Pub. 1 2019-20 Issue 3

Pub. Year 1 2019-2020 Issue 3 27 WVADA Identifying Hard Trends A well-worn cliché says there are only two things you can be certain about: death and taxes. With apologies to those who agree with that statement, there are many, many more examples of out-and-out certainties. Was Sunday followed by Monday last week? Absolutely. Will that be the case next week? You can count on it. A more timely and, in some ways, comforting example involves the ever-changing situation we find ourselves in today with COVID-19. This pandemic has seemingly pressed pause on time, stifling businesses in many ways and rattling humankind as we’re told that each day is fluid, and we’re not sure what the next day will bring. Monday will still follow Sun - day, but will it be business as usual? Right now, the answer is no. But, if Hard Trends, or future certainties, are as easy to identify as I maintain, what is the Hard Trend in all of this? It’s as obvious as my days-of-the-week anecdote above: This virus will end, and that is a fact that will happen. Because of this, you better believe that, aside from the length of the coronavirus’s impact, there are still Hard Trends in every industry, plus plenty of opportunity in the disruption that is this global pandemic. In order to be able to identify Hard Trends during these unprecedented times, we must diagnose the very concept of Hard Trends and how they can lead to significant game-changing opportunities for you and your organization. What’s a Hard Trend? As previously stated, a Hard Trend is a future certainty, in that it is something we know is going to occur whether we want it to or not. Opposite of Hard Trends are Soft Trends, which are future possibilities that may or may not take place. In the case of Soft Trends, these can be changed to your, and your orga - nization’s, benefit. To further explore my Hard Trend Methodol - ogy and how it can help you be more antici - patory during times like we currently face, I have grouped Hard Trends into three primary categories for identification purposes. • Demographics. This can be age, race, gender, or any other defining character - istic of a group. During this pandemic, an example is an older generation like the Baby Boomers. The fact that they are more susceptible to COVID-19 is a defi - nite Hard Trend. • Government Regulations and Oversight. For this category, a broad question imme - diately comes to mind: As a general rule, will there be more or less government regulation in the future? If we’ve learned anything from the coronavirus pandemic, it is that there will definitely be more. As new innovations emerge amid the lock - down, new governmental regulations will evolve in response to them. This is true, regardless of the industry or organiza - tion, making this a Hard Trend. • Technology. From the ever-increasing accessibility of 3D printing to holograph - ic telepresence, technology is inevitably going to become more functional, more sophisticated and more widespread. In addition to how we have learned to use already-existing technology during the pandemic, this makes technology in any capacity a Hard Trend; we will always be finding a newer, better way to accom - plish a task or create something. Why Hard Trends Matter Knowing that something is a future certainty means so much more in times like these. It’s central to your organization’s planning and subsequent execution of innovation, even during an economic shutdown. In terms of government regulation, coupled with the ever-changing spectrum of this pandemic and subsequent lockdown, being aware of the Hard Trend of growing govern- ment regulation allows you to become more anticipatory with those additional guidelines foremost in your mind, allowing you as an or - ganization to continue to progress and grow. Leveraging Hard Trends to your advantage is how you can also pre-solve problems before they exist. Case in point: When the United States government mandated a stay-at-home order, closing the physical operations of many nonessential businesses, many threw up their hands in frustration, while others decided to adapt and overcome, taking advantage of op- portunities to continue to operate during a shutdown — and profited accordingly. What you can expect is that Hard Trends — identified and acted upon — can offer enor - mous opportunities for those organizations with the mindset of always keeping their eyes open to the future. Is your organization identifying and acting on the visible Hard Trend certainties in your in - dustry during COVID-19? Better yet, are you learning how to be an anticipatory leader in all of this? A New Beginning In this new year, new decade and global pandemic, where do you start? It’s simple; find certainty by identifying the Hard Trends that will happen and the related opportunities to move forward. Remember, trends by themselves do not have power until you attach them to an opportunity, which is when they burst into actionable light. And positive disruptors use Soft Trends to their advantage, because they can change them if they’re undesirable. When everyone is stuck in one mindset, go opposite! If you anticipate instead of reacting, redefine and reinvent instead of waiting, move forward in - stead of standing still, and focus on significance over suc - cess, you will put yourself and your organization much fur - ther ahead than ever before. In this time of unprecedented uncertainty, actively shaping your future by becoming an Anticipatory Leader has never been more important. t Daniel Burrus is considered one of the world’s leading futurist speakers on global trends and disruptive 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 ex - ecutives from Fortune 500 com - panies helping them to develop game-changing strategies based on his proven methodologies for capitalizing on technology innova - tions and their future impact. He is the author of seven books, including The New York Times and Wall Street Journal best-seller Flash Foresight, as well as the international best-sell - er Technotrends. His latest book, The Anticipatory Organization: Turn Disruption and Change Into Oppor - tunity and Advantage , is an Amazon #1 Hot New Release for Business.