankly learn about what you've seen over your amazing career, when it comes to innovation. To give the audience some context. You are a senior leader and global futurist at Hewlett Packard. Creative director at Frog Design. You've probably helped create over 300 plus products in the innovation firms that you've worked in. And you've been a contributor to Ted and Singularity University and Forbes and Harvard Business Review. And the list goes on and on. Now you've got a new book coming out. So, I really wanted to dive right into it. The title of the book is called Rogue Waves. So, let's start there. What is a rogue wave and why should companies start preparing for them? Jonathan Brill: [00:01:38] So in the deep ocean, literally out of nowhere at the snap of a finger, 120-foot wave and pop up and sink you know, a 600-foot ship. We used to not think these things were real. We thought they were kind of sailors' tales, but it turns out that as we're having better tracking and satellites and whatnot, that these things are happening every day in a major storm, that one of these things might pop up about every eight or 10 hours. So, the issue isn't that rogue waves are rare it's that the world is large. And to use that metaphor and in many ways, the same types of mathematics apply. We're moving faster as a society. We're becoming more connected as a society. The reason, and so more freak occurrences will occur, and when they do, you'll see more contagion, you'll see more movement between those occurrences. And so, when you think about business. When you think about something like COVID right, why did COVID happen? And SARS was a pandemic. It didn't scale in the same way. Mers was a pandemic. It didn't scale in the same way. Lots of reasons. But I would argue that the biggest was we've put a population, the size of Los Angeles into the wilderness and outside of WuHan. So, we increased density, but we did that at the scale of literally the population of the United States and China, over the last 20 years or so. Connected them by 16 high-speed rails.Since 2010, we've increased travel out of China by 10 times, making China the largest spender on tourism in the world. Literally coming from out of nowhere and that didn't just happen in China. It happened in India. It happened across Southeast Asia and it's happening in Africa. And so, what was containable, 10 years ago, or 20 years ago, is suddenly not containable today. Not because of the disease, but because of all of the things that surrounded. All of those overlapping trends that surrounded. And when you think about a rogue wave, that's what it is. It's these independently manageable waves of change that overlap to become massive and unmanageable.Brian Ardinger: [00:03:43] It's not the one particular thing that is necessarily the disruptor. It's the blending of emerging technologies and changing demographics, and the data economy, and all of this colliding at once that creates that seismic events so to speak.Jonathan Brill: [00:03:57] Absolutely. And there are something like 10 major trends. And I picked these because they're the 10 sort of highly trackable trends by analysts and whatnot. And they tend to be highly quantifiable trends, that are overlapping over the next 10 years to virtually guarantee that the next decade will be more volatile than the last decade. And so, what that means is that we'll have more risk. Risk is a measurement of volatility change over time. And most people sort of, a lot of traditional risk management looks at that and says, okay, well, how do we push back the future? How do we protect ourselves from it? But the reality is when a rogue wave comes at you, you cannot protect yourself from it. What you can do is position yourself to try and ride it. Be more resilient. And if you're more resilient, take advantage while your competitors are trying to recover from being capsized. That's a radically different way of looking at the future. Looking at the world, then business schools have been teaching us for the last 30 or 40 years. They kind of assume that even though new competitor might disrupt you, and a new technology might disrupt you, that the rules that the playing field, the game board will stay the same. And that's simply not true anymore.Brian Ardinger: [00:05:13] Do you think companies are getting it so to speak? I mean, obviously COVID was a major factor, I think for most individuals and companies alike. Where I think we've been talking about change and disruption, you can see examples throughout the ages about this. But rarely did it hit everybody at the same time. So, are you seeing companies being able to fundamentally grasp that this type of change is here? And are they getting better or worse when it comes to navigating this type of change? Jonathan Brill: [00:05:40] So within that question, there are so many other questions, right? At the board level, is there an awareness that we need to focus on resilience? Yes. The number or percentage of meeting topics on agendas, that are focused on resilience has gone through the roof. The number of topics that have focused on innovation and other things is also dropped through the roof. And so, I don't know that at the investor level, at the board level, we yet understand that resilience and growth are intertwined issues. You can't focus on one without the other. It's a balance because if you don't have that resilience, if you don't know where to position yourself, it doesn't matter that you're better, you're faster. That you have a life jacket, right? Like you're still out at sea. Brian Ardinger: [00:06:30] So tell me about this book. How did it come about? And what's in it for the readers? Jonathan Brill: [00:06:35] I spent the last several years at HP as the Global Futurist. And a lot of our study was looking at long-term change. What could happen? What risks did we think were static risks? Like hundred-year pandemics that were actually dynamic risk. And so, if you are in that community of people who look at these things, pandemics were becoming more and more and more likely