For me, the point of my art was, is, and always will be to grant permission for people to create. There is no excuse not to create. All of the tools are available to do so, and for the first time, this ability has become democratized and accessible. People said that the iPad was just a consumption device, and so many incredible artists have worked for the past four years to demonstrate that this is just not the case. Advancements in human-computer interaction and mobility are creating the perfect storm for a generation of artists, musicians, creators and dreamers, enabled by devices.
Large scale execution is trumped by rapid transactional learning. Need to trim $1 billion in expenditures? Launch a massive Six Sigma project across the entire organization over a five year period, and the results are fairly predictable. Ah, the good ole’ days! Unfortunately, today’s leaders do not have the luxury of executing a prescribed strategy over a long period of time. Rather, they must build a pervasive capability of rapid transactional learning. Assimilate what is changing quickly. Push decision making toward the customer. Today’s game of business looks a lot less like Chess, and a lot more like hockey. Don’t worry about planning four or five moves out, just get quickly to where the puck is going. Sorry, there are no timeouts.
Innovation is occurring with high variance outcomes. Traditionally, a strategic risk assessment goes something like this; identify the four most likely competitive or market outcomes, and create a plan for each. The beloved 2×2 matrix to the rescue! But innovations today are not shaking up market share, they are creating and destroying markets entirely. Peering into the future, there are simply far too many possible outcomes to anticipate, let alone plan for comprehensively.

Future Blips - Douglas Coupland in

  • Last summer in a London hotel’s breakfast room I was reading the FT while waiting for my ride to show up and, without thinking much about it, I looked to the top of the page to see what time of day it was. I then blinked and thought to myself … Hmmm … OK, Doug, the top of a page is not a toolbar, and you seem to have crossed some new sort of line with technology. This experience was what I call a future blip – a small haiku-y moment where it dawns on you that you’re no longer in the past.
  • Another blip: a few days back I walked around the house looking for newspaper for packing a box and I realised I didn’t have any. I ended up using paper in the studio trashcan left over from eBay purchases.
I’ve been thinking about yesterday’s announcement of the Apple Watch. Like WWDC ’14, it’s a lot to process in a single day – you’re looking at years worth of design and product vision condensed in two hours of video and a massive website update. I’m not sure I’ll fully grasp the potential of Apple’s wearable even after its release.
1. Understand what people need
2. Address the whole experience, from start to finish
3. Make it simple and intuitive
4. Build the service using agile and iterative practices
5. Structure budgets and contracts to support delivery
6. Assign one leader and hold that person accountable
7. Bring in experienced teams
8. Choose a modern technology stack
9. Deploy in a flexible hosting environment
10. Automate testing and deployments
11. Manage security and privacy through reusable processes
12. Use data to drive decisions
13. Default to open
Bitcoin could be a lifesaver for people in developing countries with dysfunctional banking systems. The conventional banking system is geographically segregated, with people in each country expected to use that country’s banking system. But the Bitcoin network is global. So consumers in low-income countries who are worried that local banks will mismanage their funds could use Bitcoin-based financial services in a developed country such as Canada, Switzerland, or South Korea.
“Nobody cares about files,” said Mr. Levie. “They care about what files contain.” Figuring out how to build software for working with that content, he said, “is a road map of years and years of tech development.” In one demonstration, Box uses a big gesture-based screen to examine things like who at different companies in a film production is working on what parts of a script.