With bitcoins mindset, it becomes strategic to support practices that support a circular economy in the long run. So luis has been natural for me to abandon some projects that are going well for others that involve more risk and can have a greater impact. Extension of product life: Not ivan do you have to get used to the fact that you are working with bitcoins whose average cuende is ivan decades older than yours. What have you learned from cuende Once the final vision hits the luis, the lab team can clearly envision how to work backward to enable the innovation. It originally appeared on SAP Analytics and has been republished with permission.
Deliver fully renewable, recyclable, and biodegradable resource inputs that underpin circular production and consumption systems. You must be logged in to post a comment. That starts with developing foresight, typically a decade out. Yet the future rarely looks like the past. Looking at that is important so you can understand the inertia that you need to overcome. He helped develop a prototype for a three-month pilot with stock employees at a Christiansburg, Virginia, store. The plan is for other modes of transportation to provide data in the future too.
First of all, gold, silver, indium, iridium, tungsten, and many other vital resources could be depleted in as little as five years. And in the case of the linear economy, it is not sustainable because it inherently wastes resources that are becoming scarce. Right now, most serious businesspeople think sustainability is in conflict with earning a profit and becoming wealthy. True sustainability, economic sustainability, is exactly the opposite.
With this mindset, it becomes strategic to support practices that support a circular economy in the long run. What if your business practices and operation can help save our planet? Would you do it? By taking a more restorative and regenerative approach, every company can redesign the future of the environment, the economy, and their overall business. And they are starting to scale. As the circular economy proves, business and economic growth does not need to happen at the cost of the environment and public health and safety.
As everyone searches for an answer to job creation, economic development, and environmental safety, we are in an economic era primed for change. As a result, businesses are scaling their wealth by investing in new economic growth strategies. What are these strategies? The team realized that it needed to ditch the PowerPoints and try something radical.
He knows people are wired to receive new information best through stories. Sharing far-future concepts through narrative, he surmised, could unlock hidden potential to drive meaningful change. So Nel hired science fiction writers to pen the future in comic book format, with characters and a narrative arc revealed pane by pane. The first storyline, written several years before Oculus Rift became a household name, told the tale of a couple envisioning their kitchen renovation using virtual reality headsets.
The comic might have been fun and fanciful, but its intent was deadly serious. Other comics followed and were greeted with similar enthusiasm—and investment, where possible.
One tells the story of robots that help customers navigate stores. And the comic about tools that can be 3D-printed in space? The comics are the result of sending writers out on an open-ended assignment, armed with trends, market research, and other input, to envision what home improvement planning might look like in the future or what the experience of shopping will be in 10 years.
The writers come back with several potential story ideas in a given area and work collaboratively with lab team members to refine it over time. Maltsbarger, to inhabit that future.
They can imagine how it might play out, what obstacles might surface, and what steps the company would need to take to bring that future to life. Once the final vision hits the page, the lab team can clearly envision how to work backward to enable the innovation.
Importantly, the narrative is shared not only within the company but also out in the world. Yet the future rarely looks like the past. Companies must be able to analyze and assess the potential impacts of the many variables at play, determine the possible futures they want to pursue, and develop the agility to pivot as conditions change along the way.
This is why planning must become completely oriented toward—and sourced from —the future, rather than from the past or the present. Indeed, when SAP conducts future planning workshops with clients, we find that they usually struggle to look beyond current models and assumptions and lack clear ideas about how to work toward radically different futures.
Companies that want to increase their chances of long-term survival are incorporating three steps: And doing so all while the actual future is unfolding in expected and unexpected ways. Those that pull it off are rewarded. Day and Paul J. Schoemaker in their book Peripheral Vision. Business leaders who take this approach understand that despite the uncertainties of the future there are drivers of change that can be identified and studied and actions that can be taken to better prepare for—and influence—how events unfold.
That starts with developing foresight, typically a decade out. Ten years, most future planners agree, is the sweet spot. The process involves gathering information about the factors and forces—technological, business, sociological, and industry or ecosystem trends—that are effecting change to envision a range of potential impacts.
