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2 episodes with jonathan brill
3 episodes with jonathan brill
2 episodes with jonathan brill
Anyone who has their finger on the pulse of modern technological advancements knows that we are standing on the shores of radical change. Jonathan Brill is one of those people and he knows how important it is that we are prepared to not only survive but profit from what is to come. Subscribe for ad-free interviews and bonus episodes https://plus.acast.com/s/the-unmistakable-creative-podcast. Hosted on Acast. See acast.com/privacy for more information.
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
Recommend this show by sharing the link: pod.link/2Pages I remember being in New Orleans some years ago where people were offering to read your palm and tell your future. I was interested – I'd like to know how the future pans out. So, I picked somebody, and she proceeded to provide an amazingly disappointing performance that was mostly a combination of boring, wrong, and clichéd. I didn't get my $20 worth, but what if you could see the future? What would you want to know, and what would you not want to know? Jonathan Brill is an author and a speaker, but perhaps he's also the oracle that I've been seeking. He is, according to his business card, a Futurist. For the first years of his career, his focus revolved around innovation and what products would shape the future. But then he accepted a new role in a new organization, which he assumed would be more of the same. Irony alert – turns out the future wasn't as predictable as he thought. Get book links and resources at https://www.mbs.works/2-pages-podcast/ Jonathan reads two pages from ‘The Medium Is the Massage' by Marshall McLuhan. [reading begins at 17:05] Hear us discuss: Understanding the shape of a question. [8:13]| Three tips for community building. [11:19] | How to stay engaged, yet be removed. [23:13] | “There are three conversations to have about any situation with another person; What happened? How do we feel about it? And What Happens Next?” [28:15] | System observation and pattern recognition: “If you have a process for looking at the future, you can know a whole lot more than you imagine.” [30:19] | Jonathan's book, Rogue Waves: “How do I increase my optionality and potential, no matter what happens?” [36:59]
Welcome to the PMO Strategies Podcast + Blog, where PMO leaders become IMPACT Drivers! PMI Talent Triangle: Business Acumen (Strategic and Business Management) Hey, IMPACT Driver! I have a question for you: were you prepared for AI, inflation, and a pandemic all at once? It seems like things are changing faster than we can keep up with! What will the world throw at us next? We're moving into a world of increasing uncertainty. As a PMO leader, you need the skills and tools to not just keep up with the times, but to take full advantage of what's to come. This week, I am absolutely thrilled to welcome IMPACT Summit speaker Jonathan Brill to the podcast. Brill and I discuss not only how to prepare for the future, but also how you can use strategic foresight to leverage inevitable change and stay ahead of the curve. Jonathan Brill is an expert on strategic foresight and technology innovation, an accomplished author, and “the world's leading transformation architect,” according to the Harvard Business Review. His warm style, compelling stories, and intellectual rigor inspire visionaries and open even the most hard-boiled executives to new ways of thinking and doing. Register for this year's IMPACT Summit for FREE to learn how you can take a leadership role in preparing your organization for the future. This week-long virtual experience will connect you with thousands of PMO, strategy, and transformation leaders through presentations, discussions, and workshops. Join us and help shape the future of PMOs! Join me for this episode to learn from Forbes' #1 futurist how YOU can architect your future in the age of AI and increasing uncertainty. Enjoy! Connect with Jonathan on LinkedIn Visit Jonathan's Website Rogue Waves: Future-Proof Your Business to Survive and Profit from Radical Change Assess Your Strategic Luck P.S. - The world's largest virtual conference for PMO, strategy, and transformation leaders is BACK this September! Join us at this year's IMPACT Summit to learn how you can earn your seat at the table. Trust me, you don't want to miss out. Register for free now! Thanks for taking the time to check out the podcast! I welcome your feedback and insights! I'd love to know what you think and if you love it, please leave a rating and review in your favorite podcast player. Please leave a comment below to share your thoughts. See you online! Warmly, Laura Barnard GET NOTIFIED ABOUT NEW EPISODES TELL US WHAT YOU WANT TO LEARN PDU REPORTING INSTRUCTIONS
Just reflect on the last few years of change around us all and how that speed of disruption and change is accelerating in the future. These shifts have been challenging to read regarding direction and potential magnitudes. For example, could Peloton have predicted their business in the first few weeks of Covid or how to react as the work-from-home movement fell away towards the end of the last waves of Covid? Can Zoom take advantage of the billions, tens of billions of hours and experiences we had through Zoom, or will the rogue wave that drove their success to dissipate and they will not take advantage of it? Our guest today, Jonathan Brill is a world-leading radical change thinker whose book Rogue Waves is a design thinking framework for navigating the next ten years where these rogue waves may be more frequent, more powerful, and even create greater opportunities than long-term, traditional strategic thinking might suggest. How CEO's respond to these rogue waves (structurally and in the moment), maybe the best measure of their success over the next ten years than anything else. This is about the future of ideas and how they collide in new and odd ways to change our world. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.