over time.And yet most of us, most of our leaders, 8 of the 10 largest companies in the United States, failed to identify pandemics as a risk in their SEC Risk Filings. So, we were in denial as a, an economy about what was happening. A lot of my job at HP was also to figure out, okay, If the world is changing, what are the new opportunities?Not just what are the risks and how do we become resilient, but how do we turn those into new opportunities? And one of the things our group focused on was how do we deal with disease diagnostics? Because we know that the population is getting older. We know that something like a pandemic can rapidly accelerate this type of work.And I actually just published an HBR article about how to balance that kind of resilience and growth that we experienced at HP over the last year. I've recently left to write this book because it's, and it's really about what I learned as a practitioner. Right. I spent 20 years as a consultant working on contract R and D. All of a sudden was a practitioner and you had to figure out how to actually drive change in the 58,000  person organization. And it turned out that it's a different problem entirely. And so, this book was really about how do you blend that world, that the knowledge of the consultant versus the reality of the practitioner.  What are the simple steps that you can take? And there are really three and I call them the ABCs of Resilient Growth.First, you need to increase your awareness as an organization that the world outside is changing. And you need to think about the range of ways it could impact you. It's really easy to look at the world and say, okay, you know, our technologies have to change, or our workforce has to change or whatever. What we discovered over the last year is actually that all has to change at the same time. A lot of times, things overlap to become unmanageable rogue waves of change. So, you need to create awareness, not just of what the changes are, but what would happen if they overlap. Brian Ardinger: [00:08:56] On that front, is it something where you can't manage it incrementally? It is something where you have to transformationaly change these things to actually be able to keep up, or are there opportunities to, to do a more incremental approach to, to this.Jonathan Brill: [00:09:11] I think there are two answers to that. Yes, there are opportunities to do an incremental approach, and that's the only way that works. You can't change your culture overnight and you can't change all of your processes overnight. And by the way, if you do that, there's a better than even chance that you'll, that you'll sink yourself.So, it's this balance. The first piece is building that awareness of there is stuff going on outside. The second is building the skills, the behavior change within the organization. Because even if you know that the wave's coming, if you don't know how to swim, it's not a good idea to pick up big wave surfing. So, you got to build the skills. And then the third is the culture, right? You have to, I don't believe that you can really change corporate DNA. I think that's consultant speak. But I do believe that you can change the RNA. When you think about DNA, this is the deep code that causes life. That allows life to build itself.But RNA is the code that controls the types of proteins that you use to regulate your body. That RNA can actually be changed relatively quickly. If you take a look at an octopus, for instance, or a Cephalopods, like a squid, a cuddle fish, they can change 60% of their RNA in a  lifetime. And companies do it all the time.You change your processes, you change your hard incentives, right? Bonuses, bonus structure, and whatnot. And you change your soft incentives right? Who do you encourage? Who gets ahead? Those, those kinds of things. So, you can change that stuff pretty much overnight, but the change is incremental, right? The company has to catch up to the reality that you're serious and that you can sustain the change over time.And that's the real challenge. I see a lot of these sort of change efforts. I read, the other day in Harvard Business Review that 70% of change efforts fail. And so there, I think are two things there, right. One is, do they fail or do people just not keep at them long enough? Do the leaders not convince their population that they're serious?And I think there are kind of like four phases in corporate change of any type, but certainly in becoming what I call a resilient growth organization, right. The first is you come, and you say the future is going to be different. The sky's falling, whatever your story is. And everybody looks at you like you're insane. But you get a few early adopters. The second is that people start saying, well, actually you're not the legitimate person to make that argument. I am. Your arguments dumb, my argument's better. It turns out that's actually a win. And as a, as a manager, if you're asking people to be change agents, you need to recognize when that shift occurs. And that that's actually the big win. What you see though, is that people take whatever the change message is, and they start covering the first page of their PowerPoint deck with it. To justify whatever it was they wanted to do, all right. It's a shift. It's an important shift. It's about being future compliant, as opposed to actually thinking about the future.The third one is when they start actually asking for budget to do new things, and this is where I think a lot of change management breaks down, right? You can get through the first one. Sure. You send in your Avant guard; you send out your Scouts. And you send out your missionaries and they, they preach the future.Couple of people believe it. The better politicians figure out how to do what they already wanted to do. But then a couple of people say, no, I want to find out if you're serious and I'm going to start asking for money. Not like a hundred thousand dollars, like a million dollars, $10 million. A meaningful amount of money and, and talking about large organization terms. Right. And if you