Trends Identified
Reorganization of the Economic System
A megatrend derived from following underlying trends: Global Population Movement, Expansion of Urbanization, World Population Growth, Enhancement in the Connectivity of the Global Economy, Emergence of Developing and Emerging Countries, Expansion of China's Global Influence, Spread of New Economic System, Change in the Structure of the Labor Field, Continuing Low-growth Risk in Developed Countries, Invigoration of Greenomics, Shift in Manufacturing Paradigm, Change in Market Pattern.
2016
The 5th Science and Technology Foresight (2016-2040) Discovering Future Technologies to Solve Major Issues of Future Society
South Korea, Korea Institute of S&T Evaluation and Planning (KISTEP)
Repressive rules and regulatory regimes
28% of over 1,000 KPMG sourcing advisors answered that this trend had a negative impact on user organizations.
2015
Top global market trends and predictions for 2016 and beyond
KPMG
Repressive rules and regulatory regimes
26% of KPMG member firm advisors answered that this trend has a large negative impact for the user organizations.
2015
Top trends and predictions for 2015 and beyond
KPMG
Research and Development
Increasing volumes of R&D will take place outside established centres of research, with rapid proliferation and expansion of information and research facilities in developing economies. The academic sector will become increasingly transnational as information technologies allow virtual collaborations. This is likely to lead to a decline and possibly even a reversal in the technological dominance of the West, with China and India poised to become technology leaders in some fields. Intellectual property and commercial exclusivity are likely to be under constant pressure from inadvertent disclosure, penetration and espionage. Under these conditions, knowledge and innovation will become more diffuse and internationalised, accelerating the development process.
2010
Global strategic trends - out to 2040
UK, Ministry of Defence
Reshape: The post-crisis environment
Worst fears fail to materialise on regulations… yetRegulation is a perennial concern for CEOs. This year,how business leaders view regulatory issues has to be understood through the lens of ‘what might have been’at the start of 2009, when the uncertainty which hung over the financial system and by extension, the global economy,was so great. At that time, drastic measures to contain the crisis and preserve national economies were a realistic prospect. Massive bailouts ensued and with them,expectations of radical regulation to prevent another crisis.The alarmist scenarios of trade barriers and regulatory rewrites largely failed to materialise. Yet there remains asense that more regulatory change is inevitable. CEOs see little encouraging news on compliance costs. Regulatory burdens on corporations were not addressed during the downturn. In fact, in this year’s survey, more CEOs citeda lack of progress on cutting red tape than a year ago,67% to 57%. Only 2% of CEOs based in the US said the government has reduced regulations (see figure 2.1).Some governments are listening, at least when it comes to taxes. Our annual measure of the comparative ease of paying taxes in 183 countries found that 45 economies had reduced the tax burden on SMEs, or made it easier for them to pay taxes, in the year through 1 June 2009.4Yet, few CEOs believe that trend will continue.
2010
13th Annual global CEO Survey
PWC
Resilience to global disruptions and regional risks
CEOs report that they are less likely this year to focus on changing approaches to risk management than on other areas of priority, from strategies for talent to organisational structure. Significant defensive steps have already been taken: balance sheets have improved and cash reserves have been built. Enterprise risk is now more frequently discussed in boardrooms.
2012
15th Annual global CEO Survey
PWC
Resource gamification
Example of Organizationsactive in the area: Joulebug (US), Waterpebble (UK).
2018
Table of disruptive technologies
Imperial College London
Resource Nationalism
Resource nationalism is state control or dominance of particular resources, especially energy, and the use of this power to achieve national political objectives. In 1978, international companies controlled production from 70% of oil and gas reserves; at present they control only 20% with national or state-dominated oil companies controlling access to 75% of proven conventional reserves.
2010
Global strategic trends - out to 2040
UK, Ministry of Defence
Resource Price Volatility
Market volatility is causing unexpected shifts in the prices of futures and commodities, affecting investment decisions (e.g., the rise in US oil production and key issues around pipelines raises questions about the future volatility of energy markets).
2017
Beyond the Noise- The Megatrends of Tomorrow’s World
Deloitte
Resource Scarcity
As the world’s population continues to grow, there is increased demand for and pressure to conserve natural resources that have huge implications for poverty, inequality, demographics, and public health.
2017
Beyond the Noise- The Megatrends of Tomorrow’s World
Deloitte