We live in an ever evolving and volatile world, with trends of disruptions only seeing an elevated growth. But how do businesses adapt to these trends? In today's episode, we discuss the two options that the leaders have, with the tendency to finding growth opportunities as the key to survive and grow. Tune in now, to know more about such trends. [00:35] - About Jonathan Brill Jonathan is a Fortune 50 futurist. He is a speaker, a trusted advisor, and a serial inventor. He is an author of a book titled, “Rogue Waves, Future Proof Your Business to Survive”. Inc magazine has called him a Silicon Valley Legend. Harvard Business Review refers to him as the world's leading transformation architect. --- Support this podcast: https://podcasters.spotify.com/pod/show/tbcy/support
#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
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
My guest today says that, at this moment, rogue waves are forming under your business. Emerging technologies, changing demographics, the data economy, automation, and other trends―the undercurrents of radical, systemic change―are crashing into each other. When they converge, they'll produce sea changes that sink companies and wash away entire industries overnight. If your competitor can't […] The post 439: How to Future-Proof Your Business with Jonathan Brill first appeared on Read to Lead Podcast.
Want some sobering statistics for your call center? Customer service representatives between ages 20 and 34 stay on the job for an average of just over one year, according to the United States Bureau of Labor Statistics. Further, the average call center turnover rate is as high as 45% — and that's at least twice the average turnover in other departments, according to the numbers. Call centers are going through a revolution, however. Tools like AI and predictive analytics are driving automation and cost reduction. Are these innovations enough to save the call center and improve retention? Jonathan Brill, HP's former global futurist and author of "Rogue Wave," helped us try to crack the retention conundrum while also discussing call center innovations now and what the future looks like. We caught up with Brill for our latest CX Decoded Podcast.
In our increasingly volatile world, you need more than a growth plan. You need a Resilient Growth Strategy. Jonathan Brill is the guy to share it with us. In this all too brief conversation, Jonathan shares his insights into how we can develop a growth plan and take advantage of the change others are afraid of. He's the author of the book Rogue Waves, and if you're worried about change, BIG changes and SMALL changes and ALL changes, you won't want to miss this conversation.
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.
Have you ever felt blindsided? On today's episode, I'm joined by Jonathan Brill, a career future-proofing expert who was deemed “Nostradamus” by Oxford University and author of the book Rogue Waves. He takes those “oh that could never happen” situations and teaches strategies to make sure you have a solid game plan when adversity strikes. Simply put, predicting big changes and adapting well can catapult you lightyears ahead of peers when the unexpected happens. Join us as we dive into the science of luck and how to predict the future by using the past.Notes:09:24 How To Start Thinking About The Future & Your Career11:55 Planning For A Range Of Futures14:55 How To Start Winning Reliably 21:08 The Science Of Luck 25:18 Predicting What's Ahead35:33 Planning For Rogue Waves38:03 How The Past Can Help Predict The Future45:35 Speed Round Listening while doing dishes, running or working on something else? Want all the links and notes straight to your inbox so you don't have to write them all down? No problem! Head to SendMeNotes.com for a full list of resources, links and recommendations listed on today's episode. If you loved this episode you should check out “How To Set Long Term Career Goals With Dorie Clark” https://kimkaupe.com/how-to-set-long-term-career-goals-with-dorie-clark/ Connect with Kim!Instagram + TikTok: @kimkaupeLinkedIn: https://www.linkedin.com/in/kimkaupeNewsletter: copymyhomework.comJoin my “Career Capital” cohort: https://kimkaupe.com/career-capital Love Coffee With Kim? Leave us a review!
