The Megatrends of Tomorrow’s World
Beyond the Noise
The Megatrends of Tomorrow’s World 1 The Megatrends of Tomorrow’s World The Megatrends of Tomorrow’s World
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Introduction 04 Drivers 08 Megatrends 82 Empowerment 84 Polarization 90 Hyperconnectivity 96 Disengagement 102
Herausgeber: Deloitte Consulting GmbH Aging 108
2. Auflage, Juli 2017 Dematerialization 114
Alle Rechte vorbehalten. Scarcity 120 Nachdruck, auch auszugsweise, verboten. Kein Teil dieses Werkes darf ohne schriftliche Einwilligung des Verlages Blurring Boundaries 126 in irgendeiner Form (Fotografie, Mikrofilm oder ein anderes Verfahren), reproduziert oder unter Verwendung elektronischer Systeme Erosion of Governance 132 verarbeitet, vervielfältigt oder verbreitet werden. Displacement 138 © Deloitte Consulting GmbH, München 2017 Concluding Words 144 LOGOPUBLIX Fachbuch Verlag, München Sources 148 Satz: Deloitte Design Studios Druck: LOGOPRINT GmbH, München About the Authors 164
ISBN 978-3-927985-50-6 Contact 165 2 3 The Megatrends of Tomorrow’s World
We all have to make Take a step back and consider this: is each other is never the same, and is keep in mind two more points. First, economy. To illustrate this, we provide it easier to make assumptions about extremely specific to the focus of the this book can be read from front to five “stories of the future” for each decisions in spite of the future today, or some years back scenario at hand. back, but you don’t have to stick to megatrend, to give you examples of an uncertain future. in the last millennium? Most people convention. Feel free to jump from how the megatrend might impact the would agree that it is harder to make In other words, drawing up a sensible driver to driver, go back and forth and future across STEEP categories. Imagining the future sense of “it all” today, compared to the list of factors that can explain the pro- explore the points that capture your through scenarios more clear-cut and bipolar world in verbial first 80 percent of our future imagination. Enjoy the ride. which we grew up. is the easy bit of scenario thinking. enables us to identify Selecting the relevant drivers for your Second, there are two parts to this robust strategic choices We live in a world of ever faster tech- specific focal question, country or book, and that structure needs a bit nology cycles, hyperconnected and industry, and combining the overall of explanation. The first section de- that would fit to any nervously flickering financial markets, set into plausible, balanced and chal- scribes 35 drivers of the future, which plausible future, and to and post-factual politics. No wonder lenging stories, on the other hand, is are social or political tendencies, that the gentle art of perceiving, as an art. economic or environment-related keep strategies flexible scenario-pioneer Pierre Wack once processes, or technological develop- in case the future famously described it, has become The objective of this book is two-fold. ments we often rank as relevant when an increasingly critical skill when far- We would like to give you a sense of compiling our trend analyses. These surprises us. ranging decisions are to be taken. structure when thinking about drivers drivers certainly make an interesting of the future. By clustering drivers read on their own, but they are still With this book, we would like to draw into buckets such as societal, tech- rather discrete and unrelated obser- your attention to a number of trends nology-related, environment-related, vations between themselves. that, in our current view, might well economic, and political (which is often drive the future. To do this, we will referred to as the STEEP categoriza- By contrast, the second section describe a selection of the social, tech- tion), you are off to a good start. highlights megatrends, which is a nology-related, environment-related, more abstract concept. Megatrends economic, and political drivers of We would also like to open your eyes emerge at the intersection of two or change that we encounter again and to the fact that the future is already three STEEP categories. For example, again in our daily work at the Center here, you just need to perceive it. hyperconnectivity is a phenomenon for the Long View. After absorbing the list of drivers, you that stems from both technology and might start to read or watch the news society, and therefore qualifies as a There is one striking insight from differently. If you start to feel that megatrend. Yet, even more important- years of scenario work: the set of driv- most of the news we are bombarded ly, megatrends will have an impact on ers that form the general background with on a daily basis actually tie in all aspects of our life in the future. To to the scenarios we draw is surpris- neatly with one or several of the stick with our example, that mega- ingly stable. It changes only slowly trends described in this book, you trend hyperconnectivity not only de- over time, and varies surprisingly little have started to think like a futurist. termines further future technologies across industries, geographies and and trigger new social trends, but also sectors. However, the ways in which As you embark on your personal leaves its mark in politics, the envi- Florian Klein these drivers link up and interact with journey to imagine the future, please ronmental debate, and of course the Head of the Center for the Long View
4 5 The Megatrends of Tomorrow’s World The Megatrends of Tomorrow’s World This century is best described as the era of uncertainty.
