Annual Top-Ten Technology Predictions GP Bullhound’s Crystal Ball

Back by popular demand…G.P Bullhound’s Annual Top-Ten Technology Predictions. I shared these exclusive Annual Predictions last year, as I was impressed with their previous accuracy and the depth of their research on technology trends affecting our personal and professional lives.
I learned about this investment banking firm when they were a client of mine…and the most prolific one specializing in the technology space in America and Europe. They close more financing deals than any other Technology-oriented investment banks.
They agreed to let me share these Predictions with you again this year.
Learn what they are saying about Mobility, Security, Autonomous Vehicles, Drones, Software, Wireless, and the emerging leaders in these sectors.
Check them out!
How strongly do you agree or disagree?
Kudos to G.P Bullhound for their Research, analysis, and willing to make their stands and share with us.
Hope you benefit from their insights. Enjoy!

Digital Banking Continues to Rise

Tech-savvy millennials are driving the adoption in digital banking services

Traditional players are attempting to provide their own digital banking solutions

Some areas in the banking ecosystem remain uncapitalized by large players

There are associated risks and uncertainties around digital banking solutions

App Distribution Moving away from Apple and Google 

Some developers are considering cutting ties with the Appstore and Play store

Tech Giants are creating their own separate platforms to host their applications

Startup’s are developing more consumer and distributor friendly models

Employee Engagement Goes High Tech

Firms are exploring how technology can find the right talent and do so with zero bias

M&A activity shows that there is interest in Human Capital Management (HCM)

There are risks and concerns regarding the technology despite its potential

Retail Technology Gets Smarter

Most purchases are conducted offline, despite growth in digital retail

Companies are initiating the next generation of retail, combining physical and digital

Start- ups are providing an array of possible solutions to enhance physical retail

Artificial Intelligence is the End of Repetition, not the End of Life

From the 1910s to the 2000s, labor distribution has changed to reflect shifts in society

AI has the potential to –and increasingly will – solve important issues for the labor force

Though concerns exist around impact of AI and workforce automation, we believe working conditions will improve

AI will improve working conditions and the working experience

Many innovators in the space are painting a picture of symbiosis between humans and artificial intelligence

Consumer Subscription Set to Eclipse Advertising

Software as a Service (SaaS) has become predominant enterprise software model

Ad-backed model misdirects companies to create as much demand for ad space, instead of improving user experience and satisfaction

Subscription based platforms are incentivized to improve their product and retain a loyal user

A Break-Up of an Advertising Duopoly

2018 = A watershed year for Amazon after relaunching its Advertising Services

It is ripe for Amazon to establish itself as a market leader in online advertising

Agencies and platforms are positioning themselves to help account managers navigate Amazon’s  constantly evolving platform

The need for an end-to-end partner is greater than ever

Last Minute Delivery Going the Distance

Users expect fast delivery to come as standard

The last leg of the delivery is the most expensive and inefficient aspect of shipping

Crowdsourced delivery is considered as a less asset-intensive method for delivery

Urban warehouses are under development to assist firms for fast deliveries

Companies are creating mobile warehouses to have inventory on-hand closer to customer’s doorsteps

End of the Boys Club

Investors are accelerating the success of female founders and women in Venture Capital

These investment strategies have garnered support from many LP counterparts

Female entrepreneurs are rewriting the narrative at the startup level as well

We are seeing a push for change from the top to unify the tech industry’s decision makers

Professional Capital Sources Scouting for Entry Points into Blockchain

Cryptocurrencies moving from the periphery into the mainstream and putting blockchain at the front of the corporate agenda

Our 2018 report “Token Frenzy, the fuel of the blockchain”, predicted a correction at a time of unprecedented euphoria

Interest in Distributed Ledger Technology (DLT) from financial institutions is in full speed

We predict 2019 will be the year of institutional capital inflow into blockchain

Click here to see their 2019 Technology Predictions Presentation 



Happy Independence Day! 

We often hear this proclamation, but what does it mean to us today? For business leaders, it has special meaning. “This is America!” Where we can become anyone we want to be, and work in any career we choose. We are not told what to study, which fields to work in, or which employer to work for. Leaders know this freedom can be both a blessing and a challenge when building a business.
Being able to lead a business is a blessing, and we thank our forefathers and our previous generations for this gift of opportunity. We also know that it was a choice on our part to pursue our careers and ambitions. Our challenge is in the reality that our teammates have this same choice…same freedom of thought and career commitment.  They can be totally committed, or they can leave our team at any time.
Business leaders need the commitment of our teammates and followers to be able to pursue our dreams and goals of building our enterprises. They have the same free will as we do, and chose to commit to our team. We must give them good reason to join us, and stay with us, on our journey. They have the same independence of choice given all of us in this country, and all free countries of the world.
So on this Independence Day, let’s reflect on the gift of career choice, and, as business leaders, earn our teammates’ commitment for another year.

Proven Tips on Managing Culture for Desired Organizational Results: Lessons Learned from the Firing Line, Where Failure was not an Option.


