366 Turning Disruption into Opportunity: The Top 25 Technology Trends for Strategic Advantage with Futurist Daniel Burrus

***DISCLAIMER: Please note that the following AI-generated transcript may not be 100% accurate and could contain misspellings or errors.***

[00:00:00] Mahan Tavakoli: Daniel Burrus, welcome back to Partnering Leadership. I am thrilled to have you in this conversation with me. 

[00:00:06] Daniel Burrus: It's a pleasure to be back with you. Absolutely. 

[00:00:09] Mahan Tavakoli: Daniel, our conversation, episode 313, strategies to help leaders and their organizations thrive in a fast changing world by anticipating what's next is one of my absolute favorites and a favorite with the podcast community as well.

So can't wait to learn more from you. You've put out a brand new report, technology, hard trends, shaping 2025. and beyond. So we'd love to first start out with clarifying what are hard trends. You talk about hard trends, soft trends. I encourage the audience to listen to our in depth conversation about that before, but would love to touch on that first before going into some of the trends.

[00:00:56] Daniel Burrus: Thank you. It's a great way to frame it up. There's no shortage of trends the problems of course is which ones will happen and when and one of the solutions i've came up with over the years This is based on decades of research is that all trends fit into one of two? Columns, they're either what I call a hard trend based on a future fact. Now, what I mean by future fact is it can't be changed. it can be changed, it's not a hard trend, but if it is going to happen regardless, then we know it's a future fact.  

The other kind of trend is a soft trend. Now that doesn't mean it won't happen. But, it's not a future fact. It's based on an assumption. It's an if or maybe. And again, it might even be likely. But when you're planning your future and you're doing strategic planning, being able to separate the things we absolutely know will happen from the things that might happen is really important.

And secondly, when you're innovating a strategy, whether it's a personal or business strategy, based on certainty as low risk, uncertainty as high risk. Hard Trends gives you two big benefits, many, but I'll boil it down to keep this kind of short. One is, it lets you see disruptions before they disrupt, turning disruption into a choice.

I just want you to have a choice. And then secondly, It lets you see problems before you have them. So you can pre solve them. Most of us wait until we have them and then crisis manage. I want us to be opportunity managers. And the thing I love about a soft trend is, if you don't like it, you can change it.

You have power over the soft trend. Those are malleable. You can move them around. You can shape them to your advantage. Putting them in those two piles is really important, and one other little element, , and that is, a trend by itself is academic. In other words, so what?

That's why a lot of people don't spend time with them. The key is, you have to attach an opportunity to it. When you're talking about a hard trend, alright, what's the opportunity for you? When you're talking about a soft trend, what's the opportunity to shape it to your advantage? There's a couple of things I just shared.

All trends are either hard or soft. And, they have to have an opportunity attached to them. , there are three key categories of hard trends. . One is demographics. For example, in many countries, not all, but in Europe, in the United States, in Canada, not in Mexico we have an aging population and there is a lot of future facts we can distill from that in terms of.

People are retiring. That we have a shortage of doctors. They have a shortage of nurses. We have a shortage of bus drivers. They have a shortage of jet pilots. And by the way, those of you that were reading my reports back in the 90s and early 2000s, I was easily predicting that because it was a hard trend with a Total curve on it that you could predict you can get the timing, right?

 And then of course we also have this is the one that's a little bit freaky for most people, but it's regulations And all governments have regulations of some kind So for example, will we get more regulations around cybersecurity?

Yeah. Why there's some hard trends at play, but there are others that we can debate. So I like to have a list of what can I be certain about and then what actions can I take? So the report we're going to cover now, I publish at about this time every year, been doing it for many decades. And if you go back and look at the older reports, you'll see, wow, they were really on target.

Why? I was picking hard trends, things that we know will happen, future facts. So there are 25 in here. As well as some ways that you can use them in this report for strategic planning And one way to download them, of course is for free is just to go to my website Burrus. com and load away take it away.

[00:04:59] Mahan Tavakoli: Absolutely love that daniel before Becoming familiar with some of your work, I had gotten used to saying the only certainty is uncertainty because there is a lot of uncertainty around us.

