Tag Archives: disruptive

#430801 3 Exponentials to Watch | Future of ...

In the third of Singularity University’s Future of Everything YouTube series with Jason Silva, Silva discusses “The Big Three” exponential technologies, which he defines as GNR: genetics, nanotechnology, and robotics.
“If I were to be talking to entrepreneurs, if I was talking to heads of companies, I would tell them, pay attention to exponentials,” Silva says. “Pay attention to disruptive technologies… These are the forces that are upending the world. These are the trillion-dollar industries that are going to emerge out of no place.”

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#430668 Why Every Leader Needs to Be Obsessed ...

This article is part of a series exploring the skills leaders must learn to make the most of rapid change in an increasingly disruptive world. The first article in the series, “How the Most Successful Leaders Will Thrive in an Exponential World,” broadly outlines four critical leadership skills—futurist, technologist, innovator, and humanitarian—and how they work together.
Today’s post, part five in the series, takes a more detailed look at leaders as technologists. Be sure to check out part two of the series, “How Leaders Dream Boldly to Bring New Futures to Life,” part three of the series, “How All Leaders Can Make the World a Better Place,” and part four of the series, “How Leaders Can Make Innovation Everyone’s Day Job”.
In the 1990s, Tower Records was the place to get new music. Successful and popular, the California chain spread far and wide, and in 1998, they took on $110 million in debt to fund aggressive further expansion. This wasn’t, as it turns out, the best of timing.
The first portable digital music player went on sale the same year. The following year brought Napster, a file sharing service allowing users to freely share music online. By 2000, Napster hosted 20 million users swapping songs. Then in 2001, Apple’s iPod and iTunes arrived, and when the iTunes Music Store opened in 2003, Apple sold over a million songs the first week.
As music was digitized, hard copies began to go out of style, and sales and revenue declined.
Tower first filed for bankruptcy in 2004 and again (for the last time) in 2006. The internet wasn’t the only reason for Tower’s demise. Mismanagement and price competition from electronics retailers like Best Buy also played a part. Still, today, the vast majority of music is purchased or streamed entirely online, and record stores are for the most part a niche market.
The writing was on the wall, but those impacted most had trouble reading it.
Why is it difficult for leaders to see technological change coming and right the ship before it’s too late? Why did Tower go all out on expansion just as the next big thing took the stage?
This is one story of many. Digitization has moved beyond music and entertainment, and now many big retailers operating physical stores are struggling to stay relevant. Meanwhile, the pace of change is accelerating, and new potentially disruptive technologies are on the horizon.
More than ever, leaders need to develop a strong understanding of and perspective on technology. They need to survey new innovations, forecast their pace, gauge the implications, and adopt new tools and strategy to change course as an industry shifts, not after it’s shifted.
Simply, leaders need to adopt the mindset of a technologist. Here’s what that means.
Survey the Landscape
Nurturing curiosity is the first step to understanding technological change. To know how technology might disrupt your industry, you have to know what’s in the pipeline and identify which new inventions are directly or indirectly related to your industry.
Becoming more technologically minded takes discipline and focus as well as unstructured time to explore the non-obvious connections between what is right in front of us and what might be. It requires a commitment to ongoing learning and discovery.
Read outside your industry and comfort zone, not just Fast Company and Wired, but Science and Nature to expand your horizons. Identify experts with the ability to demystify specific technology areas—many have a solid following on Twitter or a frequently cited blog.
But it isn’t all about reading. Consider going where the change is happening too.
Visit one of the technology hubs around the world or a local university research lab in your own back yard. Or bring the innovation to you by building an internal exploration lab stocked with the latest technologies, creating a technology advisory board, hosting an internal innovation challenge, or a local pitch night where aspiring entrepreneurs can share their newest ideas.
You might even ask the crowd by inviting anyone to suggest what innovation is most likely to disrupt your product, service, or sector. And don’t hesitate to engage younger folks—the digital natives all around you—by asking questions about what technology they are using or excited about. Consider going on a field trip with them to see how they use technology in different aspects of their lives. Invite the seasoned executives on your team to explore long-term “reverse mentoring” with someone who can expose them to the latest technology and teach them to use it.
