Thank you for being part of WCUC2024

KEY TAKEAWAYS

Disruption as a Positive Force:

• Shawn passionately believes that disruption should be embraced as an opportunity for innovation. He shares his experience from Singapore Press Holdings, where he was tasked with envisioning the future of newspapers, emphasizing the importance of looking beyond industry norms to broader macro-level trends.

The AI Revolution:

• Generative AI's Potential: Shawn highlights how AI, especially generative AI, is transforming work by democratizing it. He draws parallels with the internet's impact on knowledge, emphasizing that AI will revolutionize how tasks are performed.

• Practical AI Applications: He provides compelling examples, like converting an Excel-based loan calculator into an interactive web app using Claude, showcasing AI's practical utility. Shawn stresses the power of AI in data analytics, using tools to uncover insights from massive datasets.

• Underhyped Revolution: Contrary to popular belief, Shawn argues that AI is still underhyped, suggesting that its full potential is yet to be realized.

• The most powerful current AI tool mentioned is Claude 3.5 Sonnet by Anthropic.

• AI's top use case is data analytics - it can analyze massive datasets quickly. He used Open AI’s ChatGPT’s Advanced Data Analytics tool.

• AI marks "the end of trust" as it becomes harder to distinguish between AI-generated and human-created content.

• Human-Centric Computing: Shawn challenges the conventional wisdom of teaching everyone programming, citing NVIDIA CEO Jensen Huang’s vision of making technology accessible without needing programming skills. He underscores the importance of creativity and human-centric skills in the future.

 The Changing Nature of Work:

• Knowledge work is becoming less valuable as AI advances.

• The most valuable job now is being a "value creator" or innovator.

• We live in an age of "infinite leverage" where individuals can do more with less using various tools and resources.

 Strategy and Innovation:

• Strategy is Energy: Shawn describes strategy not just as a plan but as an energetic force that must ignite passion within an organization. He outlines the need for bold aspirations, understanding future trends, personal connections, and unique differentiation. Key questions for strategy: What's our bold ambition? Where is the world going? How do we make it personal? How do we become remarkably different?

• Remarkable vs. Good Leadership: He makes a distinction between good leaders, who optimize the past, and remarkable leaders, who innovate and create the future. This is illustrated through anecdotes like Richard Branson’s bold decisions against conventional data-driven advice.

• The most important future skill may be the ability to ignore AI and data when necessary for true innovation

The Concept of Friction:

• End of Trust: Shawn warns about the erosion of trust due to AI's ability to create indistinguishable deep fakes and simulations. He advocates for maintaining trust through human-centric, meaningful, and memorable experiences.

• Bringing Back Friction: In an increasingly frictionless world, Shawn argues for the value of friction in creating deeper, more authentic connections. He stresses that credit unions, unlike tech companies, thrive on trust and relationships, not just efficiency.

• In a frictionless world, we need more friction.

• Credit unions are in the business of trust, relationships, and community, not just frictionless experiences.

• Companies will win by being either extremely frictionless or extremely human - the middle ground is "the black hole of mediocrity."

Disruption and Self-Disruption:

• Self-Disruption: Shawn encourages the audience to continually disrupt themselves by taking bold, small actions that challenge the status quo. He shares his personal mantra: "Work scared until you become dangerous."

• Embracing Experimentation: He advocates for adopting a mindset of experimentation and risk-taking, illustrated by his provocative question, “How do I try to get myself fired?”

• Leaders need to be willing to disrupt themselves.

• The "Zero Principle Thinking": If starting from scratch today, how would you do things differently?

• Ask yourself, "How do I try to get myself fired?" to push for positive change and innovation.

• Innovation isn't about thinking, it's about acting. It involves deliberately exposing yourself to challenges and suffering.

• Small experiments and actions are key to starting the disruption process.

These takeaways encapsulate the main themes of Shawn's presentation on innovation, disruption, and the impact of AI on the future of work and leadership, particularly in the context of credit unions.

CLEANED TRANSCRIPT

All right. I am super excited to be here. We have flags from around the world. Where are my friends from Brazil? Just yell. Okay, right here. What about my friends from Ireland? Where are you? We put you in the back. It's okay. I'm Canadian. Where are my Canadians at? Okay, you see, they're a little quiet. They're polite. And what about my friends from the United States of America? Where are you guys? Okay. As a Canadian, I just want to ask, with everything going on, is everything okay with you guys? Are you good? Yes? Okay, good. I just want to make sure everything is all right. It's been a crazy nine days for you.