What I learned from you is that you can, in looking at the hard trends and separating them from the Soft trends, you can actually have a level of certainty into where things are headed, which is why I would encourage everyone as they're looking at their teams and organizations and doing some planning, which is critical to download your report and ask the kind of questions that you suggested.

serves as a beautiful framework for thinking and planning. Now, before getting into the trends, there's one other thing I want your thoughts on though, in that. There are all these transformative trends. And I hear from many executives and CEOs, Daniel, that they feel overwhelmed. So as they look at the trends and we talk about them, how do you encourage them to balance focusing on the immediate needs versus positioning for   long term opportunities as they look at the hard trends that you talk about?

[00:06:19] Daniel Burrus: Great question. And there are short term. Midterm and longer term opportunities. Some are almost free. Some will cost you a lot of money. So what you want to do is to put it into a refinery and I talk about that in my book, The Anticipatory Organization, as well as in my blogs. So the idea here is first, let's ask ourselves what can we be certain about?

Like you said, there's a lot more than death And taxes. What do I know for sure? And again, the opportunities. And what you'll get is a list. , and executives will say, Wow, I got a giant list. Don't stop there. Hold it. Hold it. Now we gotta put it into a refinery. , there are a lot of things you could be doing.

You don't have time for that. There's a lot of things you should be doing. You're not even going to do the should dos. What are the one or two must dos? That if you don't do it, you are in deep trouble. And what I want all executives to think about doing right now is to become positive disruptors.. Now I use the word positive on purpose. When you are disrupted by someone else, you are forced to crisis manage, put out fires. I would call that negative disruption.

I would like you to choose to be the disruptor, creating the transformations. That need to happen to elevate your relevancy and accelerate innovation and growth. And there are tools to help you to do that to be positive disruptors. Why do I focus on tools and technology in this 25 trend report? Because technology lets you do things that were impossible before.

Let's face it just a couple of years ago kids weren't using chat gpt to do their homework And a whole lot of other things So we're doing things today that were impossible just two years ago, by the way We'll be doing things two years from now that are impossible today. And what I want you to do is I would like you to know what those are, because this tech trend list is giving you this big list, and again, big lists never get done.

I would like you to define opportunities, and if you're taking notes while I'm talking, write down your opportunities, and then you'll put them in a refinery, going down to, what are the things, That I can implement to get the biggest return with the least amount of investment in the shortest amount of time.

So the most return in the shortest amount of time. So put it into a little refinery. The reason is I do want you to think long range and to plan long range, but I want you to get success now. You might look at all of your business processes, and you'll say, God, I could transform every one of them. By the way, if you don't, your competition will.

What do I want you to do? Don't pick all of them. You will never get any of it done. Pick one, the one that will give you the biggest return in the shortest amount of time, and work on that one.

[00:09:27] Mahan Tavakoli: One of the hard trends you talk about is that generative AI is going to be driving a productivity revolution. What do you see with respect to generative AI's impact? 

[00:09:42] Daniel Burrus: First of all, if you or your team is not using it.

You're making a big mistake and you're falling behind rapidly. You need to be using it. And the gateway, the thing in a midsize and larger company to keep you from using it. Is your IT department, because your IT department is saying can be used to do bad things.

We'll give you Microsoft co pilot. Now you've got it all, by the way, you don't have it all. If you got co pilot, you have some, so what I'd like you to do is to implement one of my strategies. And that is to take your biggest problem and skip it. How do you take your biggest problem and skip it in this case?

And that is. Use it on your personal devices, not on your corporate devices. If you're using it on your personal device, your personal phone, your personal computer, now you're not part of the IT department and you can't afford not to. And as a matter of fact, I have a report, you can go to aistrategyreport.

com, download another free one where I go through the top five AI tools in a number of categories because I've reviewed over 1, 200 AI tools and I'm giving you the best ones to use. Pick one or two that will let you personally experience this productivity revolution. So very quickly. Productivity revolution is, we're going to get you 80 percent to what you're trying to do in less than a minute.

By the way, that's productivity. But that last 20%, we need you. Now we need you to vet it. humanize it. To add story to it. To do all the things that humans do best. We are at the core. Beginning of the biggest productivity boom that will cover, frankly, all levels of the organization,

[00:11:35] Mahan Tavakoli: it is going to be really transformative. I already see it with some clients, Daniel, there are lots of challenges that organizations are having in implementing it, but I want to focus on another point. That you also made in that generative AI is essential. It's going to lead to a productivity revolution.

