Author Archives: Tracey Keys

September 2011: Economic power is shifting to BRIC plus a next tier of rapidly developing economies, due to a combination of increasing financial power, resources, knowledge base, population, and consumer affluence – leading to a multipolar market landscape. Markets are also moving beyond national borders or clear demographic groups – urbanization and the rise of megacities are leading to new forms of “city-states” which can be considered markets in their own right. And “pure” demographic segmentation is giving way to segmentation by communities of choice, which are fluid and often driven by social media. Values and beliefs as well as behaviours are also becoming more diverse – and mobile across borders.

Mutipolarity is asserting itself in more than markets – the world has a huge range of economic systems from centrally driven economies to free markets with many shades in between. Political and geopolitical systems are becoming more diverse, reflecting global economic and power shifts, for example the move from the G8 to the G20 forum. And don’t forget competition. Those companies which are among the largest economic entities in the world will shape this multipolar landscape, but may require a broader portfolio of products, services, business models, knowledge and organizations to succeed. They will also be facing new, formidable competitors – new global challengers are emerging, often building on domestic strength in rapidly developing economies.

The bottom line: The world is becoming more diverse and less predictable. To operate in this shifting environment, in multiple systems at the same time, organizations are going to need to be more flexible and agile, managing several business models at the same time. In this briefing we look at some of the dynamics of multipolarity in terms of markets, competition, and economic/political systems. The question is how you and your organization can navigate this world successfully.

July/August 2011:  Twenty-five years since the Chernobyl nuclear disaster, radiation continues to leak at Fukushima and the world continues to look for cleaner answers to future energy needs. But it’s not just energy in focus – climate change and resource scarcity, including food and water, mean we need cleaner and better ways of using (and reusing) the resources the planet can provide.  Clean technologies are no longer “alternative” – they have significant impacts on the future viability and sustainability of businesses globally and applications are growing, driving new markets, new business models and new solutions to customer and consumer needs.  We have come a long way – many clean technologies are now available and affordable. A recent IPCC (Intergovernmental Panel on Climate Change) report on the Potential of Renewable Energy emphasizes this point – the scenarios run by the panel suggest that close to 80% of the world‘s energy supply could be met by renewables by 2050 if backed by the right enabling public policies.  Yes, that is not a typo: 80%.  But the lower-case scenario, without the enabling policies, is that only 15% of the world’s energy use in 2050 would be provided by renewables.  That’s a huge difference which clearly highlights the choices we have as societies, industries and individuals. 

The question is: Are we serious about implementing them?  Yes, there are upfront costs and benefits will be recouped over time – are we willing to invest now for the long-term, whether governments businesses or individuals, or are we using the economic crisis as an excuse to pass the burden on to the next generations? 

June 2011:  There’s no doubt that the youngest generations on our planet are the most tech savvy and demanding ever. This crowd of young individuals wants both recognition and to create the lifestyle they desire – but most of all they want all of it now. A question is whether the recent recession has somehow shattered the world they thought they knew, as youth unemployment rose and jobs became scarce for those leaving school or further education, straining beliefs and spending power simultaneously. Depending upon the length of this latest downturn, historians, economists and psychologists say it could shape Generation Y’s values and attitudes in much the same way as the Depression shaped the attitudes of those growing up in the 1930s (UsaToday). Continuing our exploration from our last GT Briefing on the Ne(x)t Generation at Work, we now look into the Ne(x)t Generation at Large: How could their personal consumer style, work-life aspirations and social and environmental expectations impact your organization – and the societies in which you operate? What might you need to adapt to connect with the individual and demanding consumers of Generation Y, and get ready for today’s young teens, often called Generation Z?  Is your organization ready for the Ne(x)t Generation at Large?

May 2011: For the first time four distinct generations are present in the workforce – the resulting differences in generational ambitions, attitudes, technology skills and ethics are impacting management styles, how work is done and the ability to attract talent.  In the U.S. about 50% of Generation Y (born between 1981 and 2000, and otherwise known as Millenials, digital natives or the Net generation) is already a part of the workforce. Some 1.7 billion strong globally, this generation is rapidly coming of age and making its mark. Their digital attitudes and behaviors are permeating every facet of life and work, embracing the virtual, living in real time. They are coexisting with, if not thriving on, social networking, the cloud, and cyberspace demands that are often seen as overwhelming and beyond the "normal" human capacities of many in older generations. This is the first of the new generations of digital “cognoscenti” that will guide the global workforce through the chaos, complexity and intellectual overburden of early 21^st century cyber-socialization. And don’t forget in ten years everyone at work today is going to seem antiquated as today’s teens (often called Generation Z) usher in whole new ways of digitally-based thinking, working, playing and building relationships.  In this briefing we will take a look at how the Ne(x)t Generation at Work could impact your organization in terms of technology use, communications and flexibility, while in June we will look at the Ne(x)t Generation at Play.