Underpinning the future of our world are 35 drivers of change. The Megatrends of Tomorrow’s World | Drivers The Megatrends of Tomorrow’s World | Drivers
Additive Artificial Augmented Automation Blockchain Climate Cloud Manufacturing Intelligence Reality Systems Change Technology
Competition Concentration Crowd- Data Demand for Digitization DIY for Talent of Wealth sourcing Monetization Customization Movement
Empowered Environmental Focus on Geospatial Globalization Industry Internet of Women Awareness Transparency Technology Consolidation Things
Knowledge Mass Next-Gen Partnership Political Regulatory Resource Worker Migration Workforce Models Fragmentation Landscape Price Volatility
Society Technology Environment Resource Sharing Social Social Technization Terrorist Urbanization Economy Scarcity Economy Media Unrest of Healthcare Organizations Politics
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Additive Manufacturing Framework for understanding AM paths and potential value
Additive manufacturing (AM) or 3D printing refers to a High product change production method whereby three-dimensional products Path III: Path IV: are created by successively layering material using a com- Product evolution Business model evolution puterized or digital process. • Strategic imperative: Balance of • Strategic imperative: Growth and growth, innovation, and performance innovation • Value driver: Balance of profit, risk, • Value driver: Profit with revenue Importance Impact and time focus, and risk • Key enabling AM capabilities: • Key enabling AM capabilities: •• AM already affects an enormous •• AM can improve a product’s - Customization to customer - Mass customization number of industries including value by increasing the efficiency requirements - Manufacturing at point of use - Increased product functionality - Supply chain disintermediation automotive, industrial products, and effectiveness of the design - Market responsiveness - Customer empowerment e medical devices, aerospace and process. The main benefits are e - Zero cost of increased complexity defense, consumer goods, and reduced process time and cost architecture. reduction in the development cycle, as well as quality and design •• From 2013 to 2018, the market improvement of the final product. volume for AM systems and sup- port products/services is expected •• AM’s impact on supply chains in- Path I: Path II: to rise from US $3.1 billion to US cludes material waste reduction, Stasis Supply chain evolution No supply chain chang $12.5 billion. increased production flexibility, and High supply chain chang • Strategic imperative: Performance • Strategic imperative: Performance the possibility of further decentraliz- •• The fastest growing segment within • Value driver: Profit with a cost focus • Value driver: Profit with a cost focus, ing production. However, companies • Key enabling AM capabilities: and time AM, metals, is expected to reach a have to overcome quality assurance - Design and rapid prototyping • Key enabling AM capabilities: market volume of US $3.9 billion by barriers to employ AM for purposes - Production and custom tooling - Manufacturing closer to point 2025. - Supplementary or “insurance” of use beyond rapid prototyping or tooling. capability - Responsiveness and flexibility •• AM is currently already used in some •• Some experts estimate that consum- - Low rate production/no change - Management of demand uncer- form in 24% of manufacturing firms ers might save approximately 80-90% over tainty and in up to 50% of supply chain - Reduction in required inventory of purchase costs by purchasing the leaders. right to manufacture a product at •• By 2017, an additional 21% of manu- home rather than through traditio- facturing firms plan to use AM. nal retail channels. No product change
Sources: Statista 2013, IDTechEx 2015, Deloitte Sources: Deloitte University 2017 University 2014, Deloitte University 2017
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Artificial Intelligence The Three Vs framework for assessing applications for cognitive technologies
New technologies are focused on augmenting the processing capabilities of machines for human-like intelligence (e.g., robotics, natural-language processing, speech recognition).
