Last month, I was thrilled to attend Parliament’s PowerShift, a gathering of diverse opinion leaders, change-makers, creatives, and corporates seeking to find interesting solutions to some of today’s biggest challenges. At the event, I had the opportunity to speak with Peter Sims, CEO of Parliament, about some of the themes of my forthcoming book, Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen.
Netflix made headlines recently for their unexpected decline in new subscription growth and drop in subscriptions in the US, which pushed their stock price down. Critics are asking if Netflix’s business model is relevant in the changing competitive environment, when Disney and other content owners have started pulling back their content from streaming services like Netflix in order to build their own.
In 1968, Olympic fans and athletes watched in bemusement as a college sophomore jumped over the high bar backward. Until that day, every gold medal winner, indeed every Olympic athlete, who had competed in the high bar had gone over forward. Dick Fosbury literally turned his back on that tradition … won the Olympics … and forever changed the way the competition is played. Within eight years, 90% of high jumpers were using what came to be called the “Fosbury Flop.” Today, the Fosbury Flop is just the way you do things.
In my forthcoming book, Seeing Around Corners (now available for pre-order wherever you buy books), one of the major themes is that a major blind spot for organizations is that they tend to see the world through the lens of their existing industry. There are a lot of good reasons for this, but it can cause otherwise smart organizations to stumble.
This month, Harvard Business Review featured a compelling piece – “The Age of the Continuous Connection: When You Can Interact with Your Customers 24/7 You Need a New Business Model” – by Nicolaj Siggelkow and Christian Terwiesch, co-directors of Wharton’s Mack Institute for Innovation Management. The piece inspires some exciting new strategies to stay ahead of the competition. But we think it only scratches the surface of what is possible.
After a flight home long enough to empty my inbox and complete three important pieces of work, I found myself in a quiet house, family sleeping upstairs, with time on my hands. So, I stretched out on my couch and indulged in a movie.
For years I’ve sat on the opposing side of hierarchy. That rigid concept in which orders are barked down from above and complied to from below has robbed our corporations, governments, and social institutions of freedom. Many of the management thought-leaders we, at Outthinker, admire argue the same. Gary Hamel, for example, wrote “The real damper on employee engagement is the soggy, cold blanket of centralized authority.”
We cannot predict the future, but we can prepare in advance. So how do you develop early warning signs that things are about to change in an industry? One technique for identifying leading indicators is envisioning time zero events—concrete events that represent things that could have a big impact on a business.
Every year around this time, we sit to think about last year and set our resolutions for next. But there is a major risk in continuing this tradition, especially if you are doing something new.
For years I have been selling Outthinker: our workshops, certifications, speeches, membership, etc. And to be honest, it has felt exhausting. Waking up to long lists of tasks, burning red, overdue, people to follow up with and check in with. Long flights banging away email outreaches when I could be drafting the next chapter of a book.