However, it's also become the shiny object where everyone is purely focused just on generative AI. So it should be going back to a point you made in the previous conversation, which has stuck with me. It's and not. Or so yes, work on generative AI with increasing the productivity in your team. And there are other hard trends that organizations need to be paying attention to.

[00:12:29] Daniel Burrus: I call it the both and concept versus the either or concept. You see when something new comes along, we think we have to do either this or that, but the reality is it's this and that and AI will impact.

Everything you're doing. Yes, but if that's all you're focusing on, you're missing big opportunities. For example, one of the 25 is, I call it, the datification of everything. Now what does that mean? Thanks to the internet of things and wireless and wired sensors that are becoming very small. You can get data from anything you want.

Now the key is, what would you like to make intelligent? Ask yourself that question. For example, if you live in a cold climate you probably have had your car battery die right at the wrong time. It's very easy to put a sensor on that battery Bluetooth it to your cell phone and have it call you a week before the battery dies and say, Hey, I'm going to die in a week.

You should replace me. By the way, I would like that. Now, right now, , no car battery is doing that. By the way, I want to ask everyone that's listening to this, and you answer rhetorically to this question. Will we never see that happen? You already know. Yes, we will see that happen, because if it can be done, it will be done.

I'm named in dozens of patents as the initiator of the concept, because I've shared things just like I did right now. So if you start using these tools and look through this tool list, in this case, the datification of everything, there's a couple of things you want to do. Number one, what do we have now that we should make intelligent?

In other words, get data from look at everything. By the way, you'll find more than you thought. And it's easier to do than you realized. Secondly are you ready for a data tsunami? Meaning we're going to be getting so much more data. You think you've got big data today. Actually, you've got small puny data today compared to just one and two years from now.

So you need to make sure that your it department is ready to handle that. And manage, not just where do we put it, but how do we get use of it? You've got data, information, knowledge, and wisdom. And we don't even look at the data. It's incomprehensible. We want the information, but frankly, I got plenty.

Thank you. What do I really want? Actionable knowledge and pearls of wisdom. So it's converting that up by the way, AI can indeed help us with that. So I gave you an example of datafication as something that if you could miss that bandwagon completely, another one is digital twins You know, you can make a digital twin of everything. You can make a digital twin of a building before you build it. And then test it and check it out and see if it can handle earthquakes and see if it can handle a lot of water coming down in super heavy rain. You can make a digital twin of a human body. And give it chemotherapy and see how it does. Based on the genetics. And the genome of the patient. In other words, I got a virtual person there, a real virtual person. I could do a virtual version of anything thanks to a digital twin.

So what should you make a digital twin of? You got a manufacturing plant, make a digital twin of it. And then test different visual systems and automation tools on it. , and that's just part of it. One of a whole bunch of them that I've got in this list. So to ignore this list is to ignore the future.

They're all growing at beyond exponential speeds. 

[00:16:20] Mahan Tavakoli: I wanted to touch on digital twins a little bit more, Daniel, just to make sure that the audience is familiar with what digital twins are and what their application is.

MERS is for example, using digital twins with respect to some of the ports that they serve. And just earlier today, I was talking to a client where they are in the drilling business and they are building digital twins of The platforms that are being built . So do you mind taking a minute explaining what a digital twin exactly is so the audience can visualize what would be the potential applications of a digital twin?

[00:17:04] Daniel Burrus: Think of it as a digital clone, if you will, or copy of whatever it is that you are wanting to copy or create a digital twin of in this case, let's say that I've been building one of those giant floating things that you see in the movies and maybe you've seen in real life but there's some innovations we could try, but we have never tested them on an offshore rig like that.

Let's create an exact copy of it before we make it based on all of our designs, and let's vary the designs. As a matter of fact, I might use AI to ask if we want to perfect this design and use some innovative approaches. Give me some examples. And may give you some examples, but there's a level of risk in that.

I've never done it before. Let's try it out on the digital twin and see if there's a failure, see if there's a problem. I can also travel in time on a digital twin. Meaning, alright, now I've created a digital twin of this platform. Everything is working, this new idea I put in there is working. Let's wrap it up to five years from now and see if it failed or not.

Whoa, you can go in the future with a digital twin. You can go way out and say actually, when does that failure happen? Actually, it happens on year three. And why did it happen to that digital twin on year three? Let's move forward in time. Take a look at the platform when it failed and see why it failed.