Importance Impact Screen Cognitive technology indicators Application examples •• Due to the increased use of robotics •• Through suggestions that specifically and artificial intelligence (AI), it is ex- refer to a context, cognitive analytics Viable • All or part of a task, job, or workflow requires low • Forms processing, first-tier customer service, pected that about 50% of US occu- can enhance the accuracy of fore- or moderate level of skill plus human perception warehouse operation • Large data sets • Investment advice, medical diagnosis, oil pations will experience some degree casts and the performance of tasks • Expertise can be expressed as rules exploration of automation in the next 10 years in terms of their efficiency and degree • Scheduling maintenance operations (2014–2024). of automation. Cognitive analytics can Valuable • Workers’ cognitive abilities or training are under- • Writing company earnings reports; e-discovery; support and add to human cognition •• A study conducted by researchers utilized driving/piloting by providing suggestions that a human from the University of Oxford pre- • Business process has high labor costs • Health insurance utilization management mind may not have taken into consid- • Expertise is scarce; value of improved • Medical diagnosis; aerial surveillance dicts that almost half of total US eration. performance is high employment (47%) will transform or vanish because of automation. •• Cognitive analytics are especially Vital • Industry-standard performance requires use of • Online retail product recommendations cognitive technologies • Fraud detection valuable for companies that are •• There are three general categories • A service cannot scale relying on human labor alone • Media sentiment analytics eager to enhance their capabilities into which applications dealing with to predict, sense, and react since they artificial intelligence can be divided. combine the analysis of big data with These are “product applications”, practical decision-making support. “process applications” (such as automation), and “insight applica- tions” (such as machine learning). Sources: Deloitte University 2015, Deloitte 2014, Sources: Deloitte 2014 Deloitte University 2014
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Augmented Reality The evolution of interaction – shortened chains of command
Augmented reality (AR) is a form of technology used to Augmented and virtual reality help accelerate the coalescence of users provide a digitally enhanced view of the real world. This with their device-powered experience of the world, improving the fidelity of intention, increasing efficiency, and driving innovation. technology layers digital information (e.g., graphics, sound, or feedback) on top of the physical environment for the The evolution of interaction user to manipulate.
Importance Impact
•• In 2017, there will be more than •• By using AR devices, users can 2.5 billion downloads of mobile AR experience their physical sur- applications. By 2020, there could be roundings through computer- Interface about 1 billion people using AR. generated inputs (e.g., video, sound and GPS data). These sen- •• It is predicted that the annual rev- Interface sory inputs augment items from enues of mobile AR in the enter- Peripherals the real world in such a way that prise and general entertainment people think their environment is application sectors will each ex- real, even though they may find ceed US $1 billion in 2018. themselves in a totally different •• Copenhagen Airport has introduced surrounding. a pilot project in which an application •• During the past 12-18 months, guides users through the airport. By retailers and brands have been 2020, users could be navigated with a strongly engaged with advertising 3D tool embedded in either a mobile their AR applications via mobile or a wearable AR device. This device channels to influence consumer MESSENGERS SMART SCREENS INTUITIVE INTERACTION will map passengers by means of the Intermediate devices interact with Screens manipulated based on Devices respond to ambient cues and behavior and drive consumer triangulation of Wi-Fi access spots at interfaces; virtually all input occurs environment facilitate direct physical intentional movements to create adoption of AR devices. through a mouse or keyboard or spoken interaction with displays empathetic, personalized experiences terminals and navigate them through the airport. •• At a time when customer focus is becoming increasingly important, mobile is considered the leading POINT CLICKTYPE TOUCH SWIPE TALK GESTURE MOOD GAZE technology driving omni-channel marketing.