Whatever your strategy, the goal should be to develop a healthy obsession with technology.
By exploring fresh perspectives outside traditional work environments and then giving ourselves permission to see how these new ideas might influence existing products and strategies, we have a chance to be ready for what we’re not ready for—but is likely right around the corner.
Estimate the Pace of Progress
The next step is forecasting when a technology will mature.
One of the most challenging aspects of the changes underway is that in many technology arenas, we are quickly moving from a linear to an exponential pace. It is hard enough to envision what is needed in an industry buffeted by progress that is changing 10% per year, but what happens when technological progress doubles annually? That is another world altogether.
This kind of change can be deceiving. For example, machine learning and big data are finally reaching critical momentum after more than twenty years of being right around the corner. The advances in applications like speech and image recognition that we’ve seen in recent years dwarf what came before and many believe we’ve just begun to understand the implications.
Even as we begin to embrace disruptive change in one technology arena, far more exciting possibilities unfold when we explore how multiple arenas are converging.
Artificial intelligence and big data are great examples. As Hod Lipson, professor of Mechanical Engineering and Data Science at Columbia University and co-author of Driverless: Intelligent Cars and the Road Ahead, says, “AI is the engine, but big data is the fuel. They need each other.”
This convergence paired with an accelerating pace makes for surprising applications.
To keep his research lab agile and open to new uses of advancing technologies, Lipson routinely asks his PhD students, “How might AI disrupt this industry?” to prompt development of applications across a wide spectrum of sectors from healthcare to agriculture to food delivery.
Explore the Consequences
New technology inevitably gives rise to new ethical, social, and moral questions that we have never faced before. Rather than bury our heads in the sand, as leaders we must explore the full range of potential consequences of whatever is underway or still to come.
We can add AI to kids’ toys, like Mattel’s Hello Barbie or use cutting-edge gene editing technology like CRISPR-Cas9 to select for preferred gene sequences beyond basic health. But just because we can do something doesn’t mean we should.
Take time to listen to skeptics and understand the risks posed by technology.
Elon Musk, Stephen Hawking, Steve Wozniak, Bill Gates, and other well-known names in science and technology have expressed concern in the media and via open letters about the risks posed by AI. Microsoft’s CEO, Satya Nadella, has even argued tech companies shouldn’t build artificial intelligence systems that will replace people rather than making them more productive.
Exploring unintended consequences goes beyond having a Plan B for when something goes wrong. It requires broadening our view of what we’re responsible for. Beyond customers, shareholders, and the bottom line, we should understand how our decisions may impact employees, communities, the environment, our broader industry, and even our competitors.
The minor inconvenience of mitigating these risks now is far better than the alternative. Create forums to listen to and value voices outside of the board room and C-Suite. Seek out naysayers, ethicists, community leaders, wise elders, and even neophytes—those who may not share our preconceived notions of right and wrong or our narrow view of our role in the larger world.
The question isn’t: If we build it, will they come? It’s now: If we can build it, should we?
Adopt New Technologies and Shift Course
The last step is hardest. Once you’ve identified a technology (or technologies) as a potential disruptor and understand the implications, you need to figure out how to evolve your organization to make the most of the opportunity. Simply recognizing disruption isn’t enough.
Take today’s struggling brick-and-mortar retail business. Online shopping isn’t new. Amazon isn’t a plucky startup. Both have been changing how we buy stuff for years. And yet many who still own and operate physical stores—perhaps most prominently, Sears—are now on the brink of bankruptcy.
There’s hope though. Netflix began as a DVD delivery service in the 90s, but quickly realized its core business didn’t have staying power. It would have been laughable to stream movies when Netflix was founded. Still, computers and bandwidth were advancing fast. In 2007, the company added streaming to its subscription. Even then it wasn’t a totally compelling product.
But Netflix clearly saw a streaming future would likely end their DVD business.
In recent years, faster connection speeds, a growing content library, and the company’s entrance into original programming have given Netflix streaming the upper hand over DVDs. Since 2011, DVD subscriptions have steadily declined. Yet the company itself is doing fine. Why? It anticipated the shift to streaming and acted on it.
Never Stop Looking for the Next Big Thing
Technology is and will increasingly be a driver of disruption, destabilizing entrenched businesses and entire industries while also creating new markets and value not yet imagined.
