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.
Have you ever wished you could predict the future—and be right? What would it be like if you could clearly see critical changes in the months and years ahead, and use those glimpses to shape that future instead of just letting it unfold by default?
For a business or organization, cost-effective solutions to current and future problems is a primary goal of many internal leaders.
You have heard the term “entrepreneurship,” and perhaps as a business leader or C-suite executive, you fear the possibility of some of your team members leaving your organization to pursue their own great ideas. This is not because you do not want to see them succeed, but because you may lose them as an asset to your operation.
Being Anticipatory as a leader or an organization is not necessarily a sole act of seeing the future, although paying attention to Hard Trend future certainties and seeing disruptions of any kind before they occur may make it seem so.
Third-party perspective and comparing one’s self to others is how we as human beings maintain a frame of reference regarding a goal we are working toward.