Sources: Deloitte University 2016 Sources: Deloitte 2016, Deloitte University 2015 14 15 The Megatrends of Tomorrow’s World | Drivers The Megatrends of Tomorrow’s World | Drivers
Automation Time spent on tasks machines could handle
Physical objects are becoming more and more frequently inter- connected with digital technology (e.g., advanced robotics and T me s ent on tas s ma h nes o ld handle sensing) and able to communicate without human intervention. 20%
Product Demonstrators Importance Impact Promoters Market Research Analysts •• By 2020, the robotics industry could •• Automation reduces errors signifi- Marketing Specialists reach a market volume of US $100 cantly and supports product improve- 15% billion. ments. Companies in all sectors have Merchandise Displayers to decide whether to understand and Window Trimmers Advertising •• During 2014–2024, half of the work Promotions adopt intelligent automation or take Managers carried out by today’s US workers Marketing the risk of falling behind. could be automated to some extent. Managers 10% •• Industry example: in the life sciences •• In that period, the robotics industry and healthcare industry, robots steril- Graphic Designers may create 3 million additional jobs, ize surgical tools without human inter- especially in consumer electronics vention, thus incidents of infection are and the electric vehicle industry. Survey Researchers reduced and hospital staff resources 5%
•• By 2020, the rehabilitation robot are freed up. Share of tasks machines could handle market may grow 40-fold compared •• Robotic systems in pharmacies could to 2014 due to advancements in Commercial Industrial hand out drugs with zero errors while rehab/therapy robots, exoskeletons, Designers in automated kiosk, patients are able wearable robotics, and active to enter medical symptoms and re- prostheses. 0 ceive customized recommendations. $10 $20 $30 $40 $50 $60 hourly wage
Sources: Deloitte University 2015, Deloitte Univer- sity 2015, Deloitte University 2014, Deloitte 2015, Sources: Harvard Business Review 2016 Deloitte 2015
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Blockchain Systems
Blockchain systems use a distributed ledger technology to promote transparency, trust, and decentralized validation among members of the digital network.
Importance Impact
•• Venture capitalists are fueling this •• Due to their similarity to the Internet, development with the investment which increased communication of approximately US $1 billion in 120 dramatically by reducing cost and 01 02 03 04 05 blockchain-related start-ups – half of friction to near zero, cryptocurren- The new block When a miner The algorithm Within ten All the trans- that investment already took place in cies have the potential for a sharp is put in the solves the rewards the minutes of one actions in the network so that cryptographic winning miner Person initiating block are now 2015. increase in transactions. miners can problem, the with 25 the transaction, fulfilled and the •• With the representation of more •• Analysts at one investment bank verify if its discovery is bitcoins, and both parties recipient gets than 50 of the world’s largest banks, commented on this trend recently, transactions announced to the new block is each receive the paid. are legitimate. the rest of the added to the first confirma- the blockchain consortium R3 CEV is saying that venture capital flow Verification is network. front of the tion that the creating a distributed ledger platform accelerated in 2016 and is leading accomplished blockchain. bitcoin was to power the financial services indus- to further the development of the by completing Each block joins signed over to try’s foray into blockchain. foundational and infrastructure complex the prior block the recipient. services necessary to create a cryptographic so a chain is •• Linq, a blockchain-based platform computations. made – the fertile “plug and play” ecosystem and ledger system that manages blockchain. for entrepreneurs and innovation. the trading of shares, was rolled This may ultimately escalate enter- out by NASDAQ (MX Group Inc.) prise adoption from a trickle in 2016 in October 2015. to a multi-year boom starting in 2017.
Sources: Deloitte University 2016 Sources: Deloitte 2016
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Climate Change Global Land-Ocean Temperature Index
As climate change continues, natural disasters and abnormal Global Mean Estimates based on Land and Ocean Data weather patterns will increasingly have effects on our socio- economics, demographics, crop production, food security, 1.0 migration, and political landscape in unprecedented ways. 0.8
Importance Impact 0.6
•• According to the UN Food and Agri- •• 2016 was ranked as the warmest ) (C
cultural Organization, 1.8 billion year since 1884 according to a study y 0.4 people are exposed to absolute published by the NASA Goddard water scarcity and more than 5.2 Institute for Space Studies (GISS). omal An
billion are expected to face water Similar findings were also pub- e 0.2 stress by 2025. lished in studies by the UK Climatic Research Unit (CRU) and the US •• By 2020, an increase of 13% in food -0.0
National Oceanic and Atmospheric mperatur production is needed to meet the Administration (NOAA). Te demand of 890 million tons for 7.8 billion people. •• The need for innovation in food pro- -0.2 duction is increasing, fueled by cli- •• By 2025, water withdrawals will mate change and natural calamities. increase by 50% in developing -0.4 countries and by 18% in devel- •• Aware consumers push for healthy oped countries. This will foster and organic food, reduced food -0.6 local competition for water. footprints, and sustainability. This 1880 1900 1920 1940 1960 1980 2000 2020 results in food waste, recycling, and the redistribution of unused food emerging as the main concerns for Annual Mean Lowess Smoothing burgeoning ecosystems.