Oh, let's  wait. We got to change how that's connected. Then let's rerun it. Oh, now it didn't fail. It kept going. We can solve predictable problems before they happen, so that we can move forward faster. This is going to change healthcare. It's going to change education. It's going to change everything. is incredible for anyone who hasn't seen it. I. Keep thinking about the quote, the future is already here. It's just not evenly distributed.

[00:19:07] Mahan Tavakoli: There are organizations that are already doing this and the applications are broad. . What I find a lot of times is people hear, for example, of an offshore drilling company using a digital twin, and then automatically assume that's the only application of it, as opposed to reading different examples and then being able to be more expansive in their thinking of it.

[00:19:32] Daniel Burrus: What we do is often we make the mistake of saying nobody in our industry is using digital twins. I think I'll wait and see. But a wait and see attitude is really not good right now. We're in transformational times.

So here's what I would say. If no one in your industry is using digital twins, start smiling because, oh man, that means the opportunity is even better. And then what am I going to do? I'm going to look at, all right, who is using it and how are they applying outside of my industry? And what you're going to do is find, whoa, all of a sudden you're going to get applications.

Matter of fact, you're going to find out there's conferences on digital twins, where companies share the best practices of how they're using it. You should be attending those conferences. You see what I mean? So what we do is we attend that which we know. But the reason I'm putting my hand like this, it gives you blinders.

You can't see what's going on. We need to take the blinders off and look outside of our industry to see how people are using. And we've been hung up on digital twins, but again, we could be talking about anything from this list. 

[00:20:44] Mahan Tavakoli: Absolutely love that, Daniel, and couldn't agree with you more in that part of this transformation.

More than ever is going to cause these perceived industry barriers to also come down for many executives. They've been used to perceiving things as industries. Those barriers are coming down first and foremost. Second of all, some of the best lessons can be learned from organizations that are not in your traditional.

Industry or what you perceive as that. So I love those thoughts now related to digital twins. You also mentioned augmented reality. I want to marry that with robotics, how augmented reality robotics and automation will reshape most specifically work. 

[00:21:40] Daniel Burrus: That's another wonderful thing I love. And that is you take one or two or three.

Of these 25 hard trends, these technology trends, and Put them together and see what you get with your industry. In other words, it's like a mix and match. And as a matter of fact, there was an old, I don't even know if it's an existence. I don't know if I ever actually watched it, but I know it's called the wheel of fortune where they would spin this wheel and it would come up on something.

Actually, the real Wheel of Fortune is to put all 25 of these technologies on there and spin it a couple times and write down what's coming up on top and then asking yourself, Okay, how can I apply those four things? And all of a sudden, bingo, you're going to start to see answers. It truly would be a wheel of fortune.

So in augmented reality and virtual reality, let's just separate what that is. Virtual reality means I have to close myself off from the real world and go into a virtual world. Usually you've got some kind of a headset on. It could be the new Apple device or one of the others that , Meta and some of the others that are selling right now.

Okay. And it is amazing what you can do in there, but you are sealed off from the real world and you can do a lot In there, but then there is augmented reality And that is where you are not sealing yourself off from the real world You can see the real world, but you're also getting data. Now. We don't have yet Glasses that are like normal glasses that are light and thin.

They're getting close and we're going to have that very soon. But from a business standpoint already, you can get something that looks a little geeky and does pretty well where you can get data overlaid. And by the way, what does the future tell us? What's the hard trend? Lighter, better, faster.

Everything's coming out faster, lighter, better. We're going to be there. And I love augmented reality because it's easier. Now here's what I mean by that. If you're creating virtual reality, you need a team to create real life visualizations and do the graphics and get it all put together in a package so that no matter where I look, I'm in a real world.

That's a lot of processing. That's a lot of programming, but to have data that is coming up at the speed of need when you need it overlaid over what you're looking at. Wow. So let's say that I am going to be installing a new hot water heater, and I have no directions on that. I can go in and I can see the hot water heater and all the stuff I'm doing, but I can also get the how to do it.

I can have the video play over here in the corner if I want, or I can have a little, do this, and then this, and then check that. You could use it for anything. So these tools are truly transformative. 

[00:24:37] Mahan Tavakoli: , the way I would look at it is going back to your wheel of fortune analogy is as executives dismissive and saying, no, it's not going to impact us is to take the time to think. Where are the applications and how could the applications be used in our organization and our industry? Now, one of the other things that I hear often, Daniel, is sometimes people who are leading small or mid sized organizations say these are the purview of larger, more established companies, or they are for tech companies.

