They know that. They also know that there are many who don't understand the critical role that they play, and so they set out to change that last year, by refocusing on a re-branding of the profession.

It turns out that they did a great job, having just picked up the Corporate Branding Campaign of the Year 2008 from PR Week magazine, even beating out "uber-cool" Tesla Motors.

The re-branding campaign fits with the challenges they are faced with : as the economy speeds up, they have to continually migrate their skills, capabilities and knowledge in order to continually assess new and more challenging forms of risk. One of those new skills might involve their transitioning to the role of "location intelligence professionals," a trend I've written about here. This would involve learning how to marry the vast stores of information on current policy holders to the vast sources of "spatial" (think Google Maps) information emerging online, to come up new forms of assessing insurance risk.

For example, during my keynote, I played a one minute movie of a US map that featured the emergency of obesity in the US population over a 25 year period beginning in 1993. I suggested they might view this, and think about what they could do if they had this type of insight as a "location intelligence capability" on their desktop.

They're a hot profession, because analytics is hot, mathematics is the new plastic, and they're in the midst of it. It should be a fun ride for them!

More information

• Read about "location intelligence" in Five More Trends To Define Your Future
• Analytics is hot : "Where's the growth"

• Quickmobile Web site

In the "post-flat" world, you need to change your focus. In an upcoming keynote, I'll be concentrating on several core themes:

• focus on growth - shift your focus to opportunity rather than cost based competition
• think "market transformation" - don't tinker with strategy; you've got to be willing to shift assumptions, habits, routine
• refuse to compete on price - change the rules by recreating value in your product or service
• make big bets - whether its' infrastructure, sales force, distribution network: you've got to be willing to spend to transition
• think international - local markets are small markets; the global economy is well within reach for any organization today.
• think velocityOne of my most often used quotes when on stage comes from Rupert Murdoch: ""The world is changing very fast. Big will not beat small anymore. It will be the fast beating the slow.""

More information:

• What do you do after the world gets flat? Put a ripple in it!
  
• Innovating in a flat world
• The new face of manufacturing : agility, insight and execution......

Here's something to think about: we are going to see $12 to $18 trillion in intergenerational wealth transfer in the next 12 years in North America. (US GDP is $12 trillion). By 2053, $130 trillion will have moved from one generation to the next, in rolling waves of wealth transfer. All this will involve monies moving to new customers who are far more independent, financially savvy, and technically sophisticated.

In other words, tomorrow's customer is going to be completely unlike the customer of today. That's why innovating -- keeping up with the future - is critical!

Tomorrow I keynote a group of professionals in the life insurance industry. Next Monday, I keynote a national Association of Actuaries; the following week, an international accounting and professional services powerhouse. Last week, a major bank and a number of wealth management firms. The heavy duty theme this month is the world of finance!

Here's the thing about anyone doing business in financial services: you can drown in all the noise and short term hype and hysteria that involve markets and economies in rapid change.

Or, on the other hand, you can manage through that, and think about the innovations that are set to occur through the next five years. Focus on those, and there's your future strategy.

Here's what's certain in the insurance industry: someone will do one or more of these things, in a big way, that will cause significant and long lasting market disruption and transformation.

• they will redefine the business model (particularly in insurance): for example, health care costs worldwide are set to explode, and the system will implode. Someone will ride this obvious trend and do something transformative that forever changes the industry. It's not about managing health costs; it's about redefining the concept of health care. Think bio-connectivity, and health care rearchitecture.
  
• they will transform how business is done in the industry.Today, it's still an industry that is still about brokers and distribution. Insurance is sold, not bought, based on fear of the future. That's set to change. Tomorrow, smart widgets on top of a legacy insurance platform? The concept of "disintermediation" has been around for a long time, but here's a certainty: tomorrow's 50 year old is a very different animal from today's 50 year old! Gen-Connect expects much more!
  
• they will redefine the product. Today, we buy life insurance and health care insurance and other "products." Someone will figure out that people don't want products: they want their own unique, self-defined, self-managed solutions, that likely include multiple solutions from multiple sources. Think "iPhone meets the life policy!"
  
