Okay, call me a futurist but I am really excited about where augmented reality is headed. As with many things, the imagined applications of it are endless, but first it’s got to get over some initial hurdles. Some hurdles are with the tech, of course, but another is mass adoption. Not to be confused with virtual reality, which is the complete escape of normal reality into a synthetic fantasy world. Augmented reality is when phones or glasses add things to your actual environment like directional cues, information about a business, or pokemon to catch.
Futurists are usually right, at the wrong time. The thing about true innovation, is almost everything is an expansion on an older idea. It isn’t until time and technology converge at that perfect moment that great ideas are executed. Ideas tend to spark well before the execution due to lack or resources, namely practicality.
Next Time, Really Put Everything Is On The Table. Go There.
The Hope: Your leaders take whatever risks they need to in order to get the job done.
The Reality: Your leaders are risk averse, hoping that their less-than-bold moves trigger some kind of true change.
How many times have you heard, in the midst of a crisis, that “everything is on the table” when in reality, there are very few things on the table? Typically, in my experience, that phrase is only used instead of the blunter “Someone here is going to have to make a sacrifice, and just so you know, it won’t be me”.
Do You Need to Disrupt?
Let’s face it – most people just don’t like change. We like things being the way that they are – even the word “upset” has a negative connection – to turn over the “set” to break with the established order. The only problem is – there are so many things we have the ability to just SOLVE, only we would be willing to “upset” things.
(…and soon, humans and machines…)
What are the key qualities one needs for their company to disrupt?
I think that people make a huge mistake when they think of companies as monolithic organizations (or organisms) which exist on their own, separate from the world, competing with everyone else, and attempting to win (with winning being the accumulation of tons of cash). Most of the most disruptive organizations I know of have a number of key elements which differentiate themselves from the standard fare. These include, but are not limited to:
Open Your Mind to Disrupt Things
I’ve founded startups, I’ve worked at small companies, I’ve worked at huge companies and I’ve worked at medium size companies. Some may even say that I have an interesting background. When you talk to the senior management of any of these companies, and you ask them to define innovation, or ask where it comes from, you’ll get many different answers.