Listen, I want to make this easier for everyone because you probably need a vacation. So, after this presentation, I'm going to give you the presentation, an AI transcript, and the takeaways so you can just relax. We just need to relax a little bit more. I know yesterday was a crazy day. I know Biden dropped out of the race and now Kamala Harris is leading on the largest prediction market, Polly Market. She's stated to have the highest chance to be the nominee, and there's a whole bunch of other people as well.

Now, I'm going to throw my dark horse candidate in there. It's somebody everyone loves. I'm just throwing it out there, okay? I have nobody in this race but Oprah. What about Oprah? Okay, a couple of applauses. I think it's a great idea. Everyone loves Oprah, and at the end, all Americans, I think you'll get a car. So, I think it'll be great.

But no, I'm super excited to be here today talking about my favorite subject, innovation and disruption. I believe that disruption can be an opportunity. I started my career with a company in Singapore. Where are my Singapore friends at? Okay, over there. I started my career at a company called Singapore Press Holdings in Singapore. They had a monopoly over all the newspapers in Singapore. My job there was to be their media strategist, their futurist, to figure out what the future of newspapers would look like.

And to be honest, I had no idea how to do this job, none whatsoever. I went to my boss, Tony Mallick, and asked him, "How do you become a media strategist? How do you become a futurist to figure out what the future of newspapers would look like?" And he said, "It's really easy, Sean. All you have to do is take some of the best companies around the world in the newspaper space and take the best practices from the best newspapers and apply them here at Singapore Press Holdings." I said, "That's a great idea. Take the best newspapers around the world and take their best practices and apply them here." The other thing he told us to do was to go on the street and ask people what they wanted from a newspaper. So, that's exactly what I did.

I was on the streets of Singapore asking people what they wanted. This is me. I don't know why I was so close to them, but listen, this was a different era. It's interesting because the people on the street and the best companies in the world actually said the same thing: how do we take a broadsheet newspaper and turn it into a tabloid-sized newspaper? Like, how could someone read a newspaper on a train? That's what we were talking about. We never thought about all the disruptors that were coming into play today, like social, mobile, and cloud. In fact, most people get their media today through TikTok and Twitter, and I never would've thought that. Sometimes I wake up in the middle of the night with a nightmare thinking I am the reason why the newspaper industry sucks because of my work.

I will never make the same mistake again, which is getting really romantic about what's only happening within my own industry, what's happening within our credit union system. Instead, I look at what's happening at a macro level. What are those big disruptors impacting every single industry? That's what we're going to do today. Take a look at all the disruptors impacting every single industry.

My job today as an innovation strategist is to help organizations ask this beautiful question, which I'll ask at the end of this presentation: are you willing to disrupt yourself? I frame this as a question because one of the biggest misconceptions about what I do is that I'm here to give you some advice or answers. The beautiful thing about the world today is that we already have all the answers. If you want answers, just ask ChatGPT. But if you want to innovate, disrupt, evolve, you have to ask some bold questions.

This morning in Boston, I'm going to ask some really bold questions. Actually, at the end of this presentation, I want you to disagree with me. I want you to disagree with me because this would not be a presentation around disruption if you didn't disagree with me. Come up to me afterward and tell me what you disagreed with. Let's start with the first question. Just get it out of the way because we're going to be talking about it a lot over the next couple of days. This is what every company, every industry is talking about: AI. The next big disruptor. Is this the next big disruptor? A research company called Gartner has already put generative AI at the peak of their hype cycle. They believe that AI is already overhyped, but my belief is that it is actually still under-hyped. We haven't even started to figure out all the possibilities and opportunities in this particular space. Every leader, every organization is talking about this.

The CEO of Google, Sundar Pichai, mentioned AI and generative AI 24 times at Google's developers' conference a number of months ago. Actually, let me show you:

AI, AI, AI, AI, AI, AI, AI, AI, AI, AI, AI, AI, AI, AI, AI, AI, AI, AI, AI, AI, AI, AI, AI, AI.

He mentioned AI so many times that day that the stock of Google went up by 55 billion. I mentioned AI 24 times, and that's how I ended up here. But we are entering into a technological revolution. The internet was the World Wide Web. It helped democratize knowledge. But what AI is doing is democratizing work. I call it the Worldwide Work because, for the first time in our history, these machines can actually get things done for us. It's remarkable. This space is moving every single day.