Johnathan is an expert on resilient growth and innovation under uncertainty, he helps Hollywood and Corporate leaders envision profit from radical change. His new book, Rogue Waves, shares decision making and innovation tools that have helped companies grow through crisis and generate over $27 billion in new revenue across a wide range of industries.www.livelifedriven.com for more The Answer is Yes podcast shows
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
In episode 150 of the Futurized podcast, the topic is Rogue Waves of Change. Our guest is Jonathan Brill, futurist and author. In this conversation, they talk about doing the work of a futurist from HP to Hollywood, the ABC's of Resilient Growth, Awareness, Behavior Change and Culture Change and the techniques and tools at your disposal to do so. How can you transform your company into a more resilient and adaptable organization? Futurized goes beneath the trends to track the underlying forces of disruption in tech, policy, business models, social dynamics and the environment. I'm your host, Trond Arne Undheim (@trondau), futurist, author, investor, and serial entrepreneur. Join me as I discuss the societal impact of deep tech such as AI, blockchain, IoT, nanotech, quantum, robotics, and synthetic biology, and tackle topics such as entrepreneurship, trends, or the future of work. On the show, I interview smart people with a soul: founders, authors, executives, and other thought leaders, or even the occasional celebrity. Futurized is a bi-weekly show, preparing YOU to think about how to deal with the next decade's disruption, so you can succeed and thrive no matter what happens. Futurized—conversations that matter. If you're new to the show, seek particular topics, or you are looking for a great way to tell your friends about the show, which we always appreciate, we've got the episode categories. Those are at Futurized.org/episodes. They are collections of your favorite episodes organized by topic, such as Entrepreneurship, Trends, Emerging Tech, or The Future of Work. That'll help new listeners get a taste of everything that we do here, starting with a topic they are familiar with, or want to go deeper in. The host of this podcast, Trond Arne Undheim, Ph.D is the author of Health Tech: Rebooting Society's Software, Hardware and Mindset--published by Routledge in 2021, Future Tech: How to Capture Value from Disruptive industry Trends--published by Kogan Page in 2021, Pandemic Aftermath: how Coronavirus changes Global Society and Disruption Games: How to Thrive on Serial Failure (2020)--both published by Atmosphere Press in 2020, Leadership From Below: How the Internet Generation Redefines the Workplace by Lulu Press in 2008. For an overview, go to Trond's Books at Trondundheim.com/books At this stage, Futurized is lucky enough to have several sponsors. To check them out, go to Sponsors | Futurized - thoughts on our emerging future. If you are interested in sponsoring the podcast, or to get an overview of other services provided by the host of this podcast, including how to book him for keynote speeches, please go to Store | Futurized - thoughts on our emerging future. We will consider all brands that have a demonstrably positive contribution to the future. Make sure you are subscribed to our newsletter on Futurized.org, where you can find hundreds of episodes of conversations that matter to the future. Trond's takeaway Becoming resilient company or individual is not optional, it is a survival instinct, yet, it takes some planning since we are not cavemen any more and haven't been used to it. Change is coming, in fact transformational change is already a new fact of life. In this new world of disruption any futurist, consultant, or adviser that can help us prepare is welcome in my book. Do we need new ABC's for this stuff? Sure. Awareness, Behavior Change and Culture Change are each needed. Even then, change will surprise us, just not that much. Thanks for listening. If you liked the show, subscribe at Futurized.org or in your preferred podcast player, and rate us with five stars. If you like this topic, you may enjoy other episodes of Futurized, such as episode 129, How Executives Handle Crisis, episode 52, The Future of Peer-to-Peer, or episode 49, Living the Future of Work. Hopefully, you'll find something awesome in these or other episodes. If so, do let us know by messaging us, we would love to share your thoughts with other listeners. Futurized is created in association with Yegii, the insight network. Yegii lets clients create multidisciplinary dream teams consisting of a subject matter experts, academics, consultants, data scientists, and generalists as team leaders. Yegii's services include speeches, briefings, seminars, reports and ongoing monitoring. You can find Yegii at Yegii.org. Please share this show with those you care about. To find us on social media is easy, we are Futurized on LinkedIn and YouTube and Futurized2 on Instagram and Twitter: Instagram: https://www.instagram.com/futurized2/ Twitter (@Futurized2): https://twitter.com/Futurized2 Facebook: https://www.facebook.com/Futurized-102998138625787 LinkedIn: https://www.linkedin.com/company/futurized YouTube: https://www.youtube.com/Futurized Podcast RSS: https://feed.podbean.com/www.futurized.co/feed.xml See you next time. Futurized—conversations that matter.