• they'll change the brand perception: fast movers will transform the product and services that are offered, by offering faster-paced, more relevant brands to consumers who aggressively self-manage every aspect of their daily life. Think Geico.
  
• they'll constantly change the target customer. Today, insurance is sold to groups of employees, directly to individuals, and to affinity groups. Tomorrow, it will be sold to rapidly evolving, temporary fast-moving customer targets. Think portability: if the typical person will have 30 different careers and 50 different jobs in their lifetime, they're no longer a captive customer!
  

Is that a bunch of babble? Not really. Five, ten, twenty years out, the insurance industry will look unlike anything that we know if it today. Market transformation is everywhere, and its' going to sweep this industry faster than fast.

From a variety of keynotes through the last few weeks, here's what we've got to deal with.

The consumer of today is:

• time challenged
• attention starved
• jumpy & fast with product perceptions
• edgy and vocal when operational excellence is not provided or perceived
• influenced differently in terms of brand / product / service choice
• more vocal when they've been "wronged"
• faster in adopting new trends and ideas

• faster to market
• more collaborative in design
• solutions oriented, responding to the fast consumer
• rapidly redefined by the customer
• having to maintain a brand image that is energized and up-to-date

• more transformational
• revived and rejuvenated on a more regular basis
• lifestyle oriented
• experimental
• shifting it's focus online
• changing faster in terms of message
• going premium and upscale, to avoid commoditization

• focus on the opportunity that comes from such rapid change, not the threat
• don't panic at the pace
• focus on the value of your product or service
• collaborate with your partners (i.e. packaging companies, retailers, consumer goods companies)
• invest in experiential capital by trying out lots of new ideas
• understand that the pace of change is only going to increase
• transition your team to think differently -- innovate!

There were two pretty heavy-duty keynotes I did for companies in the financial sector last week. The second one involved a group of several hundred executives responsible for managing and overseeing the strategic infrastructure within their wealth management organizations.

I presented an overview of the trends occuring in the financial sector -- see the post immediately before this one which takes a look at the growth of sovereign wealth funds. I also outlined what I think were the key strategic concepts they should be relentlessly focused upon to ensure that they remain competitive in a very fast paced industry. These 7 points were:

• respect the competition
• prepare for the new analytics
• move faster
• stay ahead
• maintain brand relevance
• structure for skill set challenges
• think transformation, not just innovation

These are all themes that I've written on throughout this blog and in my book Ready, Set, Done, How to Innovate When Faster is the New Fast.

The key issue is that as business rapidity continues to pick up, organizations need to stay relentlessly focused on trying to stay one step ahead of the fast trends which will impact them.

I'm about to head out the door to keynote a leadership team, business analysts and IT staff for a leading multinational bank. The theme of my luncheon talk is, of course, innovation in the high velocity financial sector.
There's been a tremendous amount of new research undertaken in the last day, so that I can add to the insight that I've already accumulated through the years as to the innovations occuring in this sector.

There are a couple of key observations that I'll share with the crowd. I start out with a list of pretty scary headlines. American banks face financial meltdown if their reforms fail. Mortage Meltdown! Bloody and Bowed --- Money Managers Remain Badly Shaken by the Meltdown. Market Cap Meltdown --- Billions in Blue Chip Stock Values Have Been Blown Away.Congress caught in a bind over bank crisis. Crisis Looming As Realty Slump Becomes Global

Most of these headlines are from 1989-1990.

Key point being, we've been here before. Whenever there is market turmoil, there is also opportunity for growth through innovation.

And that's what I'll concentrate on the talk. How banks are transitioning staff from tactical to strategic roles so that they can provide the consultative services customers are demanding. How bank branches are becoming the "new Internet" as financial institutions rediscover the power of rejuvenated bricks-and-mortar networks. How the new era of Web 2.0 is going to have to drive a new form of "social wealth management," particularly as we witness a massive intergenerational transfer of wealth from baby-boomers to the Twitter generation. And how maintaining brand relevance is critical when products and customer service expectations continue to increase at a furious pace.