When faced with the rapidly accelerating pace of change, many companies still default to old models and established practices. Leading like a technologist requires vigilant understanding of potential sources of disruption—what might make your company’s offering obsolete? The answers may not always be perfectly clear. What’s most important is relentlessly seeking them.
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#430658 Why Every Leader Needs a Healthy ...

This article is part of a series exploring the skills leaders must learn to make the most of rapid change in an increasingly disruptive world. The first article in the series, “How the Most Successful Leaders Will Thrive in an Exponential World,” broadly outlines four critical leadership skills—futurist, technologist, innovator, and humanitarian—and how they work together.
Today’s post, part five in the series, takes a more detailed look at leaders as technologists. Be sure to check out part two of the series, “How Leaders Dream Boldly to Bring New Futures to Life,” part three of the series, “How All Leaders Can Make the World a Better Place,” and part four of the series, “How Leaders Can Make Innovation Everyone’s Day Job”.
In the 1990s, Tower Records was the place to get new music. Successful and popular, the California chain spread far and wide, and in 1998, they took on $110 million in debt to fund aggressive further expansion. This wasn’t, as it turns out, the best of timing.
The first portable digital music player went on sale the same year. The following year brought Napster, a file sharing service allowing users to freely share music online. By 2000, Napster hosted 20 million users swapping songs. Then in 2001, Apple’s iPod and iTunes arrived, and when the iTunes Music Store opened in 2003, Apple sold over a million songs the first week.
As music was digitized, hard copies began to go out of style, and sales and revenue declined.
Tower first filed for bankruptcy in 2004 and again (for the last time) in 2006. The internet wasn’t the only reason for Tower’s demise. Mismanagement and price competition from electronics retailers like Best Buy also played a part. Still, today, the vast majority of music is purchased or streamed entirely online, and record stores are for the most part a niche market.
The writing was on the wall, but those impacted most had trouble reading it.
Why is it difficult for leaders to see technological change coming and right the ship before it’s too late? Why did Tower go all out on expansion just as the next big thing took the stage?
This is one story of many. Digitization has moved beyond music and entertainment, and now many big retailers operating physical stores are struggling to stay relevant. Meanwhile, the pace of change is accelerating, and new potentially disruptive technologies are on the horizon.
More than ever, leaders need to develop a strong understanding of and perspective on technology. They need to survey new innovations, forecast their pace, gauge the implications, and adopt new tools and strategy to change course as an industry shifts, not after it’s shifted.
Simply, leaders need to adopt the mindset of a technologist. Here’s what that means.
Survey the Landscape
Nurturing curiosity is the first step to understanding technological change. To know how technology might disrupt your industry, you have to know what’s in the pipeline and identify which new inventions are directly or indirectly related to your industry.
Becoming more technologically minded takes discipline and focus as well as unstructured time to explore the non-obvious connections between what is right in front of us and what might be. It requires a commitment to ongoing learning and discovery.
Read outside your industry and comfort zone, not just Fast Company and Wired, but Science and Nature to expand your horizons. Identify experts with the ability to demystify specific technology areas—many have a solid following on Twitter or a frequently cited blog.
But it isn’t all about reading. Consider going where the change is happening too.
Visit one of the technology hubs around the world or a local university research lab in your own back yard. Or bring the innovation to you by building an internal exploration lab stocked with the latest technologies, creating a technology advisory board, hosting an internal innovation challenge, or a local pitch night where aspiring entrepreneurs can share their newest ideas.
You might even ask the crowd by inviting anyone to suggest what innovation is most likely to disrupt your product, service, or sector. And don’t hesitate to engage younger folks—the digital natives all around you—by asking questions about what technology they are using or excited about. Consider going on a field trip with them to see how they use technology in different aspects of their lives. Invite the seasoned executives on your team to explore long-term “reverse mentoring” with someone who can expose them to the latest technology and teach them to use it.
Whatever your strategy, the goal should be to develop a healthy obsession with technology.
By exploring fresh perspectives outside traditional work environments and then giving ourselves permission to see how these new ideas might influence existing products and strategies, we have a chance to be ready for what we’re not ready for—but is likely right around the corner.
