Posts
There is no doubt that emerging technologies such as the internet have provided incredible advantages and opportunities, as examined in my past few posts. However, the other side of the coin of innovation is the amount of disruption that those technologies cause. A 2016 KPMG survey of hundreds of CEOs found that 65% "believe that the next three years will be more critical for their industry than the previous 50 years". Furthermore, 85% revealed "The time I have to think strategically about the disruption and innovation shaping our company’s future" (KPMG, 2016). Companies have to constantly react to changes faster than ever before and anticipating potential changes is increasing becoming a requirement for leaders (Burrus, 2015). This post will examine some of the other implications that now face leaders and how they can work to stay current.
As Dr. Jeffery Tobias described, companies have to become comfortable with the "new normal" environment of disruption innovation and leaders will need to adapt, with anticipation being the primary skill required. Burrus (2015) lists three major ways leaders can be more anticipatory: make the future more visible, identify hard trends, and look outside your industry for solutions. While some of these actions seem somewhat straight forward it can be difficult for leaders to implement them successfully. That is where Weinberger's (2011) advice on using the networking of knowledge can be very beneficial.
Weinberger (2011) described five ways to benefit from the internet and the wealth of information it provides, instead of being bogged down and looking at the it like we did with the old source of knowledge: books (p. 119). First, he mentions that open access, unlike traditional academic journals with high entry costs, is needed (Weinberger, 2011, p. 183). Secondly, information must be categorized so metadata can allow for ease of use. Next, linking everything together allows for a broader range of topics to be explored as well as providing references as needed (Weinberger, 2011, p. 189). Finally, institutions need to incorporate knowledge into the network and strive to teach everyone. With a strong sense of curiosity that Weinberger describes, leaders will be not only better able to anticipate changes but also adapt and react when unexpected innovations occur.
With all that being said, I believe that we are living on a cusp that is going to have far reaching effects that will be hard to predict and even harder to plan for. While the range of experts' predictions on when it will happen might differ, with an average around 2040/50, many believe that the singularity could/will happen in our lifetime.
The ramifications for this level of disruption is unprecedented and would make the impact that the internet brought seem small. Take for example the new startup company Kernel that is working on brain-computer interface (BCI) to solve a myriad of problems such as trauma or Alzheimer's. Recently, they have shown the ability to improve the memory of rats with an implanted chip and even going so far as providing one rat's memories to another rat (Dwoskin, 2016). Imagine the revolution that could occur if all the memories of a subject matter expert were just transferred to a new recruit. Talk about retaining institutional knowledge!
As leaders we still need to work to react and anticipate change in order deal with the disruptions that technology creates. However, soon advancements in technology, such as AI and BCI, might change the very notion of what it means to be human, and that can be hard to plan for.
References:
Burrus, D. (2015, September 30). Leading in a world of disruption. [Web log comment]. Retrieved from http://www.huffingtonpost.com/daniel-burrus/leading-in-a-world-of-dis_b_8221852.html.
Dwoskin, E. (2016, August 15). Putting a computer in your brain is no longer science fiction. The Washington Post. Retrieved from https://www.washingtonpost.com/news/the-switch/wp/2016/08/15/putting-a-computer-in-your-brain-is-no-longer-science-fiction/?utm_term=.0eb9cfa6714a.
KPMG. (2016). [Leading in the age of disruption] [Infographic]. Retrieved from https://assets.kpmg.com/content/dam/kpmg/pdf/2016/07/CEO-LeadershipSegment.pdf.
Tobias, J. (2016, June 30). We have to get comfortable about being in a world of disruptive innovation [audio file]. Retrieved from https://soundcloud.com/unswbusiness/jeffrey-tobias-agsm-leadership-innovation.
Weinberger, D. (2011). Too big to know: Rethinking knowledge now that the facts aren't the facts, experts are everywhere, and the smartest person in the room is the room. New York, NY: Basic Books.
As Dr. Jeffery Tobias described, companies have to become comfortable with the "new normal" environment of disruption innovation and leaders will need to adapt, with anticipation being the primary skill required. Burrus (2015) lists three major ways leaders can be more anticipatory: make the future more visible, identify hard trends, and look outside your industry for solutions. While some of these actions seem somewhat straight forward it can be difficult for leaders to implement them successfully. That is where Weinberger's (2011) advice on using the networking of knowledge can be very beneficial.