Several months ago, I wrote a Memo to the CEO of banks worldwide, imploring that they don't kill innovation it's tracks as they scramble to deal with the subprime mess. It drew quite a bit of attention: and the comments and sentiment are still critical today. It's worth a read.

• Read the Memo to the CEO

I just returned from a keynote for the Direct Seller Association; the industry dedicated to selling products to individuals in their homes. One might think in the Internet era that such an industry is on the skids; yet organizations like Avon, Mary Kay, and new direct selling companies continue on a growth trajectory; through innovation in traditional markets, and through fascinating growth in the Asia Pacific region.

My keynote focused on two primary trends: how the customer of today is changing; and how marketing and advertising are changing. I then spoke about how these organizations need to continue to keep up with the rate of change that is occurring around them.

So what's with the picture? One of trends I covered was that today's consumer is influenced differently when it comes to their purchasing activities. It used to be all word of mouth; it still is, but WOM has changed to a significant degree: it's widened to include the world of social networking.

For example, a recent New York Times article commented on the role of Celebrity Baby Blog when it comes to the clothes that parents are choosing for their children. US Weekly also comented on this trend, noting that when it comes to selling, "In the 1990s, everyone wanted to know about handbags.....now it's all about, 'What stroller is Naomi Watts's child in?'" (Apparently it's a Strider 3 Steelcraft in slate at $449US).

That's but one trend of about 20 key consumer, advertising and marketing trends I took a look at. House parties have been social-networked too, through Houseparty.com! As noted in the Times, "Jarden Consumer Solutions, which sells appliances under names like Mr. Coffee and Sunbeam, hired House Party to put on 1,000 parties over the Memorial Day weekend to promote the Margaritaville Frozen Concoction line of drink-making machines, which cost $199 to $379." To a degree, the more things change, the more things stay the same. Direct selling still happens; the mechanism and methodology is changing furiously.

The key issue is this: no matter who you are, what you sell, and who you sell to, your markets, products, customers, touch points and brand issues are changing at a furious pace, and you need to as well. That's why innovation in the consumer goods sector is critical.

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• What Comes Next? Leadership Insight for the High-Velocity Economy
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• Leading the Future: Leadership in an Era of Innovation and Change
• The New 2.0: Staying Ahead When Everything Today is Already So "Yesterday!"

The media is all abuzz with the concept of "user oriented innovation," and that is certainly an important innovation trend. But it's not the only trend. Innovators would do well to recognize that there are many, many other concepts that can help to focus and refocus their innovation efforts.

While everyone focuses on having "customers" modify and design their next product, there is an even more powerful and important trend underway. I call it "upside down innovation," and it involves new levels of innovation partnership between organizations.

It's when packaging companies, retailers, and food producers get together to examine new markets and branding opportunities through powerful new ideas. Or when a retailer works with its suppliers to come up with "pre-packaged lifestyle solutions" that offer time starved consumers a neat-solution or new idea. It's when organizations in a supply chain or industry learn to innovate together -- and that can be more powerful than when customers innovate.

I keynoted the American Nursery and Landscape Association in Vail, Colorado, and offered up this example: traditionally, your local garden store features the same, endless rows of plants, in the same old order, often according to their Latin names. There's no inspiration; there's no excitement; there's no solution to the fact that you are a busy consumer and just want to "buy a backyard."

"Upside-down innovators" take it one step further; they offer a retail environment that provides you with outdoor living solutions. They've combined the insight of leading edge retail ideas, with innovative, packaged solutions, and with unique products that "fit" together.