Paul Herrerias recently interviewed Josh Fryday, President of Golden State Opportunity, on the topic of managing culture.  Josh has created three organizations, and recently added a local town mayoral role to his credentials.  His work experience managing culture has been greenfield, where he created organizations from scratch and thus was free to create the culture he desired and envisioned.  Conversely, as mayor, he inherited a culture, which is very different.  Noteworthy, his leadership experience spans state, regional, and nationwide organizations.

PAUL:  Let’s start by defining culture…it is like air in its intangibility. Good air is needed by us all, and yet we don’t’ see it, and often don’t notice it until it gets stale.  How do you, as the leader, define culture?

JOSH: “I define culture as the environment within which individual behaviors act.”

PAUL: Before I ask for your advice on building cultures to support successful organizations, first tell me a little about where your learned about various cultures and their impact on teammates and organizational success?

JOSH: “I took my cues on culture from my communities growing up (my family moved 17 times by the time I went to college), from my schools, including college and law school, from my experience with the NAVY Judge Advocate General’s corps (JAG), and from studying other successful leaders in government and business.  I then led NextGen Climate on a national level, created a state-wide organization called Golden State Opportunity, and also serve as Town Councilmember and recently as mayor for municipality”

PAUL: “There are few global, definitive answers to culture, though when asked everyone has an opinion about what works and doesn’t work. Josh, looking back at the organizations you built from scratch, what were the important principals you followed to build the most effective culture?”

JOSH: Here are my learnings on how to lead culture:

  1. Have a clear vision.  In the Navy we were very clear within our JAG department what we were trying to accomplish: Prosecute or Defend members of the Navy.  We were very effective, except when personnel were not fully engaged in the mission, such as during off-duty time.  At NextGen Climate, we started with a clear mission, including time-bound quantifiable goals for new legislation or desired outcomes of elections.  The challenge came after we achieved those short-term goals on election day and had to reset goals without the benefit of a new specific election date.  Without that sense of urgency, we had to learn a new way to set goals that focused us on our mission.  Operating without goals allows for internal turmoil, distractions, and conflict. When you have all this top talent and energy, we must keep it directed in a productive direction.  Thus, we had to reset goals to maintain focus, support positive relations internally, emphasize purpose, and maintain momentum toward our mission. Governments are challenged now with question:  What is the role of government?  Change the economy? world? culture? This lack of mission and vision focus is causing a lot of the turmoil we are experiencing at all levels of government.  Businesses have the same challenge to stay focused on organizational mission and vision.
  2. Make sure everyone in the organization feels valued and needed.   Dali Lama wrote an article before Trump was elected: Why are the two most financially successful governments in the history of the world (USA and England) experiencing so much anxiety?  He believes that people want to be needed, respected, and valued, yet many individuals are feeling superfluous, which leads to negative feelings, and then bad behavior.  Conversely, in the Navy every person knows their role and its impact on the mission.  Are you chipping paint on the carrier?  Then you are critical to keeping the ship afloat.  Are you a cook in kitchen? Then you are feeding the General, so he can help us win the war.   Everyone is needed and valued.
  3. Recognize collective accomplishments. A goal is not accomplished through one individual’s effort.  Instead, goals are achieved through the collective work of the team and the organization. Set team goals, hold the team accountable, support the team, and celebrate team successes.  Again, in the military, unit-wide or team awards are prized higher by the enlisted men than individual recognition or medals.  Teamwork dedicated to pursuing the mission drives away many bad habits and individual behaviors that weaken the culture and the organization.
  4. Set up mechanisms for sharing information…quickly.  To win as an organization, and a team, information must be shared efficiently, effectively, and on a timely basis.  Access to needed information builds trust, supports better quality decision making, saves resources, increases learning, and increases the chances for success.  So, what are the alternatives?  Siloed organizations.

 PAUL: When everyone knows the mission, the team and individual goals, and feels empowered and critical in their roles, the next thing to happen is disappointment when the boss doesn’t listen to them or let them try something new.  How do you deal with this human-systems disconnect?

JOSH: Yes, this brings up a couple extra points about building culture, which I’ve learned along the way:

1.Support and encourage risk taking. In healthy environments risk taking is tolerated…and even encouraged.  Learning together yields stronger cultures and organizations.  Conversely, Intolerance disincentives taking risks.  Fear of a boss’ negative reaction can become a clearer focus than the team mission.  The Military does everything it can to mitigate this risk.  For example, we had to write an AAR- After Action Report, after EVERY outing.  What worked?  What didn’t work?  What did I learn from it. We had a monthly award for those who took the biggest risk to be adaptive, creative, or take initiative…yet didn’t endanger the mission.  Leaders must manage the RISK.  In the office we commonly manage risk through the budgeting process, empowering to the extent each person can be successful given their experience, scope, information, and role.

2.Be willing to change and adapt.  Keep the Mission within the context of the Vision and the Values of the organization, which means sometimes we have to be willing to change with the times, events, and circumstance.  A mission lives because of the overarching Vision that brought us together and is pursued in alignment with the Values of the organization.  Keep the Vision alive and adjust the Mission as needed.  Lead the culture in such a way that members of the organization are clear on the Values and are living them.  Model the way and showcase the right values being exercised by teammates, highlight them as examples, as reinforcement.


Thank you, Josh Fryday, for sharing you experience and learnings from the battlefields of life and organizational leadership!