How? Do these hard trends relate to organizations of varying sizes, including smaller, more entrepreneurial organizations? 

[00:25:31] Daniel Burrus: They fit any size organization without question. And again, there are ways that you can skip your problems. For example, we don't have an expert on digital twins. Then don't hire one.

What you can do is first of all, get someone who is an expert on it. That is you can find them on the internet. They're all over the world, and have them work for you, not as an employee, but as a consultant. In other words, that's an inexpensive way to do it. If you find it's really powerful, you might find a small startup that you want to acquire.

I'll give you an example. There was a smaller accounting firm, several years ago, they  anticipatory organization learning system And they identified a hard trend, and that was the increasing need of cyber security by their clients. And their clients were small and mid sized companies. And cyber security, several years ago, was mainly, The big companies, there wasn't any tools for little companies and they knew that was a hard trend.

It would become a bigger need. So they looked around and here's an accounting firm and they acquired a small cybersecurity startup, an accounting firm, and . Within 12 months, it was the most profitable division. They had brought in all kinds of new accounting. customers because they had this amazing solution.

In other words, instead of saying accountants don't buy things like that. It was, no, how do I become a positive disruptor based on the hard trends that are not only impacting us, but are impacting our customers? So that we can see new opportunities, take advantage of them. Also when it comes to AI, remember I mentioned my AI strategy report, a lot of those AI tools, which are very powerful, 20 a month kind of tools.

Hey, anybody can afford these and can do pretty amazing things. And you've got many different tools to do many different things. So instead of saying we can't, let's start with, we can 

[00:27:43] Mahan Tavakoli: absolutely. And another subset of my audience Daniel are people that work in government, quasi government organizations, large nonprofits associations, which one of these Hard trends.

Do you see impacting them the most 

[00:28:04] Daniel Burrus: First of all whether you're in a government entity or a nonprofit you can run, but you can't hide. These tools affect us all. So they impact everything. You have to ask yourself, what do we do? What services do we provide?

And probably there's a web of things. That's not just one thing, you got to rely on somebody getting here and doing that and doing this and doing that. Look at the list and ask yourself, where could we add intelligence to lower costs? Where could we create a digital twin to test something out to see if it'll work on this fundraiser?

Let's create a digital twin of a fundraiser and see what would happen! And make tweaks on it until we get the bigger funds donated and then let's have the real one I mean you can apply all of these things. So I think we can accomplish far more with far less. As a matter of fact, there's an old saying probably your employers asked you to do this every year, and that is we want you to do more with less.

And by the way, next year we'll want you to do even more with even less. But how can you do that and get to know your kids? And the answer is you need a productivity boom. So this impacts all of us. So let's have a open mind as we look through this list. Think about not just your function within your nonprofit or within your government job, think a little bit bigger, because you know what, if you learn to think a little bit bigger, you will elevate your value.

[00:29:31] Mahan Tavakoli: It is a tremendous opportunity for individual executives as well.

Couldn't agree with you more in that this is an opportunity to see how you can add more value at a transformative time in organizations. If you're leading the organization, by all means, be Read these 25, have conversations around them, talk about the relevance and the potential impact, potential uses for your organization.

If you are not, you can still think about the relevance in your role and how you can add value with it as well. Daniel. , I know these 25 are all like your babies because they are all hard trends, but if you were to say which one you believe will be the most transformative over the coming years, we'd love to get your thoughts on that and which one could be the same or different you think is most underestimated or people pay the least attention to.

[00:30:33] Daniel Burrus: They probably are paying the least attention to right now. It's towards the end of and that is synthetic biology, they're probably not thinking about that. , but they don't realize that can impact everything. We can make new materials out of that.

We can create a synthetic biosynthetic memory. We can create so many  pharmaceuticals. What you can do with biomanufacturing is amazing and transformative, but we might overlook that because that sounds like it's a real niche and it's for biologists because it's got bio in it. Or you need to be a geneticist to make sense of it.

But if you start taking a look at it, as a matter of fact, one of the associations that is. Outstanding at going through how companies are applying it in a wide variety, agriculture, everything else. It's SimBioBeta. And just do a little Google on that. You'll see they have conferences. They probably are at the top of showing how to apply it.