Today, you want to look at a complete "outdoor living room solution," that happens to include all the elements you need: plants, patio furniture, outdoor entertainment solutions, decor, candles, some wine glasses -- and everything else. And that solution has been put together by the retailer with the assistance of their suppliers and packaging companies,

into one unique, outdoor lifestyle vignette.
Here's what upside-down innovators do:

• partnership is a key focus: they recognize that great ideas might come from others in their supply/production chain
• collaboration is critical: they know they have challenges in keeping up with all innovation opportunities in this hyper-economy, and are eager to learn how others can help them
• they focus on providing solutions: innovative companies no longer sell products: they sell entire solutions to customers
• they refuse to "lay flat" : it might be a flat world, but upside down innovators go to the next step by putting a ripple into the flatness, by approaching innovation in a new way

• Creativity, trends and innovation in retail, packaging and consumer goods
• Read What do you do after the world gets flat? Put a ripple in it!

Seems USA Today ran an article about zorbing, and my web site is being flooded with traffic because it features a picture of zorbing in action.

Here's the thing: Zorbing is part of a trend that I frequently speak about at conferences -- the rapid emergence of new sports, which is part of the overall trend of the more rapid emergence of new trends!

My coverage of Zorbing goes back to 2004, when I keynoted a New York City publicity event, where, I met with the editors of O (Oprah Magazine), Elle, Family Circle, Parenting, InStyle, Cosmopolitan, Working Mother, American Baby, Soap Opera Weekly, Woman's Day, Glamor, Teen Vogue, Seventeen, Good Housekeeing, Family Circle and about 40 other national trade magazines.

My focus, on behalf of a consumer products company, was the presentation of my "10 Trends that Will Rock the Outdoor World." In preparing, I undertook detailed research and analysis of leading lifestyle, demographic, social and cultural trends, to put into perspective what we can expect in terms of active, outdoor living in the future.

And one of the trends I talked about? The rapid emergence of new sports -- such as zorbing!

Read 10 Trends that Will Rock the Outdoor World. .

Whether I've got an audience of 3,000 people in Vegas, or a small CEO-level meeting of 20 people, I always open with the same observation. It's from an Australian study which concluded that 65% of the kids in pre-school today will work in jobs or careers that do not yet exist.

I then challenge people to think through the global trends at work which are making such a bold statement into a reality. And I often walk through the types of new careers that are emerging in every industry to emphasize the point.

So what are a few of these new professions? There are dozens: here's five to start your day thinking about:

• knowledge farmers: exponential knowledge growth, in part driven by social networking, is leading to information overload everywhere. KF's are the uber-editors who immerse themselves in global data-feeds, extracting relevant knowledge and insight from data-torrents. They're the new editors, and its their ability to apply their insight to knowledge-rivers that will place them in high demand.
  
• location intelligence professionals: see my earlier post on this. I've been talking about this for years. These are the folks who are linking GoogleMap type data to existing business process and services, and who are building entire new global infrastructure on spatial information. This one is going to be huge!
  
• mash managers: as innovation moves from the core to the masses, creative insight is emerging from those who learn how to take multiple new ideas, and input them into the innovation process. These people synthesize ideas from multiple sources, study markets, interpret insight, and decide how to re-evolve a product, service, brand, marketing campaign, or just about anything else. Their focus in "constant innovation," and it's their idea-immersive environment that drives them forward.
  
• tactical controllers : in this wildly information-chaotic world, some people are busy searching for the next big thing. A new and very real profession emerges with those who step beyond the "minutiae-of-the-moment" and instead focus on providing tactical, strategic guidance on what-to-do-in-the-next-moments ... they are the PR expert who knows how to steer the company through a global viral idea meltdown; the brand expert who knows how to re-energize a brand next week; the individual who studies what the global knowledge farmers are revealing, and who understands what to do next as a result.
  
• analytical architects: the world's big problems are being solved by those who are learning to throw sophisticated solutions at complex problems. These are the folks who will architect the smart-highway infrastructure; load-balanced two-way energy grids; just-next-week manufacturing processes for the era of the customization of one. They've combined an education in combinatory theory with big server farms to generate the new smart-infrastructure that is set to envelop us.