To me, the most powerful AI tool today in 2024, in July, is from this company called Anthropic. They have their large language model called Claude 3.5 Sonnet. I use this thing every single day. What you can do with this is incredible. Let me give you an example using a credit union. I just picked a random credit union in this room. Where are my friends from Kenya? Wow. Okay. Anybody from Kenya? Police Saco. Okay, a couple of people. Woo, one person. Oh hey, I like that energy. I need that energy. I'm not going to call you up or anything, but what I did is I went to your credit union, I went to your website, and I just wanted to see if I could help you. I want to help you. I want to go to Kenya and help you.

So, this is what I did. I went to your website and I put in "Kenya Police SACCO" and then I saw that you have a loan calculator. But when I went to the loan calculator and downloaded it, it ended up being an Excel file. And I said, "This is not that helpful." So, what I'm going to do is create an interactive web app for you. I went to Claude and said, "Hey, please turn this loan calculator into an interactive web app and make sure it looks like something from Apple. Pretend you're Steve Jobs." Then it started to come up with the code and what it was looking for, and it came up with this final loan calculator. It's not bad. I could prompt it better and make it look a little bit nicer, but it's there instead of an Excel file. It's an interactive web app for your members. There you go. Are you happy with that? That will be $70,000 anyway.

To me, the number one use case today for generative AI is around its data analytics capabilities. The fact that you can put a million-line Excel document or a PDF document into one of these tools and have it analyze our data is incredible. So, what I did is I went to an open data site called Kaggle and grabbed this massive data set of tens of thousands of lines of loan default data. Then I put it into OpenAI's advanced data analytics tool to come up with some visualization. This is what I did. I got this massive data set of loan defaults. You can see this Excel file. It's a massive Excel file, 30,000 lines of data. I put this into ChatGPT's advanced data analytics tool and said, "Hey, pretend you are a world-class data scientist working for a credit union. Analyze this data of loan defaults and provide insights, bar charts, visualizations, and interactive graphs to make sense of this data."

Then it started to cook. It had 38,000 entries, 37 columns, and then it started to come up with some of the analysis, bar charts, and visualizations. I wanted to know if there was any fraud in this data, so I asked it to find anomalies and give me an Excel document of all the anomalies it found in that 30,000-line data. It gave me an Excel file of all the anomalies. Then I asked a more important question: how do you make this data relevant for a group of credit union leaders from around the world descending in Boston this morning? It gave me this. I don't know why it gave me that, but listen, it took a 30,000-line Excel document and gave some insights.

I think this is incredibly under-hyped. Let me give you one more example. I wanted to grab someone's website in this room. I went to Korea. Where are my friends from Korea? Okay, polite. See, that's nice. So, I went to my favorite credit union in Korea and wanted to replicate something from your website. I went on Google and looked up the National Credit Union Federation of Korea. I grabbed the first picture I saw, which was this picture, a beautiful picture with these cute bears and this woman. I put this into Midjourney. It gave me a description of what it was looking at, and I just pressed one button, and it came up with 16 variations. I just chose the one I liked the best, which ended up being this one. This was the one from your website, which is not bad. I mean, it's not perfect. I'm not going to lie to you. Mine looks like a horror film a little bit, but it's not bad. Wait 90 days, and it will be better.

I know this looks cute, but the implication here is that anything digital today can be replicated by an AI—an app, a website, an image, data, anything. That's the implication here. We are starting to reimagine how we look at work, how we are reimagining our processes within our credit unions. All these pictures here are very cute. All these are done by AI. At this point, you're not going to be able to tell if this was done by a real person or an AI.

What's interesting is that a number of years ago, I was creating a website for a financial services institution in Canada. I worked for Deloitte Digital. We would create responsive websites for organizations. One of the websites we created for this financial institution cost $750,000 and 15 weeks to execute. This is what it cost, and these were all the tasks they had. Today, my new strategy to build this website would be to get a whole bunch of 10-year-olds, give them some M&Ms, and get them to generate a hundred websites to start. That becomes the starting point. We are starting to rewire how we look at work, and my belief is that the end is now the beginning. You don't have to start with a blank slate anymore. The AI can be the input to what you do. I don't believe it should be the output. I don't think we should rely on AI to be the output. I think it can be the input.