say no, think about what happens. Their ideal is almost destined to fail, right? It will be right. It's almost destined to fail. And so, if you're a rational manager, you say, well, I'm not going to invest in something that I know is going to fail. And if you don't support them, when they do fail for trying, you cut off the opportunity. You cut off the change.And I think that's where a lot of change management breaks down, right? That you have the senior manager incentives on an annual basis, versus a senior manager incentives on a long-term basis and they get disconnected. And then the third piece is when your senior managers start looking at this as a process and saying, okay, we're going to embed this in the process. We're going to take whatever the change is. In this case, becoming a resiliently, a growth organization. And we're going to have it be part of our annual decision-making process budget process. And we're going to set a minimum that we spend on this thing. And that's when I think you start to see the long tail of growth from this work. But it's often, you know, it's a three-year or five-year process. It doesn't happen in six months, and it doesn't happen because the board woke up on Tuesday and realized that they'd been cutting resilience for 20 years. Brian Ardinger: [00:13:59] Absolutely. On that you've seen and worked with a lot of different companies and have seen this progression. Where are the biggest struggles or obstacles that companies are facing going through that? Are most of them dying at that stage one stage two stage three? Or is it a combination or, or what are the things that people should be preparing for as they go along this journey?Jonathan Brill: [00:14:19] I think there are two answers to that question. The first is really at the board level, you know. Are you serious about this? If the board has a cocktail party and they say we should be more resilient than, you know, that verbals down, like that happens a lot. That happens a lot. That change isn't going to happen.And the people who participate in that change, especially in performance driven organizations, tend to not keep their job. So you've got to figure out, okay, well, are people serious about this? And that's why phases one and two happened. That I was talking about earlier. That's why they happen. The second question is, if you are serious about this, you know, can you be serious about it from the bottom up?Can you make that change from the bottom up? Or do you have to make it from the top down? I think it's probably generally a bi-directional process where you have to link the communications between the senior leadership and the edge of your organization. And that, that's a huge political challenge, especially like in organizations where you have high longevity of career. You know, where you have 20-year careers and whatnot. It gets really hard to do that. You know, people in the middle, don't like, you know, the people in the center talking to the edge, you got to break through that. And I think that's one of the real places where the issue breaks down. And I think the third, and this is really important to, and I think this is why I wrote the book, or one of the main reasons, is that if you have somebody, if you're headquartered in Indonesia and you have somebody who sees a rogue wave on the horizon in Mozambique, right.That person in Mozambique, probably even if they can talk to the CEO, probably doesn't have the skills to the language, the context. They're just going to sound crazy. And we've all been in that conversation, right? We've all been in that conversation. And so the key thing is you also need to increase the executive judgment, executive communication skills far lower in your organization. If you want to have an innovative organization. You can't trust people to innovate if they don't understand the context. You know, and they don't understand how to take risks, as opposed to just manage. Brian Ardinger: [00:16:32] And maybe that comes back to some of that, like you were talking, one of the first themes is, is awareness. And it's not just awareness at the board level or at the CEO level, it's awareness across the organization that these risks are happening and exist. And what can you do to both understand them, as well then do some behavior or cultural things around it to actually execute or, or take advantage of that. On that awareness front. Are there things that you've seen that can help companies think outside their industry and see what's going on and explore in areas that they don't typically explore. Whether it's technology or human resources or whatever.Jonathan Brill: [00:17:08] Right. So, in a pre COVID world. One of the things that I did was I'd bring teams who'd been in Europe and the US their entire careers. High potential leaders or whatever, and I'd bring them to China. And this is one of these things where if you're an American and you try and explain the   Grand Canyon to a European, they just don't get it.If you're an American and you haven't been to Beijing or Shenzhen or Shanghai, you just don't get it. That, you know, every two years, literally they're using the concrete that the U S poured in the United States in the 20th century. The scale is unimaginable. And once you get there, once you see that. Once you see your Grand Canyon, once you see your Beijing, your mind can't go back to the same place.And so that would be my first thing is just kind of, how do you get that cross-cultural awareness of, of what's happening. The scale of change in the world. The second thing that I really suggest is figuring out how to create peer groups outside of your industry, but at your level. And ideally across the world. And that's some of what I do is building those peer groups, so that we can have those conversations. Because otherwise you don't actually understand the challenge. You don't understand the scale of the opportunity. You don't see the rogue wave coming, right. If you were sitting around and you know, you were very specifically, you know, stockpiling face masks for the US