Although, we know the world is changing rapidly, most of our business processes are designed to create stability and incremental change. How should your team be thinking about disruptive forces? What forces should we pay attention to? And how? Tune in to learn how to spot the next rogue wave and how to build a culture that is resilient.
Although, we know the world is changing rapidly, most of our business processes are designed to create stability and incremental change. How should your team be thinking about disruptive forces? What forces should we pay attention to? And how? Tune in to learn how to spot the next rogue wave and how to build a culture that is resilient.
Although, we know the world is changing rapidly, most of our business processes are designed to create stability and incremental change. How should your team be thinking about disruptive forces? What forces should we pay attention to? And how? Tune in to learn how to spot the next rogue wave and how to build a culture that is resilient.
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Most of us react to how things are playing out for us. And once it's in the past, we tend to think if the response and action we did were right. Do we wonder if things would have been better if we approached it differently? What if we can see the future? Surely this will help us to a great extent. That is the focus of our episode today with our guest Jonathan Brill. Jonathan is a futurist and an expert on resilient growth and innovation under uncertainty. He shares his knowledge and the tools he uses to help companies grow even through crises. He even wrote a book to cover all of these. Listen and know the future of you and your business!Love the show? Subscribe, rate, review, and share! https://pennyzenker360.com/positive-productivity-podcast/
Sometimes the most difficult thing to acknowledge is that you are not to blame, especially when it comes to Google Ads-related problems. In this episode, we conclude Grace's Google Ads Performance Max story and the conclusion may surprise you. The conversation begins with Liel speaking on the first day of SXSW 2022 in Austin, Texas. Grace and Liel discuss the significance and worth of going to conferences outside of those targeted towards the legal industry. Liel shares some takeaways from sessions he attended earlier in the day by Jonathan Brill on how to future proof your business growth strategy and what it means to “see the future”. He also covers the latest in predictions for business, tech, retail, and more by NYU's professor Scott Galloway, who has a logical but unconventional opinion of what the metaverse will look like. Prepare yourself for a whole new see, talk, explore marketing and apply it to legal marketing. Resources mentioned in our episode: https://www.profgalloway.com/ (Scott Galloway Newsletter) https://schedule.sxsw.com/ (SXSW 2002 Schedule ) https://www.jonathanbrill.com/ (The work of Jonathan Brill) Send us your questions at ask@incamerapodcast.com Enjoy the show? Please don't forget to subscribe, tell your coworkers, and leave us a review!
In this episode of the Duct Tape Marketing Podcast, I interview Jonathan Brill. Jonathan is a speaker and advisor managing director of Resilient Growth Partners and a board member at Frost & Sullivan. He's also the author of Rogue Waves: Future-Proof Your Business to Survive and Profit from Radical Change.