Whether I've got an audience of 3,000 people in Vegas, or a small CEO-level meeting of 20 people, I always open with the same observation. It's from an Australian study which concluded that 65% of the kids in pre-school today will work in jobs or careers that do not yet exist.

I then challenge people to think through the global trends at work which are making such a bold statement into a reality. And I often walk through the types of new careers that are emerging in every industry to emphasize the point.

So what are a few of these new professions? There are dozens: here's five to start your day thinking about:

• knowledge farmers: exponential knowledge growth, in part driven by social networking, is leading to information overload everywhere. KF's are the uber-editors who immerse themselves in global data-feeds, extracting relevant knowledge and insight from data-torrents. They're the new editors, and its their ability to apply their insight to knowledge-rivers that will place them in high demand.
  
• location intelligence professionals: see my earlier post on this. I've been talking about this for years. These are the folks who are linking GoogleMap type data to existing business process and services, and who are building entire new global infrastructure on spatial information. This one is going to be huge!
  
• mash managers: as innovation moves from the core to the masses, creative insight is emerging from those who learn how to take multiple new ideas, and input them into the innovation process. These people synthesize ideas from multiple sources, study markets, interpret insight, and decide how to re-evolve a product, service, brand, marketing campaign, or just about anything else. Their focus in "constant innovation," and it's their idea-immersive environment that drives them forward.
  
• tactical controllers : in this wildly information-chaotic world, some people are busy searching for the next big thing. A new and very real profession emerges with those who step beyond the "minutiae-of-the-moment" and instead focus on providing tactical, strategic guidance on what-to-do-in-the-next-moments ... they are the PR expert who knows how to steer the company through a global viral idea meltdown; the brand expert who knows how to re-energize a brand next week; the individual who studies what the global knowledge farmers are revealing, and who understands what to do next as a result.
  
• analytical architects: the world's big problems are being solved by those who are learning to throw sophisticated solutions at complex problems. These are the folks who will architect the smart-highway infrastructure; load-balanced two-way energy grids; just-next-week manufacturing processes for the era of the customization of one. They've combined an education in combinatory theory with big server farms to generate the new smart-infrastructure that is set to envelop us.

My June is shaping up to be a tremendously busy month. Based on the bookings that are in, it's clear that innovation continues to be at the top of the CEO agenda, despite some economic challenges.

In most of my upcoming keynotes, I'll be spending time putting into perspective how executives should be thinking about future trends within their industry, and will take a look at the innovative strategies they might pursue.

Each of these talks is pretty tightly focused; I'll be zipping from the insurance industry to optometry; from the future of global wealth management to high-velocity innovation in the banking sector; from opportunities in dealing with the new consumer 2.0 mindset, to how massive skills specialization will affect the world economy in the future. There's been a tremendous amount of research underway as I prepare for each session; most of these talks get pretty darned specific in terms of industry issues.

Some of the unique topics that are unfolding include:

• "the new risk" : a keynote for the US Association of Actuaries that will take a look at how the insurance industry will the rapid emergence of new risk, and the impact of the "new analytics" on the global economy.
  
• "the new market" : how can a leading manufacturer transition to a market where it is not competing on price, but on brand, quality, image and value : in other words, "what do they do after the world is flat?"
  
• "the new customer" -- how do we sell to the new 2.0 consumer, in this era of the wired-up-no-attention-span Gen-Connect demographic? The average consumer scans 12 feet of shelf space per second. What innovations do we need to think about when it comes to selling today?
  
• "the new investor": Dubai and Singapore have "money-velocity." Where is the investment world going, and how does a wealth management firm innovate to stay at the leading edge?
  
• "the new workforce" : how does a major global professional services firm transition into a new world of micro-skills and knowledge niches?
  
• "the new agent" : what comes next for the insurance industry? This one is a a keynote and a workshop for about 200 senior executives from the insurance industry, on behalf of LOMA, a major global insurance group.
  
• "the new collaborative team": how can a leading bank outpace, outlast and outperform the competition?

My June is shaping up to be a tremendously busy month. Based on the bookings that are in, it's clear that innovation continues to be at the top of the CEO agenda, despite some economic challenges.