Sources: NASA Goddard Institute for Space Studies 2015 Sources: Gartner 2016, The Guardian 2016, Deloitte University 2015, Deloitte University 2015
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Cloud Technology Benefits of using Cloud Technology
Cloud technology allows users to access scalable technology services immediately via the Internet’s existing network, promoting lower infra- structure, inventory, and overhead costs, and creating leaps in com- puting power and speed, data storage, and bandwidth.
Importance Impact • Ability to rapidly scale capacity up and down •• On average, small to medium-sized •• With cloud computing and scalable Scalability • Standardization across locations (including globally) businesses (SMBs) that use an above- computing power delivered as a • Frees up resources for other capabilities average number of cloud services service using a pay-by-use model, Flexibility • Enables mobility – employees can work in any location grow 26% faster and are more profit- retailers, for example, are able to • Improves collaboration and sharing able by 21% than those SMBs that meet hurried, on-the-go, and digitally • No up-front investment in technology (hardware, software) use no cloud tools. connected consumers during various Cost • SMBs can get economies of scale benefits phases of their shopping experience. •• Compared to in-house, cloud-based • Access to technical expertise without paying for full time staff file storage is more cost efficient. For •• The emergence of cloud technolo- • Ability to test and trial new products an enterprise, it costs US $955,000 gies is enabling new and innovative Innovation • Upgrades/new products immediately feasible per year to deploy and operate 100TB customer-facing services and pro- of file sharing space, but only US ducts. For example, 77% of retailers • Lower maintenance requirements Maintenance $141,180 per year to use Amazon S3. deployed or piloted cloud computing • Deploying and integrating technologies (including using APIs) is typically simpler to enable them-selves to provide: •• In a survey carried out by Deloitte, 55% • Software is updated automatically to fix bugs of SMBs used cloud technology in - Seamless retailing Security • Disaster recovery – content is stored remotely some aspect of their business, seek- • Data is not held on transportable hardware - Single view of consumer ing one or more of the six types of
benefit which are scalability, flexibility, - Real time personalization and Sources: Deloitte 2014 cost, innovation, maintenance, and cross-channel visibility security.
•• 95% of IT professionals surveyed in Sources: Deloitte 2014, RightScale 2016 2016 are making use of cloud tech- nology.
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Competition for Talent The changing composition of the corporate worker
The mismatch in skills available and capabilities needed in the workforce given today’s technologically-focused world has resulted in fierce competition for talent. The changing composition of the American worker
Importance Impact
•• According to an EIU survey, more •• Personal identities are shaped than 60% of respondents answered through terms like “global citizen” that “talent shortages are likely to and “global community” since 1950 1990 2020 affect their bottom line in the next innovators travel to distant shores THE COMPANY THE LADDER THE FREE AGENT five years” – especially in the highly- to solve problems. skilled talent pool. MAN CLIMBER •• Individuals must deal with much •• 54% of employers state that they are greater professional flexibility. unable to find qualified applicants for Highly-skilled generalists who FREE WIFI open positions. have graduated from the nation’s top universities need to adapt very •• Next to demographic change, com- quickly to changing markets with petition or the war for talent was specialized skillsets. ranked as the second most impor- tant factor for recruiting. Sources: Deloitte 2016, US Chamber of Commerce •• Since global demand for skilled 2014, Monster.de 2015 workers is increasing and the creative class is becoming more Dynamic, Mobile, Flexible, Corporate, Rigid, International, Individual, Lattice-Driven, selective, virtual mobility, reverse Structured, Domestic, Ladder-Drivern, Multiple Income Streams, transfers, and short assignments Career Professional, Firm-Based Freelancer are part of new global mobility forms.