government and you see, you know we can get these things cheaper in China. Like let's shut down our supply chains. Let's shut down our local manufacturing. Yeah. That all makes sense. Right? Because it's a price performance issue. Like all the incentives are there to do that. Until you look at the bigger picture, risk is changing. Everyone's going to need all this stuff all at once. And we're going to need it when we need it on a sustained basis. And by the way, it's super cheap. Right. Like there's no, which is the entire problem, right? There's no margin in this. It's so cheap. There's no margin in, this. It totally makes sense, as a middle manager that you'd say let's get rid of that thing. But as a senior manager, as a senior leader, you need to say, okay, that doesn't make any economic sense today, but in the long-term, we're going to have an inevitable need. Brian Ardinger: [00:19:34] So how far out in the future do you think companies should be preparing or looking. To, or is, does it depend on the rogue wave that you're looking at?Jonathan Brill: [00:19:42] How far out should you be preparing and looking are interesting. There, there are two different questions. What I really am interested in is that there's a range of possible futures. There isn't one, the closer you get to that future that, you know, the more the rank shrinks So the farther out you're looking at the broader the range should be obviously. But the goal isn't necessarily to look at 7 years out or 10 years out, or 3 years out, or 1 year out. It's to figure out, am I prepared for the types of threats and opportunities I'm likely to see?And so I think about this as kind of like, what are the financial, operational, external, and strategic aspects of my corporation of my organization. And what types of waves would impact it? What types of challenges or opportunities might you see?  And the same thing applies to customers, by the way. Could a static threat,  a hundred year disease, suddenly become a dynamic threat, right?We're starting to see these more often. Could a symmetric threat, it's going to impact everybody the same become an asymmetric threat? So you take a look at a Toyota. Their investment in semiconductors, after the Daiichi nuclear explosion in 2011. They looked at, you know, we had an asymmetric thing happened to the us, all those American manufacturers they didn't get hit by this nuclear meltdown. But we did. What would happen when the next thing happened. And how could we move that from a situation where we get hit and no one else does, to we survive and then everyone else gets hit. So how do you shift between symmetric and asymmetric threat? And the result of that is in 2016, when there was an earthquake in Taiwan, China had a six-month supply of chips and they kept operating just fine. Everyone else got hit. This past year, same thing happened. How do you move things from synchronous to asynchronous threats or the other way around? So how do you move them from things that hit everybody at the same time to things that hit people at different times, because you know, often all you really need is enough buffer.All you need is enough time to respond. And then the other is to think about which issues are temporary and which ones are permanent. So, what's amazing to me about the U S response to COVID is this thing that really should have been a 10 year, five-year, ten-year issue historically. Appears at the moment, you know, to have been shifted from a permanent issue in the United States to a temporary issue. Now we're going to need to manage our response permanently. Right. But the economic impact may be temporary. It's one of the greatest innovation moments, you know, I think when we look back 50 years from now, we changed the path of nature. It was one of the great innovation moments of the 21st century.Brian Ardinger: [00:22:36] It's, I mean, truly fantastical times, we're living in, in a number of different ways. Are there particular trends or things that you're seeing or want the audience to pay attention to that they may not be as familiar with? Jonathan Brill: [00:22:47] So we can talk about trends you might be unfamiliar with, but I think the question that you should really be asking is what happens when the trends that you're familiar with collide? I mean, a lot of the things that I talk about were in the news. Can you take a look at the growing risk of a pandemic? I mean, and all of the things they talked about, high speed rail Maglev in China, the explosion of urbanization around the world, massive increases in Chinese Asian travel, the explosion of low-cost airlines around South Asia. Right? These were all front-page news. The issue is that people weren't putting them together. For More InformationBrian Ardinger: [00:23:25] It's a fascinating book and I love folks who are listening to this to take a deeper dive. It really is a really good framework for how to start thinking about these things. And you dig into a lot of the tactics and examples around that as well. So I encouraged people to pick that up. But if people want to find out more about yourself or about the book, what's the best way to do that? Jonathan Brill: [00:23:44] Jonathanbrill.com is my website and there's piles of useful tools, HBR articles, Forbes articles, advisory options, surfaces, and they're all focused on being useful to you.Brian Ardinger: [00:23:58] Well Jonathan, I want to thank you again for being on Inside Outside Innovation and sharing your thoughts on this. I'd love to have you back. You know, as the world changes and we get more used to seeing innovations and digging in and being a part of it, I'm sure things will pop out new best practices and that will emerge. So, I appreciate you sharing what you know now, and hopefully we'll have you back on to talk about the future as the world evolves. Jonathan Brill: [00:24:21] I'd be glad to anytime. Thank you very much for having me.Brian Ardinger: That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company.  For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database.  