Jonathan Brill author of "Rogue Waves" by The Best Business Minds
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
How can communications and marketing professionals future-proof their business to survive and profit from change? On the latest episode of The Business Communicators, Jonathan Brill, hailed by Inc. Magazine as a “Silicon Valley legend” joins the podcast to share his insights on creating a sustainable business that empowers employees. Brill shares insights into what makes leaders like Elon Musk and Tim Cook so successful – and how businesses can utilize the same strategies to create success for their workforce. Then, the podcast breaks down Lake Superior State University and their annual list of “banished” words and phrases – should you oblige? And for kicker's, we share our thoughts on the latest season of Emily in Paris – our guilty pleasure. Music Credit: Smoke (with Lostboycrow) – Feather KEY LINKS FOR THE WEEK
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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).
This episode features Jonathan Brill, author of Rogue Waves. He is a speaker and advisor on resilient growth, decision-making, and innovation under uncertainty and prepares leaders to profit from radical change. He gives practical advice based on decades of experience as an entrepreneur and Fortune 50 tech executive at HP (Hewlett-Packard). He was also a managing partner of innovation for consultancies that developed over 350 products for clients like Samsung, Microsoft, Verizon, PepsiCo, and the US government.
Anyone who has their finger on the pulse of modern technological advancements knows that we are standing on the shores of radical change. Jonathan Brill is one of those people and he knows how important it is that we are prepared to not only survive but profit from what is to come. See acast.com/privacy for privacy and opt-out information.
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
Looking for more than audio? Watch below on Youtube. WATCH PODCAST HERE: Shauna Moran speaks with us in the first half of today's show! Shauna has great insights into how teams come together with emotional intelligence. That includes psychological stability, emotional awareness, dealing with burnout and stress, and setting boundaries. It's important to have data from your team and to ask what they might need from you, as a leader. What might help them along in learning and growing? Shauna is an award-winning Executive Coach, founder of Operate Remote, and a coach for Up With Women. Following is Jonathan Brill: Public Speaker, Author of "Rogue Waves", Innovation Executive, Board Advisor - managing director at Resilient Growth Partners and a board member at Frost & Sullivan. Jonathan has some brilliant ideas about how to bring executive-level decision making strategies into the rest of a business. This is to let employees, who may see things in different ways or have access to information that management doesn't, help drive innovation and change down the line when a company needs it most. Diversity and thinking about the long term future can help greatly to make big shifts (Such as during a global pandemic.) Amazon and Zoom are great examples!
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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
My guest on this podcast Jonathan Brill is a futurist and has written a new book entitled "Rogue Waves, Future-Proof Your Business to Survive & Profit from Radical Change." In this podcast with Jonathan, we discuss the many factors that can create rogue waves that would affect your business adversely. At this moment, rogue waves are forming under your business. Emerging technologies, changing demographics, the data economy, automation, and other trends are undercurrents of radical, systemic change--crashing into each other.
In this conversation, Philip talks to Jonathan Brill, author of Rogue Waves and Managing Director at Resilient Growth Partners. Philip and Jonathan discuss the thought process behind rogue waves and how recognizing hard to fathom shifts could prepare your organization for the future. The Drop – The segment of the show where Philip and his guest share tasty morsels of intellectual goodness and creative musings. *Philip's Drop: *Inglorious Empire: What the British Did to India – Shashi Tharoor (https://www.hurstpublishers.com/book/inglorious-empire/) Jonathan's Drop: Against the Gods: The Remarkable Story of Risk Peter L. Bernstein (https://www.wiley.com/en-us/Against+the+Gods%3A+The+Remarkable+Story+of+Risk-p-9780471295631) The Price of Peace: Money, Democracy and the Life of John Maynard Keynes (https://www.penguinrandomhouse.com/books/563378/the-price-of-peace-by-zachary-d-carter/) The Chef's Garden: A Modern Guide to Common and Unusual Vegetables (https://www.chefs-garden.com/book) Special Guest: Jonathan Brill.