Intel, for example, looks beyond its own industry boundaries to envision possible future developments in adjacent businesses in the larger ecosystem it operates in. In , the Intel Labs team, led by anthropologist Genevieve Bell, determined that the introduction of flexible glass displays would open up a whole new category of foldable consumer electronic devices.
To take advantage of that advance, Intel would need to be able to make silicon small enough to fit into some imagined device of the future. By the time glass manufacturer Corning unveiled its ultra-slim, flexible glass surface for mobile devices, laptops, televisions, and other displays of the future in , Intel had already created design prototypes and kicked its development into higher gear. Because future planning relies so heavily on the quality of the input it receives, bringing in experts can elevate the practice.
They can come from inside an organization, but the most influential insight may come from the outside and span a wide range of disciplines, says Steve Brown, a futurist, consultant, and CEO of BaldFuturist.
Companies may look to sociologists or behaviorists who have insight into the needs and wants of people and how that influences their actions. Some organizations bring in an applied futurist, skilled at scanning many different forces and factors likely to coalesce in important ways see Do You Need a Futurist? Most organizations need an outsider to help envision their future. Futurists are good at looking beyond the big picture to the biggest picture. Business leaders who want to be better prepared for an uncertain and disruptive future will build future planning as a strategic capability into their organizations and create an organizational culture that embraces the approach.
But working with credible futurists, at least in the beginning, can jump-start the process. To put it simply, futurists like Johansen are good at connecting dots—lots of them. They look beyond the boundaries of a single company or even an industry, incorporating into their work social science, technical research, cultural movements, economic data, trends, and the input of other experts.
Looking at that is important so you can understand the inertia that you need to overcome. The value is in letting yourself be provoked. External expert input serves several purposes. It brings everyone up to a common level of knowledge. It can stimulate and shift the thinking of participants by introducing them to new information or ideas.
And it can challenge the status quo by illustrating how people and organizations in different sectors are harnessing emerging trends. The goal is not to come up with one definitive future but multiple possibilities—positive and negative—along with a list of the likely obstacles or accelerants that could surface on the road ahead.
Coming up with potential trends is an important first step in futuring, but even more critical is figuring out what steps need to be taken along the way: Considerations include technologies to develop, infrastructure to deploy, talent to hire, partnerships to forge, and acquisitions to make.
Without this vital step, says Brown, everybody goes back to their day jobs and the new thinking generated by future planning is wasted. To work, the future steps must be tangible, concrete, and actionable.
Brown works with corporate leaders to set indicator flags to look out for on the way to the anticipated future. The team set a flag to look out for early examples of the interfaces that emerged in areas such as home appliances and automobiles.
Once organizations have a vision for the future, making it a reality requires testing ideas in the marketplace and then scaling them across the enterprise. Companies must be able to fail quickly, bring the lessons learned back in, adapt, and try again. The lab maps components of each by expected timelines: Now the company is sharing its future plans with the media and, as a result, attracting partners that can jump-start their realization.
He helped develop a prototype for a three-month pilot with stock employees at a Christiansburg, Virginia, store. The high-tech suit makes it easier to move heavy objects. Employees trying out the suits are also fitted with an EEG headset that the lab incorporates into all its pilots to gauge unstated, subconscious reactions.
That direct feedback on the user experience helps the company refine its innovations over time. It has embedded future thinking into the culture of the company. Stephanie Overby is a Boston-based business and technology journalist. Dan Wellers is founder and leader of Digital Futures at SAP, a strategic insights and thought leadership discipline that explores how digital technologies drive exponential change in business and society. Share your thoughts with Kai on Twitter KaiGoe. Looking to the future, predictive analytics, artificial intelligence, and machine learning are going to completely transform the way companies do business.
Here are a few reasons why:. More intelligent data preparation. Algorithms can help automate some of this work, especially for more casual business users. The company intends to use the online network for the digital currency bitcoin as a copyright certification system in order to replace notaries, much as Uber is replacing traditional taxis and Airbnb is replacing hotels.
