Trends Identified
People and change: Strategy & Execution
Talent remains a major issue, but results fall short – suggesting competitiveness is hampered while opportunities lie within reach. Two-thirds of CEOs want recruitment, motivation and development improved. But they give HR a low vote of confidence. Leaders and all-around performers prove hardest to find, while organisational structures get in the way of collaborative people. Senior or middle management weaknesses are blamed most often for hindering change programmes. A gap separates vision from execution. Discipline is needed to drive strategies through tactics, structures and results.
2008
11th Annual global CEO Survey
PWC
People and behaviour: we move in mysterious ways
The notion that individuals are gradually becoming significant drivers of change has been widely reported, particularly in the popular media. In 2006, Time magazine elected ‘You’ (the individual) as person of the year – before the boom in social media and before the Arab Spring revolts, more recent events that reinforce the perception that people, their beliefs and behaviours may increasingly interact with the international and EU landscape. On the one hand, the use of ICTs for censorship in certain states and declining participation level in Western elections suggests that the keynote of this development is divergence. On the other hand, there is a commonly stated expectation that globalisation acts as an integrative and harmonising force and that we should witness a convergence of values affecting how people think and behave as a result. The emergence of a common ethos would influence some of the themes we discussed earlier, including the identity and values of the middle class, declining fertility levels, the diffusion and the use of technologies and migration flows. Yet, the evidence also points to potential divergence in values, as embodied by grassroots populist movements, online activism focusing on specific causes and political or religious extremisms.
2013
Europe's Societal Challenges: An analysis of global societal trends to 2030 and their impact on the EU
RAND Corporation
People
There is an implicit narrative about how the future will look: the big advances will be in “hard” disciplines like digital technology or material science. After all, some of our most spectacular successes in recent history, from space travel to the internet to smartphones, have been founded on work in these hard disciplines. This, it is said, is why education in the STEM fields is of utmost importance, because those will be the jobs of the future. The common vision of the future is of gleaming computers and sterile glass and steel constructions. But perhaps we are at an inflexion point, and rumblings of this change are already starting to become visible.
2017
Foresigth
Singapore, The Centre for Strategic Futures
Peer-to-peer energy trading & transmission
Example of Organizationsactive in the area: Open Utility (UK/Netherlands), Power Ledger (Australia), LO energy (US), Energy Web Foundation (Switzerland).
2018
Table of disruptive technologies
Imperial College London
Patterns of Labour Mobility
Remittances from migrants in developed states, worth $240 billion per annum, or more than twice the level of international aid, are the largest source of external capital in many developing countries and directly benefit 10% of the global population.224 Over half of the 16 million highly skilled expatriate workers in the 4 main destinations (US, Europe, Canada and Australia) have originated from outside the OECD area.225 Out to 2040, highly capable and skilled individuals, particularly those in niche or scarce areas, will continue to attract substantial rewards for their services and are likely to be mobile within the global economy. This flow of skilled migrants will become more complex and will be affected by the growth of research and entrepreneurial opportunities in developing economies, fluctuating migration policies, and changes to traditional career models in business and academia. This may result in a ‘brain circulation’ rather than a ‘brain drain’, as developing economies continue to rise, and opportunities and safeguards become more predictable; a reverse flow of people to countries of origin may accelerate.
2010
Global strategic trends - out to 2040
UK, Ministry of Defence
Partnership Models
There has been an increase in partnerships of all forms, between public and private sectors, consumers and producers, and even competitors in order to combine capabilities in new and innovative ways.
2017
Beyond the Noise- The Megatrends of Tomorrow’s World
Deloitte
Particulate Matter Reduction Technology
High-efficiency, low cost particulate matter collection and reduction system, which eliminates particulate matters (PM2.5) and causative agents
2017
10 emerging technologies in 2017
South Korea, Korea Institute of S&T Evaluation and Planning (KISTEP)
Paper-based Lab-on-a-Chip
(Definition) The technology uses nano-chip on papers to diagnose the causative organism of the disease immediately and precisely on site. (Application) At medical sites, the technology can quickly and exactly diagnose the organism from the infected patients. (Impact) The technology can create new medical services within households through a simple diagnostic method. In addition, at a national level, early measures can be made against infectious disease, reducing social costs. Molecular diagnosis market has the market size of $ 70 million in Korea and $ 5.8 billion world wide.
2014
KISTEP 10 Emerging Technologies 2014
South Korea, Korea Institute of S&T Evaluation and Planning (KISTEP)
Pace of Development
Trend analysis indicates that the most substantial technological developments are likely to be in the areas of: ICT; sensor/network technology; behavioural and cognitive science; biotechnology; materials; and the production, storage and distribution of energy. Advances in nanotechnologies will underpin many breakthroughs. Developments in individual areas are likely to be evolutionary, but where disciplines interact, such as in the combination of cognitive science and ICT to produce advanced decision-support tools, developments may be revolutionary, resulting in the greatest opportunities for a novel or breakthrough application.
2010
Global strategic trends - out to 2040
UK, Ministry of Defence
PaaS-enabled agility
IT leaders must look beyond cloud debates to pinpoint the business processes and applications that will matter most to their organizations—and that are best suited to a platform-as-a-service model. PaaS is not just a tool for squeezing cost out of IT; it will provide an environment that can support rapid evolution for key business processes that need continuous change.
2012
Accenture Technology Vision 2012
Accenture