In most of my upcoming keynotes, I'll be spending time putting into perspective how executives should be thinking about future trends within their industry, and will take a look at the innovative strategies they might pursue.

Each of these talks is pretty tightly focused; I'll be zipping from the insurance industry to optometry; from the future of global wealth management to high-velocity innovation in the banking sector; from opportunities in dealing with the new consumer 2.0 mindset, to how massive skills specialization will affect the world economy in the future. There's been a tremendous amount of research underway as I prepare for each session; most of these talks get pretty darned specific in terms of industry issues.

Some of the unique topics that are unfolding include:

• "the new risk" : a keynote for the US Association of Actuaries that will take a look at how the insurance industry will the rapid emergence of new risk, and the impact of the "new analytics" on the global economy.
  
• "the new market" : how can a leading manufacturer transition to a market where it is not competing on price, but on brand, quality, image and value : in other words, "what do they do after the world is flat?"
  
• "the new customer" -- how do we sell to the new 2.0 consumer, in this era of the wired-up-no-attention-span Gen-Connect demographic? The average consumer scans 12 feet of shelf space per second. What innovations do we need to think about when it comes to selling today?
  
• "the new investor": Dubai and Singapore have "money-velocity." Where is the investment world going, and how does a wealth management firm innovate to stay at the leading edge?
  
• "the new workforce" : how does a major global professional services firm transition into a new world of micro-skills and knowledge niches?
  
• "the new agent" : what comes next for the insurance industry? This one is a a keynote and a workshop for about 200 senior executives from the insurance industry, on behalf of LOMA, a major global insurance group.
  
• "the new collaborative team": how can a leading bank outpace, outlast and outperform the competition?

It's been confirmed that I'll be the opening keynote speaker for this large scale annual conference in mid-July.

My topic theme is "Smash that box" -- I'll take a look at the "key strategies and leadership ideas that have assisted some organisations to achieve breakthrough innovations and absolutely compelling levels of productivity."

I've done an extensive number of high profile IT / hi-tech events like this - with clients like SAP, IBM, Ingram Micro., Microsoft, Motorola, NCR, the Society of Cable Telecom Engineers, the Taiwan Semiconductor Manufacturing Company and Verizon, in events that have been internally focus, or are large scale opportunities for executives to rethink the strategic role of IT.

It will be a pleasure to share my insight in Sydney. I'm a big believer that many organizations have barely scratched the innovation-surface when it comes to IT deployment; many organizations are still in basic implementation mode, and haven't learned how to really leverage their investment to provide for significant transformation of their overall organizational capabilities.

More information

• Mobile Exchange 2008
• IT / hi-tech keynotes with Jim
  

My "infrastructure is the new plastic" post drew attention; at a keynote last week, I was asked, "what other areas are seeing the emergence of the 'next plastic?'" (It's a play on the theme in the sixties movie, The Graduate, when the kids dads friend mentioned "plastics" as being the industry of the future.)

• Analytics. The future is owned by the math geeks. We're entering an era in which extremely intelligent people who know a lot about how to throw a bunch of computers at a complex problem in order to come up with interesting solutions. Here's an example: backyard energy. Lots of people would like to do their part in helping the environment by having their own back yard solar or wind power station. The problem is that most of the North American electric grid wasn't designed for two way transmission -- meaning that you can't pump your excess energy back into the grid. Yet, some smart math dude will come along and come up with a fascinating new load-balancing technology, based on sophisticated mathematics and massive amounts of computer processing power, to solve the problem. There are going to a be a lot of unique solutions, and hence, unique industries that are set to unfold.
  
• Location-intelligence. Think about the transformative change that can occur when you link the type of information found in GoogleMaps to existing corporate data. In the insurance industry, individuals are looking at how they can link existing insurance policy information to spatial (i.e. geographic) oriented information, in order to come up new forms of assessing, understanding and underwriting insurance risk.
  