So that's one of the most. Under looked at, we probably would pass on that, but I'm saying I don't know if I'd pass too fast. Secondly the one that's probably going to have the biggest impact is in that it touches everything. And when you have a productivity boom, it is a productivity depending on what you're doing, which applies to every profession, every role.

So if you're in HR, you're in sales or marketing or. Head of quality control, whatever it is, productivity, boom, bingo. That is something we need to be taking part in right now. And I think the biggest thing is going to be I used to call it symbiosis, but it's a little too technical in the animal world, in the living world symbiosis is where two different creatures come together and need each other to exist, but they're separate creatures.

And we're becoming that with AI. So I call it now augmented thinking, where I'm using AI to augment my thinking. We'll probably have a little thing in our ear. You won't be able to see it. Matter of fact, we'll 3D print a picture of your ear hole on the outside of it so it'll look like you got nothing in your ear.

And you can talk and you can just ask questions and you can get it. So here's the example I like to give. Oncology is the treatment of cancer. And right now, AI knows more about oncology than any living oncologist. It studied every single test that's ever been given, every chemotherapy that's ever been done on a global basis, every skin thing that has become a cancer.

It has looked at everything and it knows all that. If you have someone that you know that has cancer, I'm going to give you three choices. Choice number one, a really great world class oncologist. Choice number two, Just AI. Choice number three, a really great oncologist that has access to AI. Bingo.

There's the future. Augmented thinking is where we're going and it's going to allow humans to elevate themselves. We still need you. But we'll get you into a higher level of cognition. 

[00:33:53] Mahan Tavakoli: It's a beautiful vision for us to become not just more productive, but much more capable when you think about the potential of it, Daniel.

Now my audience, Daniel. Are energized leaders listening in learning and you do a beautiful job at challenging teaching, getting people to actually act rather than listen and just say, wow, fascinating and move on. So would love for you to throw down a challenge to the audience. In addition to Reading your report, the 25 , hard technology, trend shaping 2025, as well as the AI report you have, , what is a challenge you would show down to executives, CEOs, and leaders that listen to this podcast?

[00:34:44] Daniel Burrus: A lot of us  feel like we got to go fast, , but in order to go faster, you're willing to slow down and think, use this wonderful tool that we were given called our head. And let's take a look at what are these opportunities with the idea that let me put out a rule for you. Scarcity brings abundance.

Abundance brings scarcity. In other words, if you can do anything, you can't think of what to do. There's 25 tools. How am I going to do that? But if you focus on one thing, I want to transform sales. Now you'll think of an abundant way of using the tools because you've decided to focus. So I'd like you to look through the list, but I would like you to be thinking about your organization, what you do, who your customer is.

Although it's always good to find an even better customer, there is one out there. And then remember I said a refinery. Get your list of opportunities going based on these hard technology trends. Remember, a trend by itself isn't important, it's the opportunity. Make a list, you'll get a list. Refine it down, get rid of the could dos, should dos.

One or two must dos, and then, here it is. Use the certainty of the hard trend to give you the confidence. To make a bold move and ask yourself, what will happen if we say no? What will happen if we don't, and I believe you'll decide to move forward. 

[00:36:17] Mahan Tavakoli: What a beautiful challenge thrown down to the audience, as well as the thinking to approach this with.

I absolutely love that. Daniel, you put out outstanding work. I can't get enough of it. Lots of great reports, all of them free. Where can the audience find out more about these reports and follow your thinking and work? 

[00:36:42] Daniel Burrus: You can actually find both reports by going to my website, it's burrus.com, B-U-R-R-U s.com, and you'll see the 25 tech trend report you can download right on the front there.

Again, if you want that AI report, you could always go to ai strategy report.com and pull that one down. Also, I've written literally thousands of articles and blogs. You could search that you can follow me on LinkedIn. I've got over a million followers there. And I think the reason is I share a lot and give a lot because I believe in abundance.

And my goal is to get as many people on planet earth to be anticipatory versus reactionary. Because in today's world, if all you are is a fast reactor, no matter how agile you are, and when change is moving at beyond exponential speeds, agility is good, but not good enough. You need to become anticipatory, and that's where you start learning how to use these hard and soft trends to your advantage.

[00:37:47] Mahan Tavakoli: Beautifully said. . Really appreciate your brilliant insights. Thank you so much, Daniel Burris. 

[00:37:53] Daniel Burrus: It was my pleasure.