Weinberger (2011) described five ways to benefit from the internet and the wealth of information it provides, instead of being bogged down and looking at the it like we did with the old source of knowledge: books (p. 119). First, he mentions that open access, unlike traditional academic journals with high entry costs, is needed (Weinberger, 2011, p. 183). Secondly, information must be categorized so metadata can allow for ease of use. Next, linking everything together allows for a broader range of topics to be explored as well as providing references as needed (Weinberger, 2011, p. 189). Finally, institutions need to incorporate knowledge into the network and strive to teach everyone. With a strong sense of curiosity that Weinberger describes, leaders will be not only better able to anticipate changes but also adapt and react when unexpected innovations occur.
With all that being said, I believe that we are living on a cusp that is going to have far reaching effects that will be hard to predict and even harder to plan for. While the range of experts' predictions on when it will happen might differ, with an average around 2040/50, many believe that the singularity could/will happen in our lifetime.
The ramifications for this level of disruption is unprecedented and would make the impact that the internet brought seem small. Take for example the new startup company Kernel that is working on brain-computer interface (BCI) to solve a myriad of problems such as trauma or Alzheimer's. Recently, they have shown the ability to improve the memory of rats with an implanted chip and even going so far as providing one rat's memories to another rat (Dwoskin, 2016). Imagine the revolution that could occur if all the memories of a subject matter expert were just transferred to a new recruit. Talk about retaining institutional knowledge!
As leaders we still need to work to react and anticipate change in order deal with the disruptions that technology creates. However, soon advancements in technology, such as AI and BCI, might change the very notion of what it means to be human, and that can be hard to plan for.
References:
Burrus, D. (2015, September 30). Leading in a world of disruption. [Web log comment]. Retrieved from http://www.huffingtonpost.com/daniel-burrus/leading-in-a-world-of-dis_b_8221852.html.
Dwoskin, E. (2016, August 15). Putting a computer in your brain is no longer science fiction. The Washington Post. Retrieved from https://www.washingtonpost.com/news/the-switch/wp/2016/08/15/putting-a-computer-in-your-brain-is-no-longer-science-fiction/?utm_term=.0eb9cfa6714a.
KPMG. (2016). [Leading in the age of disruption] [Infographic]. Retrieved from https://assets.kpmg.com/content/dam/kpmg/pdf/2016/07/CEO-LeadershipSegment.pdf.
Tobias, J. (2016, June 30). We have to get comfortable about being in a world of disruptive innovation [audio file]. Retrieved from https://soundcloud.com/unswbusiness/jeffrey-tobias-agsm-leadership-innovation.
Weinberger, D. (2011). Too big to know: Rethinking knowledge now that the facts aren't the facts, experts are everywhere, and the smartest person in the room is the room. New York, NY: Basic Books.
Nice post. I was drawn to another item on the infographic from
ReplyDeleteKPMG that you shared - "The number of mission-critical issues that I have not experienced previously in my career that require my leadership." None of us have been "schooled" in the new normal!
Chris,
ReplyDeleteGreat post, and so many interesting resources! The KPMG survey, Tobias video, and Burrus blog provide excellent considerations for managing rapid technological change. Burrus’ distinction between “being agile” and “becoming anticipatory” was very interesting. (http://www.huffingtonpost.com/daniel-burrus/leading-in-a-world-of-dis_b_8221852.html) Anticipatory is more active and predictive, whereas agile might be somewhat reactive. The need to be cognizant of underlying movements rather than reacting to every new technology that comes down the pike is evident in Burrus’ advice to focus on trends that are the most likely to happen. This reminded me of the discussion on the TheAyesHaveIt's blog, where Dr. Watwood shared Audrey Watters’ critique of the NMC report. (https://theayeshaveitblog.wordpress.com/2017/02/23/implications-of-emerging-and-changing-technology-in-higher-education/#comments) Ms. Watters stresses the need to look at the big picture and gain a deep understanding of trends, rather than simply reacting to the tech “flavor of the day”.
You make a great point that we seem to be experiencing an unprecedented level of disruption. The Kernel example you shared really drives this home. The idea of a chip that can help people who are suffering from neurological damage caused by strokes, Alzheimer’s, or concussions - incredible! (https://www.washingtonpost.com/news/the-switch/wp/2016/08/15/putting-a-computer-in-your-brain-is-no-longer-science-fiction/?utm_term=.bdd9c4160cc9)
-CatOnKB