What does this mean? It means you can start with a hundred different websites, a hundred different fraud analyses, a hundred different apps, images, or campaign ideas. That becomes your starting point. Then you go through your creative process and get a final deliverable. The end is now the beginning, and we are starting to rewire how we look at work. My belief is that there will be two types of leaders in the future: those that leverage this technology and those that are irrelevant. Those are the two options. Whenever I have this conversation about AI, people always ask me the same question: what about my kids? What are my kids going to do in the future? This is a conversation important to me as well. I have three kids: a 7-year-old named Maya, a 5-year-old named Dion, and a 1-year-old named Aaliyah. I don't know how this happened. By the way, COVID happened. I knocked out, and now I have three kids and a minivan.

This is what my wife and I talk about all the time. What's going to be relevant for them in the future? What industries will be relevant for them in the future? It's interesting. A number of months ago, at the World Government Summit, the CEO of Nvidia, Jensen Huang, one of the most important people in the AI revolution because his company creates all the chips for all the AI companies, was on stage. Someone asked him, "What's the most important skill for children in the future?" This is what he said:

"I want to say something, and it's going to sound completely opposite of what people feel. Over the last 10 years, almost everyone who sits on a stage like this would tell you it is vital that your children learn computer sciences. Everyone should learn about programming. And in fact, it's almost the exact opposite. Our job is to create computing technology such that nobody has to program, and that the programming language is human."

We are starting to reimagine everything we know about work. This wasn't a conversation in my household growing up. My parents immigrated from India to Canada, risking everything. I remember growing up, my mom asking me, "Sean, what do you want to be when you grow up?" I was like, "I'm from Canada, so I want to be a hockey player." My mom was like, "No. Here are your options: you can be a doctor, an engineer, an accountant, a lawyer, or you could marry a doctor." My parents told me these jobs were safe. They told me just to get a safe job, a safe knowledge worker job. I've been trying to push back against this my entire life. I heard one line that I believe has destroyed an entire generation globally: "What will people say?" This line has destroyed a generation of people doing something creative or bold.

I've seen people choose engineering over acting. I've seen people stay in marriages they shouldn't stay in. I've seen people choose medicine over athletics. I mean, it was pickleball, but it was still athletics. "What will people say?" I've been trying to push back against this my entire life, especially during high school. Recently, I did something interesting. I went back to my high school yearbook to see what I was thinking during that time. In high school yearbooks, you have a grad picture and a quote representing what you were thinking at the time. Let me give you a couple of examples before I show you what I wrote. Here's from Aaron Portillo: "Sometimes when I'm taking a bath, I like to turn off the lights and pretend I'm in the womb." Ashley Noreen wrote: "When I die, I want the people I did group projects with to lower me into the ground so they can let me down one last time."

What did I write? The reason I went into the innovation space and wrote "The Bold Ones" is this: "The greatest pleasure in life is doing what people say you cannot do." You can take this energy or the energy of the guy above me who wrote, "Glad to be out." He's in jail now, but that's fine.

My parents told me throughout my life that knowledge is power. I believed it until two years ago. Today, I don't believe it anymore. Not when every single person on the planet has an AI copilot beside them. What is power today is people who can innovate, fight the status quo, and be bold. To me, this is power. My parents told me to get a knowledge worker job. It was the most valuable job in the world. Today, the most valuable job is being a value creator. The definition of innovation is to create value in new ways. So, the most valuable job in the world is to be an innovator. I find this incredibly inspiring. Most credit unions I've spoken to or helped are asking the same question: how do we do more with less? We have fewer resources than other financial institutions.

Today, I believe we are entering a revolution. We live and work in the age of infinite leverage. This means we can leverage teams, agencies, vendors, startups, partners, individuals, freelancers, contractors, creators, gig workers, media, social media, newsletters, books, software, cloud, SaaS, apps, APIs, AI like ChatGPT and Claude. We live in a world of infinite leverage. To me, this generative AI space is not the most disruptive entity in the world. The most disruptive entity is the individual because we can do way more with way less.

A couple of weeks ago, someone told me my piece on AI scared them. I asked which part, and they said the things AI can do are part of their livelihood, their identity. I asked how much time they spent immersing themselves in the technology, and they said not much. I told them the reason they were scared was because they hadn't put in the work yet.