Estimate the Pace of Progress
The next step is forecasting when a technology will mature.
One of the most challenging aspects of the changes underway is that in many technology arenas, we are quickly moving from a linear to an exponential pace. It is hard enough to envision what is needed in an industry buffeted by progress that is changing 10% per year, but what happens when technological progress doubles annually? That is another world altogether.
This kind of change can be deceiving. For example, machine learning and big data are finally reaching critical momentum after more than twenty years of being right around the corner. The advances in applications like speech and image recognition that we’ve seen in recent years dwarf what came before and many believe we’ve just begun to understand the implications.
Even as we begin to embrace disruptive change in one technology arena, far more exciting possibilities unfold when we explore how multiple arenas are converging.
Artificial intelligence and big data are great examples. As Hod Lipson, professor of Mechanical Engineering and Data Science at Columbia University and co-author of Driverless: Intelligent Cars and the Road Ahead, says, “AI is the engine, but big data is the fuel. They need each other.”
This convergence paired with an accelerating pace makes for surprising applications.
To keep his research lab agile and open to new uses of advancing technologies, Lipson routinely asks his PhD students, “How might AI disrupt this industry?” to prompt development of applications across a wide spectrum of sectors from healthcare to agriculture to food delivery.
Explore the Consequences
New technology inevitably gives rise to new ethical, social, and moral questions that we have never faced before. Rather than bury our heads in the sand, as leaders we must explore the full range of potential consequences of whatever is underway or still to come.
We can add AI to kids’ toys, like Mattel’s Hello Barbie or use cutting-edge gene editing technology like CRISPR-Cas9 to select for preferred gene sequences beyond basic health. But just because we can do something doesn’t mean we should.
Take time to listen to skeptics and understand the risks posed by technology.
Elon Musk, Stephen Hawking, Steve Wozniak, Bill Gates, and other well-known names in science and technology have expressed concern in the media and via open letters about the risks posed by AI. Microsoft’s CEO, Satya Nadella, has even argued tech companies shouldn’t build artificial intelligence systems that will replace people rather than making them more productive.
Exploring unintended consequences goes beyond having a Plan B for when something goes wrong. It requires broadening our view of what we’re responsible for. Beyond customers, shareholders, and the bottom line, we should understand how our decisions may impact employees, communities, the environment, our broader industry, and even our competitors.
The minor inconvenience of mitigating these risks now is far better than the alternative. Create forums to listen to and value voices outside of the board room and C-Suite. Seek out naysayers, ethicists, community leaders, wise elders, and even neophytes—those who may not share our preconceived notions of right and wrong or our narrow view of our role in the larger world.
The question isn’t: If we build it, will they come? It’s now: If we can build it, should we?
Adopt New Technologies and Shift Course
The last step is hardest. Once you’ve identified a technology (or technologies) as a potential disruptor and understand the implications, you need to figure out how to evolve your organization to make the most of the opportunity. Simply recognizing disruption isn’t enough.
Take today’s struggling brick-and-mortar retail business. Online shopping isn’t new. Amazon isn’t a plucky startup. Both have been changing how we buy stuff for years. And yet many who still own and operate physical stores—perhaps most prominently, Sears—are now on the brink of bankruptcy.
There’s hope though. Netflix began as a DVD delivery service in the 90s, but quickly realized its core business didn’t have staying power. It would have been laughable to stream movies when Netflix was founded. Still, computers and bandwidth were advancing fast. In 2007, the company added streaming to its subscription. Even then it wasn’t a totally compelling product.
But Netflix clearly saw a streaming future would likely end their DVD business.
In recent years, faster connection speeds, a growing content library, and the company’s entrance into original programming have given Netflix streaming the upper hand over DVDs. Since 2011, DVD subscriptions have steadily declined. Yet the company itself is doing fine. Why? It anticipated the shift to streaming and acted on it.
Never Stop Looking for the Next Big Thing
Technology is and will increasingly be a driver of disruption, destabilizing entrenched businesses and entire industries while also creating new markets and value not yet imagined.
When faced with the rapidly accelerating pace of change, many companies still default to old models and established practices. Leading like a technologist requires vigilant understanding of potential sources of disruption—what might make your company’s offering obsolete? The answers may not always be perfectly clear. What’s most important is relentlessly seeking them.
