Trends Identified
Innovating communities
Is there a big future in small cities? The majority of humanity will live in cities by 2050. But, in what kind of cities? The conventional urbanization narrative holds that big cities will only get bigger and economic benefits will continue to accrue disproportionately to hotbed regions, such as the San Francisco Bay Area or Shenzhen in China. However, as we highlight in our “Remapping urbanization” megatrend, the future of cities is not more of the same. A counter-narrative to this urbanization story is arising as global megacities and hotbeds begin to experience the limits to growth, and the forces of disruption continue to drive change that creates new opportunities for legacy cities and smaller cities. The result will be a more distributed, inclusive and resilient global cityscape.
2018
What’s after what’s next? The upside of disruption Megatrends shaping 2018 and beyond
EY
Industry redefined
Is every industry now your industry? Industry — the concept and the reality — is being rede ned and reinvented. In the pre-internet era, the competencies, assets and knowledge necessary to participate in any given industry sector were unique and varied significantly from industry to industry. Hard and fast industry boundaries (and high barriers to entry) arose as a result. With digital innovation and other forces acting as solvents, industry boundaries are melting and disappearing.
2018
What’s after what’s next? The upside of disruption Megatrends shaping 2018 and beyond
EY
No End in Sight of Middle East Instability
Iraq and Syria are unlikely to be put back together. difficult reform efforts in Saudi Arabia and Gulf states are potentially destabilizing in the short term. Radical Islam and terrorism are not decreasing. A nuclear Iran remains an open question as Sunni-Shia tensions continue to escalate.
2016
Global risks 2035- the search for a new normal
Atlantic Council
The Internet of Bodies (IoB)
IoT and self-monitoring technologies are moving closer to and even inside the human body. Consumers are comfortable with self-tracking using external devices (such as fitness trackers and smart glasses) and with playing games using augmented reality devices. Digital pills are entering mainstream medicine, and body-attached, implantable, and embedded IoB devices are also beginning to interact with sensors in the environment. These devices yield richer data that enable more interesting and useful applications, but also raise concerns about security, privacy, physical harm, and abuse.
2018
IEEE Computer Society Predicts the Future of Tech: Top 10 Technology Trends for 2019
IEEE Computer Society
Explosion of connected devices and increasing demand for bandwidth tests internet infrastructure
Internet-connected devices are beginning to deliver bene t in areas such as transportation, smart grids, supply chains, urban planning, agriculture, national security, retail and healthcare169 and recent estimates suggest between 30 and 50 billion devices will be deployed by 2020170.
2017
Surfing the digital tsunami
Australia, Commonwealth Scientific and Industrial Research Organisation (CSIRO)
Deepening digital divide in Australia
Internet penetration and the increasing speed of technological progress add other perspectives to the inequality problem; namely, digital divide and digital inclusiveness.
2017
Surfing the digital tsunami
Australia, Commonwealth Scientific and Industrial Research Organisation (CSIRO)
Master the new logic of competition
Internet and mobile technology ushered in the information age and profoundly affected technology-intensive and consumer-facing industries such as electronics, communications, entertainment, and retail. But the emerging wave of technology—including sensors, the Internet of Things, and artificial intelligence—will turn every business into an information business. The combination of an exponential increase in data, better tools to mine insights from that data, and a fast-changing business environment means that companies will increasingly need to, and be able to, compete on the rate of learning. Scale will take on a new significance in the learning economy. Instead of the “economies of scale” that today’s leaders grew up with—based on a predictable reduction of marginal production costs across a relatively uniform offering—tomorrow’s leaders will pursue “economies of learning,” based on identifying and fulfilling each customer’s changing needs by leveraging data and technology. The arenas of competition will also look different in the 2020s, requiring new perspectives and capabilities. The familiar picture of a small number of companies producing a common end product and competing within well-defined industry boundaries will be replaced by one where competition and collaboration occur within and between ecosystems. Because ecosystems are fluid and dynamic, and not perfectly controllable even by the orchestrator, companies will need to be much more externally oriented, to deploy influence indirectly through platforms and marketplaces, and to coevolve with ecosystem partners. Orchestrators of ecosystems can leverage the assets of other participants, and ecosystem-based competition tends to have a winner-take-all nature. These factors are already causing rapidly rising valuations relative to tangible assets for the top companies, as well as an increasing gap between the profitability of high and low performers. But there is not yet any playbook for how to harness this premium: practice is racing ahead of theory, and pioneers who can crack the code on ecosystems will be greatly advantaged. Finally, companies will increasingly compete on resilience. Accelerating technological change, political gridlock, a shifting geopolitical power map, the increased scrutiny of business, and the polarization of society all point to an era of protracted uncertainty, in which corporate life cycles are likely to continue shrinking. Companies will therefore need to worry not only about the competitiveness of their immediate game but also about the durability of that game and their ability to weather unanticipated shocks. Most of today’s incumbents—designed for relatively stable, classical business environments—are not well adapted for this more dynamic environment. Therefore, today’s leaders need to fundamentally reinvent the organizational model in order to become future winners.
2018
Winning the ’20s: A Leadership Agenda for the Next Decade
Boston Consulting Group (BCG)
U.S. Image Suffers as Publics Around World Question Trump’s Leadership
International views of the U.S. have fluctuated over time, often accompanying changes in political leadership in Washington. In Western Europe, opinions about the U.S. grew much more positive after Barack Obama became president in 2009 but fell sharply following Trump’s inauguration in January.
2017
6 trends in international public opinion from our Global Indicators Database
Pew Research Center
Sustainable shipping
International trade relies on shipping, and despite technological improvements, emissions continue to increase as trade increases. Decarbonising short-haul shipping is an expanding market opportunity driven by developments in battery technology and alternative fuels, with the potential to help the sector’s low-carbon transition.
2018
Global opportunity report
DNV GL
CO2 Absorption and Storage Material
International interest in CO2 reduction seems to continue, due to issues such as sustainable growth and environmental protection. Therefore, successful development of porous new nano materials, which can ively extract and save CO2, will have a great ripple effect. In addition to storage, there will be more interest on the extraction technology that is highly efficient and ive when needed.
2011
KISTEP 10 Emerging Technologies 2011
South Korea, Korea Institute of S&T Evaluation and Planning (KISTEP)