I've been part of this revolution for a while, whether implementing robotic process automation within financial institutions, IBM Watson, or this generative AI revolution. Everyone who immerses themselves in the technology and becomes proficient gets excited. They want to build and create more. So, if you're scared of this technology, my advice is to work scared until you become scary. Work scared until you unlock your skills to become proficient in this new revolution.

These are some tools I use every day: Claude for code and diagrams, Perplexity instead of Googling because it shows me the sources, Midjourney for pictures, and Hugging Face for video. I use these every day. At the end, I'll give you all these resources.

Of course, there are downsides to AI. To me, the deepest implication is that it marks the end of trust. When you can't tell if something is AI or real, a simulation or real, what can you trust? The ability to create sophisticated deep fakes through video, audio, even emails means you won't be able to tell if it's from a real person or AI. This marks the end of trust. This is important to me not only as someone in business but also as a father. I want my three kids to live in a world where they can trust one another. That's how we've innovated—by trusting one another. But I also don't want my kids to trust everything they see online or on social media. My default for my kids is to trust nothing except the work.

Don't trust everything online, on social media, or all the mainstream media or elites. Don't trust people put on a stage. I am not here for you to trust me. I'm here to ask some bold questions so you can go home and do the work. Trust the work. At the end of the day, that's what I want people to do.

Let's keep going with the questions. A more important question is: in a world of radical change, what has never changed? Human beings. We've been on this planet for 200,000 years plus in this form. Some things have never changed. I call these things radical unchange: our love for stories, desire for status, intimacy and relationships, delight and surprise. These things have never changed. Although we've been on this planet for 200,000 years plus, the difficulty level of addressing these things becomes more difficult every year. I believe the baseline expectations of your members and stakeholders rise every year.

You may remember flying in the eighties or nineties. The in-flight entertainment system was a screen they plopped down every three rows, playing one movie for everyone. It was one bad Kurt Russell movie, and everyone watched it at the same time. After it was done, we were all happy. Today, they put a screen in front of you, give you a tablet or your phone, and you have everything ever created at your fingertips. You have Oscar-nominated movies at your fingertips, and you're still like, "I can't find anything." The baseline expectations keep rising.

When you can tap a button and get food delivered without interacting with a person who made or delivered it, or get boxes thrown at your door all day without interacting with a soul, God forbid someone knocks on your door—you think it's a serial killer. We've turned everything into a transaction, and this will get worse. I believe we are entering the addiction economy. We've turned everything into its most efficient form.

Journalism—prioritized newspapers and long-form content—is now clickbait and headlines. Music—prioritized albums—is now many artists putting out singles. Much of the music is derived from TikTok. Relationships—we prioritized marriage, now people use Tinder, Bumble, or dating apps. I'm just happy I got married before these apps started because I wouldn't do well on these platforms. Well, that's what my wife tells me. We've turned everything into its most efficient form. This isn't just about the addiction economy. When we turn everything into its most efficient form, we suck out the meat, context, and trust. How do we fight this? How do we fight the rising baseline expectations? How do we fight turning everything into its most efficient form? I believe we need to bring the F-word back. The F-word is friction.

In a frictionless world, everything is fast, efficient, and 24/7. We need more friction. Big tech companies have sold us a story that removing friction is good. Facebook removed the friction of finding connections. Netflix removed the friction of finding entertainment. OpenAI is removing the friction of search and just giving you answers. Every tech player has removed the friction, but they've also removed the soul. Credit unions are not in the business of a frictionless experience. They are in the business of trust, relationships, and community.

Don't get me wrong—I believe in digital. We should make things fast, efficient, self-service, consistent, and transactional because you compete against all these tech players. But don't forget that the way you get valued by your members is through friction. When you make things more meaningful, memorable, magical, and awe-inspiring, that's about friction, humanity at the end of the day. My belief is there will be two types of companies that win in the future: companies that are frictionless, fast, and convenient, and companies that are extremely human—travel, hospitality, experiences. The Four Seasons—beautiful experience. Hermès—craftsmanship, handcrafted, takes two years to buy a bag. But you don't want to be in the middle—the black hole of mediocrity. This is where you lose.

Credit unions can play on both ends. Create a seamless, fast experience for self-service and double down on trust and experiences for members. Your brand is not your logo, colors, or slogan. Your brand is a story embedded in the hearts, minds, and souls of your members. In an AI-driven world, the experience is the brand. The experience is the brand.

