WEBVTT

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Keith Politte: So does your organization
have a crow's nest?

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What does that mean?

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How do you see over the horizon?

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How do you anticipate

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those disruptive opportunities
or challenges?

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That's what I'd like to address today.

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So, what's a crow's nest?

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A crow's nest actually is the structure
that sits on top of a ship's lookout.

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For the purpose of this talk,

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I want to have you think 
of a crow's nest as your organization,

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it's the structure.

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So crow's nests actually, by legend,
were created by the Vikings.

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That's where they got the name.

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The first documented use
of the term for a crow's nest

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actually comes from 1807
in a whaling ship.

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So the lookout would be able
to see whales but also icebergs.

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We all know of another instance of
a crow's nest and icebergs: the Titanic.

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So the Titanic provides
an interesting metaphor

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I'd like to share with you.

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On the night of April 14th, 1912,

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the incident happened:

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Frederick Fleet was in the crow's nest
at 10 pm at night and yelled the words,

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"Iceberg dead ahead!"
and we know what happened.

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But there's something
you may not know about this story

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which I find really interesting.

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Two days before the Titanic sailed,

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the second officer
that was assigned to the Titanic

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was assigned to another ship.

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In those two days,

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the key to the locker in the crow's nest,
which the second officer had,

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was not transferred to the Titanic.

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This is a big deal, because that night,

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Frederick Fleet, up in the crow's nest,
did not have the key to the locker

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where the binoculars were.

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So not issuing that key
had tragic consequences

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and 1,522 people died that night.

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Let's modernize 
what the crow's nest could be.

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Crow's nests used to be very
dependent upon eye sight, binoculars;

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very basic things.

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Today, we know that we can layer
digital information on top of reality,

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augmented reality.

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I think this has some implications

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about thinking about
our own creation of a crow's nest.

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So we need to think about
creating our own new crow's nest.

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What does that look like?

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We know that we can do all
kinds of really interesting things

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with digital information now.

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Tony Stark,
this actually isn't too far off.

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I'm going to show you
a little bit about this.

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But we need to think about,

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"How do you structure
your organization's content,

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and how do you see ahead?"

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So what I'm going to show you
is a cool piece of technology

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that it's for my own
crow's nest a little bit.

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There are AR glasses,
augmented reality glasses.

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What I'm going to show you is--

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This is from TED this year.

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This is a minute of a longer talk,

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But I want you to think about,
as you see this video,

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how the implications of this technology
may impact collaboration, communication

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and a whole bunch of other stuff
we may not have thought about it yet.

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This is Meron Gribetz.

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He's the CEO of the company called Meta,

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but he is actually a neuroscientist.

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I want you to see this video

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and think about how it might impact

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on what you do as an organization,
internally or externally.

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(Video starts)

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MG: So again, our favorite interface,
the iOS of the mind.

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I'm going to now take a step further

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and go ahead and grab this pair of glasses
and leave it right here by the desk.

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I'm now with you, I'm in the moment,
we're connecting.

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My spatial memory kicks in,

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I can go ahead and grab it
and bring it right back here,

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reminding me that I am
the operating system.

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And now my proprioception is working,

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and I can go ahead and explode
these glasses into a thousand parts

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and touch the very sensor
that is currently scanning my hand.

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But it's not enough to see
things alone, so in a second,

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my co-founder Ray is going
to make a 3D call --

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Ray?

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(Ringing)

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Hey Ray, how's it going?

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Guys, I could see this guy
in front of me in full 3D.

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And he is photo-realistic.

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(Applause)

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Thank you.

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My mirror-neuron subsystem suggests

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that this is going to replace
phones in not too long.

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Ray, how's it going?

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Ray: Great. We're live today.

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(Applause)

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MG: Ray, give the crowd a gift
of the holographic brain

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we saw from the video earlier.

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Guys, this is not only
going to change phones,

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it's also going to change
the way we collaborate.

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Thank you so much.

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MG: Thanks, Ray.
Ray: You're welcome.

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(Applause)

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(Video ends)

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KP (On stage): So that's pretty cool.

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You can start thinking
about collaboration,

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you can actually manipulate
the same hologram with multiple people.

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I keep thinking about maybe collaborating
with someone in the same space,

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manipulating an object
and then sending it to a 3D-printer.

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We're just at the beginning of this stuff,
It's very, very cool stuff,

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but we have to think about

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what does that mean for how we work,

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how we use information,
what's the user experience,

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what's the experience design

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of these disruptive technologies
like AR and VR.

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I actually have an idea for that.

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Obviously, collaboration
is a very important thing.

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The one thing I really want to emphasize

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is collaboration between disciplines.

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You want to bring people together
that have not worked together usually,

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because the most interesting stuff happens

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between the intersections of disciplines.

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You want to have the right-brain people

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and the left-brain people
working together.

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The trick is to get them to use
the same vocabulary.

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But once you do, magic can happen.

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But it's not just to throw
people together,

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there needs to be a boundary,
there needs to be a structure

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on how people can interact
with each other with the process.

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What I'm going to introduce to you
- this is a whole other talk -

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[is] design thinking.

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Design thinking is a secret weapon

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for a lot of different kinds
of industries, verticals.

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I want to share

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because I think it's applicable 
to a lot of different companies.

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Design thinking is an iterative process.

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So the first square, first couple squares,
is basically knowing your client,

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knowing your customer;

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who are they, what are their needs.

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The middle square
is basically about dreaming

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no dumb ideas.

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You want to really think big;

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think outside of the box,
in this collaborative space.

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The last two boxes are

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you do a prototype
based on the prior three.

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What could we do?
What could we build?

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What could address
those needs of the customer?

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And then, the fifth one is measuring,
whether it's analytics, testing.

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Then you start over.

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It's a rapid way 
of iterating changes, innovation,

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it's your own internal
innovation engine, if you will.

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I come back to the lookout.

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What is your lookout?

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How are you structuring
your company, your organization,

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or you as an individual
to see over the horizon

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for the things that are coming?

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You want to make sure

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that everyone in your organization
has access to the right key.

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And with that, I thank you very much.

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(Applause)