Stock Media provided by MJTierney / Pond5 Continue reading

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#430152 These 7 Disruptive Technologies Could Be ...

Scientists, technologists, engineers, and visionaries are building the future. Amazing things are in the pipeline. It’s a big deal. But you already knew all that. Such speculation is common. What’s less common? Scale.
How big is big?
“Silicon Valley, Silicon Alley, Silicon Dock, all of the Silicons around the world, they are dreaming the dream. They are innovating,” Catherine Wood said at Singularity University’s Exponential Finance in New York. “We are sizing the opportunity. That’s what we do.”
Catherine Wood at Exponential Finance.Wood is founder and CEO of ARK Investment Management, a research and investment company focused on the growth potential of today’s disruptive technologies. Prior to ARK, she served as CIO of Global Thematic Strategies at AllianceBernstein for 12 years.
“We believe innovation is key to growth,” Wood said. “We are not focused on the past. We are focused on the future. We think there are tremendous opportunities in the public marketplace because this shift towards passive [investing] has created a lot of risk aversion and tremendous inefficiencies.”
In a new research report, released this week, ARK took a look at seven disruptive technologies, and put a number on just how tremendous they are. Here’s what they found.
(Check out ARK’s website and free report, “Big Ideas of 2017,” for more numbers, charts, and detail.)
1. Deep Learning Could Be Worth 35 Amazons
Deep learning is a subcategory of machine learning which is itself a subcategory of artificial intelligence. Deep learning is the source of much of the hype surrounding AI today. (You know you may be in a hype bubble when ads tout AI on Sunday golf commercial breaks.)
Behind the hype, however, big tech companies are pursuing deep learning to do very practical things. And whereas the internet, which unleashed trillions in market value, transformed several industries—news, entertainment, advertising, etc.—deep learning will work its way into even more, Wood said.
As deep learning advances, it should automate and improve technology, transportation, manufacturing, healthcare, finance, and more. And as is often the case with emerging technologies, it may form entirely new businesses we have yet to imagine.
“Bill Gates has said a breakthrough in machine learning would be worth 10 Microsofts. Microsoft is $550 to $600 billion,” Wood said. “We think deep learning is going to be twice that. We think [it] could approach $17 trillion in market cap—which would be 35 Amazons.”
2. Fleets of Autonomous Taxis to Overtake Automakers
Wood didn’t mince words about a future when cars drive themselves.
“This is the biggest change that the automotive industry has ever faced,” she said.
Today’s automakers have a global market capitalization of a trillion dollars. Meanwhile, mobility-as-a-service companies as a whole (think ridesharing) are valued around $115 billion. If this number took into account expectations of a driverless future, it’d be higher.
The mobility-as-a-service market, which will slash the cost of “point-to-point” travel, could be worth more than today’s automakers combined, Wood said. Twice as much, in fact. As gross sales grow to something like $10 trillion in the early 2030s, her firm thinks some 20% of that will go to platform providers. It could be a $2 trillion opportunity.
Wood said a handful of companies will dominate the market, and Tesla is well positioned to be one of those companies. They are developing both the hardware, electric cars, and the software, self-driving algorithms. And although analysts tend to look at them as a just an automaker right now, that’s not all they’ll be down the road.
“We think if [Tesla] got even 5% of this global market for autonomous taxi networks, it should be worth another $100 billion today,” Wood said.
3. 3D Printing Goes Big With Finished Products at Scale
3D printing has become part of mainstream consciousness thanks, mostly, to the prospect of desktop printers for consumer prices. But these are imperfect, and the dream of an at-home replicator still eludes us. The manufacturing industry, however, is much closer to using 3D printers at scale.
Not long ago, we wrote about Carbon’s partnership with Adidas to mass-produce shoe midsoles. This is significant because, whereas industrial 3D printing has focused on prototyping to date, improving cost, quality, and speed are making it viable for finished products.
According to ARK, 3D printing may grow into a $41 billion market by 2020, and Wood noted a McKinsey forecast of as much as $490 billion by 2025. “McKinsey will be right if 3D printing actually becomes a part of the industrial production process, so end-use parts,” Wood said.