•• By 2017, 58% of firms expect to Sources: Deloitte University 2012 hire more part-time, temporary, or contract employees.
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Concentration of Wealth Shares of household income of quintiles in the United States from 1970 to 2015
As global wealth inequities grow, the divide between the rich and the poor gets greater, coupled with stagnating middle class incomes and the rise of the luxury consumer.
Importance Impact 60%
•• In 2016, more than 3.5 billion adults •• The ever-increasing income gap 51.1% 51% 51% 51.2% 51.1% worldwide had wealth of less than US implies that companies will target 49.8% 50.4% 50.3% 48.7% $10,000, while the wealthiest 0.7% the upper class and the less wealthy 50% 45.6% 45.6% held 46% of the world’s wealth. population through distinct strate- 43.3% 43.3% 44.2% gies. •• In 2015, more than 51% of the house- hold income of private households in •• While the differentiation approach 40% the US was earned by the top 20%. In will entail focusing on branding, the same year, only 3.1% of household customer experience, lifestyles, income was earned by the lowest- and consumer aspirations, the 30% earning 20% of households. cost leadership approach will 24.5% 24.7% 24.6% 24.4% 24% mostly concentrate on low prices 23.3% 23% 23% 23.4% 23% 23% 23% 23.2% 23.2% •• Factors including the aging popula- and a strong sense of value. The tion, rising unemployment, and skill 20% 17.4% 17% 16.8% market in-between is expected income household of Share 16.2% gaps in developing countries foster 15.9% 15.2% to disappear increasingly. 14.8% 14.6% 14.6% 14.3% 14.4% 14.4% 14.3% 14.3% global income inequality. 10.8% 10.4% •• Stagnation of incomes and the 10.2% 9.8% 9.6% •• Trends suggest the upper class will 9.1% 8.9% 8.6% 8.5% 8.4% 8.3% 8.4% 8.2% 8.2% limited ability to take on debt will 10% be able to spend more while the rest lead to slower growing consumer 4.1% 4.3% 4.2% 3.9% 3.8% 3.7% 3.6% of the population may be seriously 3.4% 3.3% 3.2% 3.2% 3.2% 3.1% 3.1% spending in the next decade. constrained about home values. 0% Sources: Deloitte University 2015, Credit Suisse 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2012 2013 2014 2015 2016, Deloitte University 2011 Lowest quintile Second quintile Third quintile Fourth quintile Highest quintile
Sources: US Census Bureau, Statista 2016
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Crowdsourcing A sampling of crowdsourcing platforms
As consumers are increasingly interconnected through social media platforms and with the rise of digitalization, collective intelligence gathering is being leveraged to elicit perspectives and insights from a wide variety of individuals.
Gigwalk oDesk Kaggle Importance Impact A mobile, flexible workforce for A tool for hiring and managing Competitions for predictive job in the field remote freelancers modeling and analytics •• To identify 2,880 suspects during the •• The current, linear product develop- Founded 2011 Founded 2005 Founded 2010 riots in 2011, the London Metropol- ment and innovation process from itan Police used a crowdsourcing an initial idea to an item available on smartphone application. retail shelves can take years for large companies. •• An open-source talent acquisition via crowdsourcing is a spreading •• The start-up Quirky is challenging alternative staffing model – growing current wisdom by crowdsourcing Tongal Quirky Kickstarter Collaborative contests for A product design incubator A global funding platform for in scale, sophistication, and impor- the development process, shortening video production and marketplace creative projects tance. the invention timeline from years to Founded 2008 Founded 2009 Founded 2009 weeks. •• Leading Fast Moving Consumer Goods (FMCG) enterprises increased •• A future organization’s distributed User Numbers of contributors in the community their usage of crowdsourcing by 27% workforce strategy will contain in 2015 compared to 2014. a crowdsourced labor pool as a 350,000 legitimate component. •• The world’s most valuable global 4,500,000 brands increased their crowdsourc- 134,200 ing of creativity over 30% from 2014 Sources: Deloitte University 2015, Forbes 2015, Deloitte University 2014, eYeka 2016 30,000 to 2015. 659,000 5,419,582
Sources: Deloitte University 2014
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Data Monetization 8 Data Monetization Opportunities
Consumers increasingly collect, track, barter, or sell their perso- nal data for savings, convenience, or customization; companies increasingly value sources of data direct from the consumer as a way of gaining a competitive advantage (e.g., Facebook, Uber).