• Pervasive connectivity. Everything around you is about to become "plugged-in", and life is about to get really strange. One day you'll get up, and your weigh scale will send an e-mail to your fridge. Just kidding, but consider this reality: many of the things that we use in an industrial, commercial or residential setting are about to undergo three distinct transitions. They are gaining intelligence; and at the same time, we are seeing the emergence of information that advises us as to their location, and their status. Think about what happens when you bring home a box of popcorn, and it interacts with your microwave, linking into a centralized database to determine the best cooking duration for your particular microwave brand.
  
• Hyper-innovation. China is rapidly transitioning from the "made" phase to the "created" stage. Think "Designed in China" as the next big wave that will lead to rapid product innovation. Half the population in China is under the age of 25. They're collaborative, highly educated, and eager to continue the transition into the wealth that comes with being a member of the Chinese middle class. They're about to innovate like crazy, and will soon be flooding our stores with all kinds of innovative consumer products, not to mention stuff for the industrial, health care, packaging and just about every other industry out there. Someone is going to import, support, sell and install this stuff.
  
• Skills specialization. The future of every career is either extremely specialized, or massively general. Most professions are fragmenting into dozens, if not hundreds or thousands of specialities. Someone needs to understand all this, and help organizations tap into narrow bands of knowledge. In the health care industry, we are seeing the emergence of "hospitalists" : medical professionals who now fulfill the role of steering a patient through the ever increasing complexity that is the world of medical care today. The field is expected to swell from about 15,000 today, to 120,000 within a decade. The rise of similar "uber-generalists" is expected in most other industries as well.
  

It's been confirmed that I'll be the opening keynote speaker for this large scale annual conference in mid-July.

More information

In a keynote to a health care industry conference last week, I emphasized that in the high velocity economy, new business models, products, markets, and careers are appearing at a fast and furious pace. And it's by watching for, observing, and understanding these trends that you'll discover opportunity for innovation.

Consider the rapid emergence of new markets. As new scientific discoveries occur at an ever more rapid pace -- due to the massive global collaboration with Web 2.0 as well as new information research sharing paradigms within established peer review based research methodologies -- there are countless new products and markets that are being brought to life.

Take that reality, and apply it to any industry. Say, health care. Then parse that industry down into dozens or hundreds of sub-markets, and you'll discover forthcoming new, billion dollar markets.

Consider, for example, the concept of bioconnectivity, which will be one of the most significant trends -- and new markets -- to play out in the next twenty years in the health care industry. What is it? Quite simply, the marriage of the computer chip and connectivity technology to medical devices, and ultimately, to people.

One small submarket that will come with bio-connectivity is the emergence of smart, intelligent, home-based medical devices. Have you ever seen a Sharper Image catalogue, or its online Web site? It's the ultimate source for unique gadgets and toys of every type. Think about what the catalog might look like in 10 years, when its full of home-based bioconnectivity devices aimed at the baby boomer set.

Digital Connect Magazine, which monitors development with home and business connectivity devices, suggests that U.S. revenue from digital-home health services will quadruple to exceed $2.1 billion by 2010.

The two fastest growing areas? "Wellness monitoring services" and "e-health services" will each achieve a compound annual growth rate of more than 50 per cent. The former allows doctors to remotely monitor a patient’s condition (such as their insulin levels), while the latter provides active medical care (such as an intelligent sub-dermal medicine patch, which not only provides a patient automatic ingestion of a particular pharmaceutical, but allows the doctor to monitor its effect.)

It might sound like science fiction, but it is a very real development. Sit back and think about the business models and opportunities that flow from such a transformative trend. Link it to another trend: a whole bunch of baby boomers are getting older, sicker, and the health care system is breaking down. Hospitals will go virtual, extending their services through bio-connectivity, so that non-critical care boomers can be treated and monitored at home. This is slam-dunk obvious!

It's BIG TREND. Its' but one of many.

Simply put, our new reality is that science, and hence markets, industries, products and services, are evolving and changing at a rate never seen before.

And that's where your own opportunity for innovation comes from!