4. CRISPR Starts With Genetic Therapy, But It Doesn’t End There
According to ARK, the cost of genome editing has fallen 28x to 52x (depending on reagents) in the last four years. CRISPR is the technique leading the genome editing revolution, dramatically cutting time and cost while maintaining editing efficiency. Despite its potential, Wood said she isn’t hearing enough about it from investors yet.
“There are roughly 10,000 monogenic or single-gene diseases. Only 5% are treatable today,” she said. ARK believes treating these diseases is worth an annual $70 billion globally. Other areas of interest include stem cell therapy research, personalized medicine, drug development, agriculture, biofuels, and more.
Still, the big names in this area—Intellia, Editas, and CRISPR—aren’t on the radar.
“You can see if a company in this space has a strong IP position, as Genentech did in 1980, then the growth rates can be enormous,” Wood said. “Again, you don’t hear these names, and that’s quite interesting to me. We think there are very low expectations in that space.”
5. Mobile Transactions Could Grow 15x by 2020
By 2020, 75% of the world will own a smartphone, according to ARK. Amid smartphones’ many uses, mobile payments will be one of the most impactful. Coupled with better security (biometrics) and wider acceptance (NFC and point-of-sale), ARK thinks mobile transactions could grow 15x, from $1 trillion today to upwards of $15 trillion by 2020.
In addition, to making sharing economy transactions more frictionless, they are generally key to financial inclusion in emerging and developed markets, ARK says. And big emerging markets, such as India and China, are at the forefront, thanks to favorable regulations.
“Asia is leading the charge here,” Wood said. “You look at companies like Tencent and Alipay. They are really moving very quickly towards mobile and actually showing us the way.”
6. Robotics and Automation to Liberate $12 Trillion by 2035
Robots aren’t just for auto manufacturers anymore. Driven by continued cost declines and easier programming, more businesses are adopting robots. Amazon’s robot workforce in warehouses has grown from 1,000 to nearly 50,000 since 2014. “And they have never laid off anyone, other than for performance reasons, in their distribution centers,” Wood said.
But she understands fears over lost jobs.
This is only the beginning of a big round of automation driven by cheaper, smarter, safer, and more flexible robots. She agrees there will be a lot of displacement. Still, some commentators overlook associated productivity gains. By 2035, Wood said US GDP could be $12 trillion more than it would have been without robotics and automation—that’s a $40 trillion economy instead of a $28 trillion economy.
“This is the history of technology. Productivity. New products and services. It is our job as investors to figure out where that $12 trillion is,” Wood said. “We can’t even imagine it right now. We couldn’t imagine what the internet was going to do with us in the early ’90s.”
7. Blockchain and Cryptoassets: Speculatively Spectacular
Blockchain-enabled cryptoassets, such as Bitcoin, Ethereum, and Steem, have caused more than a stir in recent years. In addition to Bitcoin, there are now some 700 cryptoassets of various shapes and hues. Bitcoin still rules the roost with a market value of nearly $40 billion, up from just $3 billion two years ago, according to ARK. But it’s only half the total.
“This market is nascent. There are a lot of growing pains taking place right now in the crypto world, but the promise is there,” Wood said. “It’s a very hot space.”
Like all young markets, ARK says, cryptoasset markets are “characterized by enthusiasm, uncertainty, and speculation.” The firm’s blockchain products lead, Chris Burniske, uses Twitter—which is where he says the community congregates—to take the temperature. In a recent Twitter poll, 62% of respondents said they believed the market’s total value would exceed a trillion dollars in 10 years. In a followup, more focused on the trillion-plus crowd, 35% favored $1–$5 trillion, 17% guessed $5–$10 trillion, and 34% chose $10+ trillion.
Looking past the speculation, Wood believes there’s at least one big area blockchain and cryptoassets are poised to break into: the $500-billion, fee-based business of sending money across borders known as remittances.
“If you look at the Philippines-to-South Korean corridor, what you’re seeing already is that Bitcoin is 20% of the remittances market,” Wood said. “The migrant workers who are transmitting currency, they don’t know that Bitcoin is what’s enabling such a low-fee transaction. It’s the rails, effectively. They just see the fiat transfer. We think that that’s going to be a very exciting market.”
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