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/science-technology-and-society
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/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/new-books-network
Jonathan Brill, former Hewlett Packard Senior Global Futurist, discusses his book “Rogue Waves: Future-Proof Your Business to Survive and Profit from Radical Change.” Host: Tim Stenovec. Producer: Paul Brennan. Learn more about your ad-choices at https://www.iheartpodcastnetwork.com
Jonathan Brill, former Hewlett Packard Senior Global Futurist, discusses his book “Rogue Waves: Future-Proof Your Business to Survive and Profit from Radical Change.” Host: Tim Stenovec. Producer: Paul Brennan. Learn more about your ad-choices at https://www.iheartpodcastnetwork.com
Today, ISF CEO Steve Durbin speaks with Jonathan Brill, futurist and author of the new book, Rogue Waves: Future-Proof Your Business to Survive and Profit from Radical Change. They discuss ways organizations can prepare for the confluence of small events that can add up to major disruption, developing institutional resilience, and how to strategies to facilitate sound decision-making in the boardroom. Mentioned in this episode: Rogue Waves: Future-Proof Your Business to Survive and Profit from Radical Change Read the transcript of this episode Subscribe to the ISF Podcast wherever you listen to podcasts Connect with us on LinkedIn and Twitter From the Information Security Forum, the leading authority on cyber, information security, and risk management
Today, ISF CEO Steve Durbin speaks with Jonathan Brill, futurist and author of the new book, Rogue Waves: Future-Proof Your Business to Survive and Profit from Radical Change. They discuss ways organizations can prepare for the confluence of small events that can add up to major disruption, developing institutional resilience, and how to strategies to facilitate sound decision-making in the boardroom. Mentioned in this episode: Rogue Waves: Future-Proof Your Business to Survive and Profit from Radical Change Read the transcript of this episode Subscribe to the ISF Podcast wherever you listen to podcasts Connect with us on LinkedIn and Twitter From the Information Security Forum, the leading authority on cyber, information security, and risk management
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.
Prepare for the unexpected as a product manager Today we are talking about change. Innovation itself means making change happen. Changes also come from external sources, with the COVID pandemic being an example of a huge cause of change. Our guest, Jonathan Brill, is here to tell us how to survive through and profit from […]
Global Product Management Talk is pleased to bring you the next episode of... The Everyday Innovator with host Chad McAllister, PhD. The podcast is all about helping people involved in innovation and managing products become more successful, grow their careers, and STANDOUT from their peers. About the Episode: Today we are talking about change. Innovation itself means making change happen. Changes also come from external sources, with the COVID pandemic being an example of huge causes of change. Our guest, Jonathan Brill, is here to tell us how to survive through and profit from radical change. He was the futurist at HP, making strategy recommendations, and continues to help organizations prepare for the impacts the future brings. He also has written about the framework he uses in his book Rogue Waves.
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.
Welcome to the What's Next! podcast with Tiffani Bova. This week I am thrilled to welcome Jonathan Brill to the What's Next! Podcast. Jonathan prepares leaders to profit from radical change. He is the author of Rogue Waves, a speaker and advisor on resilient growth, decision making and innovation under uncertainty. His practical advice is based on decades of experience as an entrepreneur and Fortune 50 tech executive at HP (Hewlett-Packard) and managing partner of innovation. He is the managing director of Resilient Growth Partners and a board member at Frost & Sullivan. 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. THIS EPISODE IS PERFECT FOR… those who want to know how to mitigate risk and identify [predictable] disruptions so they can respond with the necessary actions. TODAY'S MAIN MESSAGE… Unlike a black swan event, a rogue wave can be predictable, allowing us to be much more capable of addressing them. Jonathan applies his Rogue Wave framework to the world we are living in today to help leaders better address an onslaught of change. WHAT I LOVE MOST… how Jonathan cuts through the noise and gets to a way everyone can approach uncertainty and change with greater confidence. Running time: 28:17 Subscribe on iTunes Find Tiffani on social: Facebook Twitter LinkedIn Find Jonathan online: LinkedIn Jonathan's Website Rogue Waves Book
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.
Smart leaders are trying to help their organizations determine how to disrupt while being prepared to be disrupted themselves. Will the next wave sink your ship--or will you CHOOSE to profit from it?That's the question that Jonathan Brill is asking. Jonathan is a renowned expert on resilient growth and decision making under uncertainty. He is author of the new book, Rogue Waves.Find the full show notes at: https://workmatters.com/Anticipating-the-Next-Wave-that-Can-Disrupt-Your-Business
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