In this episode I speak with Jonathan Brill, keynote speaker, former Global Futurist at Hewlett-Packard, Managing Director at Resilient Growth Partners and author of: "Rogue Waves: Future-Proof Your Business to Survive and Profit from Radical Change," whose wakeup call was realizing that nearly everything we face in present or future we have already been through in the past and if we learn from those prior events and add new technological advancements we can do a better job of handling anything that comes our way. http://jonathanbrill.com.

When it comes to building a strategy for our organization, we tend to base it off of the fact that history repeats itself. But stopping there can still leave many of us blindsided. Because let's face it, if we've learned anything from this past year, it's that planning for the totally unexpected is what separates the ill-prepared from the truly innovative and resilient. But how do you plan and pivot for these surprise trials and tribulations? Our guest today, Jonathan Brill, is an innovation executive who through his new book, Rogue Waves, presents his ABC's of resilient growth. His method allows insight into how the success of an organization can prevail in times of uncertainty with the skills and team already acquired, even when coming into the fight generally unprepared. Or better yet, avoiding the scramble altogether by building a  muscle memory of identifying and preparing for the problem before it ever takes place. Holding a degree in Industrial Design from Pratt Institute, Jonathan has trained tens of thousands of executives in innovation, strategy, and decision-making techniques.  Formerly the Global Futurist and Research Director at Hewlett Packard, he has also served as managing partner of innovation consultancies that developed over 350 products for clients like Samsung, Microsoft, Verizon, PepsiCo and the US government. He is currently a board member and advisor to the Chairman at Frost & Sullivan, a market intelligence firm that operates in 46 countries, as well as the managing director of Resilient Growth Partners.Additionally, he serves as a speaker and contributor for TED, Singularity University, Korn Ferry, J.P. Morgan, Forbes and the Harvard Business Review. 

A global futurist says the effects of the COVID-19 pandemic will lead to a surge in the number of Victorians living abroad returning home. See omnystudio.com/listener for privacy information.

On this episode of the Future Construct Podcast (24 min interview), we spotlight Cathy Hackl (@CathyHackl), Global Futurist and Founder of the Futures Intelligence Group, as she joins Amy Peck (@VirtualGirlNY) to discuss:Current and emerging industry trends within virtual reality, augmented reality, and other reality technologies.What non-fungible tokens (NFTs) are, the value they hold in relation to traditional currency and how they might be utilized in the future of emerging technologyThe ways that augmented reality glasses will change the way that we think about augmented reality and how we move from mobile technology to wearablesThe involvement of volumetric video in digital experiences with avatars, and how we can utilize volumetric video in machine learningCathy is a leading tech futurist and globally recognized business leader specializing in augmented reality (AR), virtual reality (VR), & spatial computing. She is one of LinkedIn's top technology voices and a champion for diversity.Hackl has worked with some of the biggest names in tech including Amazon Web Services (AWS), Magic Leap, and HTC VIVE. She leads the Futures Intelligence Group, a futures research & consulting firm that works with clients in tech, fashion, media, government, and defense implementing innovation strategies, strategic foresight, and emerging technologies. She's also a top Forbes Contributor.SHOW NOTES0:37 Amy Peck introduces global futurist and the Founder of the Futures Intelligence Group, Cathy Hackl.4:51 So non-fungible tokens, can you explain what these are for those who don't know?8:57 I'd love to hear more about the fearless nature of your work. Let's talk about some of the ways to seamlessly bring technology in and leverage curiosity to dispel some of the fear around becoming irrelevant alongside technology?13:45 Do you see volumetric video being an extension of trends, enabling us those more personalized experiences, whether it be sporting figures or entertainment figures, or our favorite musicians or bands?18:32 How will our everyday lives, for example advertising and marketing, happen in this 3D realm? Do you see a different construct emerging?21:30 So if you could project yourself 25 years into the future, and you could create your favorite thing or gadget, and it doesn't have to be rooted in reality at all, what would it be and what would it do?

Karen Ellenbecker, EIG Founder & Senior Wealth Advisor, is joined by Daniel Burrus, Global Futurist, Strategic Advisor and Best-Selling Author, to discuss how to continue moving forward and finding ways to create during uncertainty.

Karen Ellenbecker, EIG Founder & Senior Wealth Advisor, is joined by Daniel Burrus, Global Futurist, Strategic Advisor and Best-Selling Author, to discuss how to continue moving forward and finding ways to create during uncertainty.

Zebra's Drew Ehlers dispels rumors about what he can and can't foresee for customers and reveals today's technology game-changers in an exclusive new interview. 

Karen Ellenbecker, EIG Founder & Senior Wealth Advisor, is joined by Daniel Burrus, Global Futurist, Strategic Advisor and Best-Selling Author, to discuss how to continue moving forward and finding ways to create during uncertainty.