Daniel Burrus Innovation Expert

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.

 

Becoming an Anticipatory Leader™: The Missing Competency

We are all good at reacting and responding – a knee-jerk reaction, so to speak. Even organizations large and small have learned how to be lean and agile while executing a strategy at a high level. But despite these skills, General Motors still declared bankruptcy, Blockbuster closed its last store, and the record industry succumbed to Spotify, all despite their leaders and workers being responsive and agile and executing well. To thrive in this new age of hyper-technological disruption and change, it is imperative to learn a new competency: Becoming Anticipatory.

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The Cybersecurity of Banking and Finance

I’ve discussed the importance of cybersecurity in healthcare due to the extremely sensitive personal data and the loss of trust if hacked. If healthcare data and a patient’s trust is as sensitive as research shows, then it's no surprise that the banking and financial industry is in serious need for anticipatory cybersecurity and digital data protection.

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Take Your Biggest Problem and Skip It

Every business runs into issues that can or will halt progress and cause the company to stagnate. These include slow cash flow, out-of-date technology, and long sales cycles; you name it, it likely exists. Often, when trying to “fix” the problem, the company gets even more mired in the challenge and can’t seem to get past the roadblock. They focus on the problem and either shift into crisis management mode, letting the problem dictate their every move, or perhaps they solve the problem, but in doing so, uncover that it was never the real problem. Either way, the company is being agile instead of anticipatory.

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So Much Data, So Little Time: Until Now

In a way, the exponential growth of machine-to-machine communications with connected sensors, or what is called the Internet of Things (IoT), has become an example of too much of a good thing.

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Scholarship Announcement for 2019

I spent my early career teaching and have a deep passion for lifelong learning and creating a life of dreams fulfilled. Accomplishing educational goals is a significant step toward this. I tell my audiences that “I want to create a widely diversified portfolio of unforgettable memories,” and I encourage others to do the same.

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