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.
Your most valuable business asset may not be the raw materials, cash reserves, or even the technology found within your company. It’s the knowledge of the people on your team. Yet, a good number of executives overlook the value of this collective knowledge, commonly called Intellectual Capital.
As technology continues to impact our lives, workers at every level in today’s ever-changing labor market need to be prepared with skills to adapt and succeed in the workplace.
Mark Twain would undoubtedly be able to identify with Gordon Moore—or, more specifically, the “law” that the founder of Fairchild Semiconductors and Intel devised more than 50 years ago. In Twain’s case, his death was “greatly exaggerated.” In the case of Moore’s Law, its so-called death is more irrelevant than overblown.
Several years ago, I was a keynote speaker at the first world summit for Entrepreneur of the Year Award winners hosted by Ernst & Young (EY). It was held in Singapore and the theme was “Access Asia.”
Most everyone is familiar with postmortems, at least in a medical sense. With regard to medicine, a postmortem is conducted to determine why a person has died.
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