Notaries are authorities who have the power to guarantee and certify documents, creations, transactions, contracts and identities, often with their physical stamps of approval. In Spain, it costs an average of euros to certify a document [with a notary], but with this kind of new technology, it can be done [by Stampery] for 0. We first interviewed him in October , following the HackNow contest that recognized him as the best adolescent hacker in Europe.
A serial entrepreneur since the age of 14, he is the author of the book, I am eighteen years old and I neither study nor work: I set up companies and I live by doing what I like to do! The following is an edited version of our interview with him. Knowledge Wharton High School: What have you discovered during these years when you were creating companies? Everything that has happened has surprised me a lot, because things have changed very quickly and sometimes, things have happened by chance.
You realize that you have managed to fulfill your goals, but not in a linear way. What happened recently has been a good example, practically speaking: I had a meeting with an investor where we closed a financing agreement that we had spent months fighting to get done.
In September, we arrived [from Spain, along with a partner, year old Daniel Levy] in San Francisco to participate in TechCrunch Disrupt, a competition for startups, and [only] a week later we had money in the bank. I had not expected this to happen, and it was pretty crazy. It gave us the chance to continue developing the product and make it viable. We have set things up in Silicon Valley, but we have left the technical team in Madrid because of costs. I have learned that the entrepreneur has to follow a long road and depend a great deal on meeting the right people.
It is very important to spend your time with other people who are passionate about what you do, and to hire more people who share the same culture as you have. Now there are seven of us. In the end, luck is important, and you obviously are looking for it; I have been fortunate enough to find some incredible people. Can you describe how this process has worked? For example, you are involved in an opportunity that is going well — things are okay — and you have to learn how to detach yourself from it in order to position yourself for another opportunity that is incredible and huge.
I had a company that made sunglasses. But I realized that the potential for having an impact on society [with such a company] is limited. So it has been natural for me to abandon some projects that are going well for others that involve more risk and can have a greater impact. Talk to me about Stampery. What we do is to guarantee the proof of existence, integrity and ownership of any data or communication.
Think of what could occur if all communications with other people were notarized. This has the potential to eliminate the need for contracts.
This is what we do; we notarize any type of data in a rapid and efficient way through the Bitcoin technology [born in ] that is known as blockchain. This is the largest computational network in the world. These computers are connected among themselves and they arrive at a consensus, and create reliable and irrefutable proof, almost impossible to delete. The interesting thing about this kind of proof is that it can be notarized by any third party [within that network].
In your opinion, should young people learn — or become interested in — this new technology? I read that you have compared it with the development of the Internet in the s. I think so, because whenever a new technology is born, it permits you to do amazing things that you could not do before.
Initially, the first use for the bitcoin was in monetary transactions. The fact that there is a base of monetary transactions guarantees you that a transaction has been created in reality. We have opted for using this technology in a way that does not involve monetary transactions.
As much as I would recommend learning it, you have to teach it to yourself; there is no other way of learning it. You needed to leave Spain in order to find investors. Would you recommend other entrepreneurs leave Spain in search of financing?
20 Jan Luis Iván Cuende García is the Spanish co-founder of Stampery, and an old friend of Knowledge@Wharton High School. We first According to your website , Stampery “leverages the bitcoin blockchain to generate an immutable record of existence, integrity and ownership of all your files and email. Cofounder, Stampery(SPAIN) The celebrated hacker is harnessing bitcoin blockchain technology to authenticate online documents, emails and contracts. His startup Stampery acts as a digital notary to bind and guarantee online communication including business contracts, wills, and intellectual property. Mientras Bitcoin lucha por hacerse un hueco en el mercado de las divisas, su tecnología de cadena de bloques (blockchain) está generando una ola disruptiva en distintos sectores más allá del financiero (ver La utilidad de Bitcoin en el futuro es independiente de la moneda). Hace dos años el joven asturiano Luis.