Importance Impact
•• Before companies start to mone- •• An increased mobile penetration in tize their data, they have to assess the emerging countries of Asia and whether they have the legal, statu- Africa fosters further growth of the Digital advertising: Financial services: Managing traffic: Optimized billboard ads: tory, and/or ethical right to market demand for mobile data services Right content, right Cross and upsell Alleviate congestion, Understand the traffic, consumer data – and move no and increases the potential for data audience, right time & detect fraud optimize delivery routes tailor the message further without the proper rights monetization. and protections in place. •• Researchers believe that more than •• In the near future, there will be 80% of consumers will barter, track, three major trends: or sell their private data for savings, customization, or convenience in the - Consolidation within the data year 2020. economy Public transportation: Retail: Entertainment IoT: Passenger satisfaction, Optimize store place- and events: Add value – - Further expansion into different Sources: Global Information 2015, Deloitte 2015, operational efficiency, ments and staffing, Manage traffic, location data ecosystems Forbes 2016 revenue opportunities monitor competitors target promotions and more
- A shift to customized fulfillment models in response to greater customer centricity
Sources: TM Forum 2016
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Demand for Customization Mass customization interjects buyer participation into product design
Control is shifting away from the manufacturer, giving the consumer Mass customization allows customers to participate meaningfully in the design a greater say in what, when, and how they receive their goods and ofMass products stom at on they will buy. nter e ts er art at on nto rod t des gn Mass customization allows customers to participate services (e.g., customized goods, precision medicine) due to the meaningfully in the design of products they will buy interaction between Web 2.0 and advanced manufacturing trends.
Importance Impact
•• The healthcare sector is increas- •• By offering customized products to ingly making use of so-called bio- customers, companies can increase informatics, with numbers grow- sales online as well as in-store. There- Desi e i se ing exponentially. With the help fore, brands are increasingly engaging of such analytics, which support with customization: sequencing genomes and body - Pepperidge Farm allows its composition, medical treatment customers to decide on the can be customized for each shape of their Goldfish crackers patient specifically. - Jawbone offers its customers the •• Due to the rise of 3D printing, con- ability to create their own speakers sumer goods can be personalized more easily and mass customiza- - Trek customers can build their tion of consumer goods is being own bike from scratch i r er r e introduced by an increasing number - Men can design their own suits of companies who offer “print at at Brooks Brothers home” options to their customers Sources: Forrester Research 2011 (e.g., 3D printed toys, shoes, •• Through customization, companies cosmetics, and food products). can gain a competitive advantage over their competitors as they receive •• Retailers collect and analyze big insights from customized designs. data to adapt product offerings This creates a virtuous feedback loop to their customers’ preferences. which may help them to adapt small Amazon is only one outstanding aspects of their business and differ- example, building a large part of entiate their products for consumers. its success on this approach.
Sources: Deloitte University 2015, Deloitte Univer- 32 sity 2015, Forbes 2013 33 The Megatrends of Tomorrow’s World | Drivers The Megatrends of Tomorrow’s World | Drivers
The nformat on al e oo r i ere e er e i s e es si ess re e re new value by providing insight to optimize actions. Modified actions in turn give rise to The Information Value Loop Digitization e i r i s r i e e e e rivers e er i e v es is created; their relevance and importance depend on the specific use case.
The proliferation of new mobile technologies, the rise of i i i i the Internet of Things, reliance on sensor and wearable r i i i eve r s e technologies, and increased reliance on digital interaction has shifted the world from an analog to a digital one.