When you make changes, are they coming at you from the outside in or inside out? In my 30 years of working with top leaders from business, health care, government and education, I have found that the majority of change comes from the outside in. When a new law is passed, you have to make changes in order to comply with it; when a competitor comes in offering lower prices, you probably have to change some aspect of how you do business; and when a new technology comes out that changes customer behavior, you’ll likely request that your IT department get you on the new products ASAP.
Most of us are conditioned in both our personal and professional lives to make changes based on outside factors. For example, when the stock market goes down, people often sell, and when it goes up, they buy.
Whenever change comes from the outside, we are forced to react to it. Rather than being proactive, we find ourselves constantly putting out fires and managing the latest crisis.
Instead, let’s look at two examples. Did the crowd-sourcing disruptor Kickstarter become a dominant force because it was fast to react? Was being reactionary the driving force in Facebook’s dominance in social media? Nope.
One reason for Facebook’s success is that it picked up where the limitations of other platforms left off. Kickstarter developers took a popular altruistic concept – used by Caring Bridge and others – and applied it to entrepreneurship. I sometimes call this approach to innovating a new business going in the opposite direction.
So, how do you stop reacting to outside forces and become a disruptor instead? Think about the Hard Trends that are sure to impact your organization. Think about the problems and opportunities that derive from them. What can you do now to not only pre-solve those problems before they become genuinely disruptive, but also leverage those Hard Trends into game-changing opportunities?
It is essential to spend at least a small portion of time thinking about your future in an opportunity mode.
The level of pervasive disruption that you need comes from the inside out (making the first move) rather than the outside in (moving in response to something). What events and developments can you anticipate by using your inside-out thinking?
Daniel Burrus is considered one of the world’s leading futurists on global trends and innovation. The New York Times has referred to him as one of the top three business gurus in the highest demand as a speaker. He is a strategic advisor to executives from Fortune 500 companies, helping them to accelerate innovation and results by develop game-changing strategies based on his proven methodologies for capitalizing on technology innovations and their future impact. His client list includes companies such as Microsoft, GE, American Express, Google, Deloitte, Procter & Gamble, Honda, and IBM. He is the author of seven books, including The New York Times and Wall Street Journal best-seller Flash Foresight, and his latest book The Anticipatory Organization. He is a featured writer with millions of monthly readers on the topics of innovation, change and the future and has appeared in Harvard Business Review, Wired, CNBC, and Huffington Post to name a few. He has been the featured subject of several PBS television specials and has appeared on programs such as CNN, Fox Business, and Bloomberg, and is quoted in a variety of publications, including The Wall Street Journal, Financial Times, Fortune, and Forbes. He has founded six businesses, four of which were national leaders in the United States in the first year. He is the CEO of Burrus Research, a research and consulting firm that monitors global advancements in technology driven trends to help clients profit from technological, social and business forces that are converging to create enormous, untapped opportunities. In 1983 he became the first and only futurist to accurately identify the twenty technologies that would become the driving force of business and economic change for decades to come. He also linked exponential computing advances to economic value creation. His specialties are technology-driven trends, strategic innovation, strategic advising and planning, business keynote presentations.