Credit unions need a new strategy. This is a space I've spent my entire career in—strategy and innovation. Most people have no idea what this means. Recently, I was on a flight from Denver to Orlando. I was working away for a couple of hours, and a guy beside me asked, "Hey man, what kind of work do you do?" I said, "I'm in strategy and innovation." He said, "What does that mean?" I said, "I help companies create value in new ways." He said, "Speak English." I said, "I help companies solve problems." He said, "You're sitting in the back of this plane in economy class in the middle seat. You're not doing your job." I said, "Damn. What do you do?" He said, "I'm in importing." I said, "Okay, what does that mean?" He said, "I get the window seat." I said, "Oh, okay."

A friend sent me this a couple of weeks ago. A woman was on the Steve Harvey Show trying to explain that her husband was also an innovation strategist. Steve Harvey said, "You've been married for 20 years, and you have no idea what he does for a living? No, I've never met his coworkers. I've never been to his office. He works in innovation strategy. You live in a nice house? Yes, we do. You have a nice car? Yes. I guess that's what it is."

The one thing I can do today, the one thing I do very well because this is what I've spent my entire career in, is I can smell when a strategy is not going to work. I can smell it. I can see it. Today, in 2024, I believe strategy is energy. Strategy is an imaginary theory that has to set people on fire. It's imaginary because it's something you can't see yet, and it has to set people on fire because that's the only way to get through the uncertainty. Strategy is not what you put on a piece of paper or a PowerPoint. Strategy is the 10,000 data points that show you are committed. Strategy without energy is just called a PowerPoint.

In 2024, we have to ask new questions: What is our bold ambition? What is our bold aspiration? How are we going to set the world on fire? Where is the world going? What is the state of technology? What is the state of our members? How do we make it personal? How do we connect what we are doing with the people on the ground floor within our credit unions? How do we become remarkably different? Strategy is not about being the best; it's about how do we become unique, a freak, and stand out in the world. Every company is asking today: how do we go from good to remarkable?

The most important skill of the future is to ignore the AI, the best data we've ever collected, and the collective intelligence of billions of people because all of this is based on the past. Innovation is about creating a future. If the Wright brothers had ChatGPT and asked how to create a plane today, it would say they were crazy. ChatGPT would take all the research and say it's impossible, but the Wright brothers ignored the data and changed the world.

In 2014, at Deloitte Consulting, the firm invited Richard Branson to their partner summit. Richard Branson said if he started an airline today, he wouldn't ask Deloitte because they would say it's too risky based on past data. Richard ignored the data and started Virgin Airlines. Don't get me wrong—I believe in AI. It's a great accelerant. My belief is that artificial intelligence is the second most powerful force ever created, and the first is our ability to ignore it.

At Coca-Cola headquarters, I was speaking to their team about disruptors in their space. One of the drinks making a dent was Prime by Logan Paul and KSI. Afterward, a Coca-Cola executive told me their biggest disruptor is not Prime or Hubba Bubba soda; it's good leadership. Good leaders optimize the past, but remarkable leaders create the future and focus on innovation. Coca-Cola is trying to become remarkable again by ignoring the data.

Are you willing to disrupt yourself? Going from zero to a hundred is sexy, but the most difficult is going from a hundred to zero. Disrupting yourself means disrupting your own status—knowledge, expertise, seniority, and identity. You must adopt zero principle thinking: if you were to start your credit union or department from scratch today, how would you do it? What would you eliminate? Automate? What requires more friction? More humanity?

Ask yourself, "How do I try to get myself fired?" This is about taking small bets that change your trajectory and the organization's trajectory. Send that moonshot email, have that difficult conversation. Disruption is about acting, not thinking. It's about exposing yourself to challenges and suffering deliberately.

Typically, after presentations, someone like Peter in the back will text his friends, email his bosses, and go home to his wife saying, "I was at this thing in Boston, and this guy talked about AI, Oprah, friction, and getting fired." She'll ask, "Who was it?" He'll say, "I have no idea. A short brown guy with great hair." She'll say, "Was it Bruno Mars?" He'll say, "I think it was."

The difference between this presentation and what you'll do is take a small experiment and figure out how to start disrupting yourself. This organization asked me to talk about the future, but I don't know much about the future. The only thing I know is that the most dangerous person in the room is the one who is most afraid yet bold enough to move forward. Thank you so much for your time.