Trends Identified
Marketing platforms
Digital media, advertising platforms
2016
Disruptive technologies barometer
KPMG
Marketplaces Everywhere
Get ready for marketplaces everywhere. The fourth generation of marketplace business models will be focused on the service sector. Three converging trends will drive their rapid expansion. Firstly, the over five billion connected devices and nearly 230 billion app downloads expected in 2019 will lead to an increase in mobile based marketplace models for services. China and India will lead the way here, primarily because of their growing app economy. Secondly, technologies like blockchain will transform online payment systems. Thirdly, a surging on-demand economy will fuel the expansion and diversification of digital service marketplaces. Watch out for a series of niche service marketplaces—adult and child healthcare, vehicle ride-hailing services or vehicle after sales spares & services, for example—as a result of the focus on personalization and customization.
2019
Top 10 Trends For 2019
Forbes
Mass Migration
Immigration, border migration, demographic changes, and increases in the number of refugees are causing massive demographic shifts, affecting cultural assimilation, integration, and economic development.
2017
Beyond the Noise- The Megatrends of Tomorrow’s World
Deloitte
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)
Material Expectations
Material expectations, fuelled by access to increasingly globalised communications and media, will be heightened by continued global economic growth, and by visibility of high standards of living in affluent states. Visible marginalisation, economic inequality and a sense of grievance, where they occur, are likely to increase in significance and become major political issues, possibly based around transnational agendas that advocate violent activism.
2010
Global strategic trends - out to 2040
UK, Ministry of Defence
Materials for sensory substitution devices
(Definition) A technology allowing restoration/regeneration or enhancement of lost sensory function. It is the technology for sensory substitution devices by converging a sensory technology providing a sense of recognition exceeding human-level performance with sensory-neuron based recognition/stimulus device technology. (Use) Available to be used as a substitute of sensory organs of which functions are lost resulting from population ageing and for restoring lost senses of the disabled, contributing to improving the quality of life.
2019
KISTEP 10 Emerging Technologies 2019
South Korea, Korea Institute of S&T Evaluation and Planning (KISTEP)
Materials' Quantum Leap
IBM has simulated the electronic structure of a small molecule, using a seven-qubit quantum computer.
2018
10 Breakthrough Technologies 2018
MIT Technology Review
Maturation of/greater access to innovative technologies
62% of over 1,000 KPMG sourcing advisors answered that this trend had a positive impact on user organizations.
2015
Top global market trends and predictions for 2016 and beyond
KPMG
Maturation of/greater access to innovative technologies
60% of the respondents view this as a positive trend.
2019
4Q 2018 KPMG Global Insights Pulse Survey Report
KPMG
Maturation of/greater access to innovative technologies (e.g., automation, cloud, D&A)
56% of the respondents view this as a positive trend
2017
Adoption of intelligent automation does not equal success. 4Q 2017 KPMG Global Insights Pulse Survey Report.
KPMG