The  Future  of  Iden.ty  |  Singapore  |  3  July  2015  

Context  As  we  increasingly  build,  share  and  adopt  mul.ple  iden..es  in  our  ever-­‐more  blurred  work  and  social  lives,  who  we  are  has,  for  some,  becoming  increasingly  

complex.  Understanding  how  this  is  changing  is  of  interest  to  many.  

Future  Agenda  The  Future  Agenda  is  the  world’s  largest  open  foresight  program    

that  accesses  mul.ple  views  of  the  next  decade    so  all  can  be  beKer  informed  and  s.mulate  innova.on.  

Looking  Forwards  Organisa.ons  increasingly  want  to  iden.fy  and  understand  

 both  the  an.cipated  and  unexpected  changes    so  that  they  can  be  beKer  prepared  for  the  future.  

FA  1.0  Top  Insights  for  2020  From  the  2010  program,  52  key  insights  on  the  next  decade    

were  shared  widely  via  books,  cards  and  online  and  have  been    extensively  used  by  organisa.ons  around  the  world.  

Future  Agenda  in  Numbers  The  first  Future  Agenda  programme  engaged  a  wide  range  of  views  in    25  countries.  Future  Agenda  2.0  is  doubling  the  face-­‐to-­‐face  interac.on    

and  significantly  raising  online  sharing,  debate  and  discussion.  

Future  Agenda  1.0    1  HOST  16  TOPICS  25  COUNTRIES  50  WORKSHOPS  1500  ORGANISATIONS  

Future  Agenda  2.0    40+  HOSTS  21  TOPICS  50  COUNTRIES  100  WORKSHOPS  2500  ORGANISATIONS  

Future  Agenda  2.0  Topics  The  second  version  of  the  Future  Agenda  program  is  taking  place    

during  2015  and  is  addressing  20  topics  via  100  events  in    50  countries  with  around  35  core  hosts.  

Ageing  

CiNes  

Company  

ConnecNvity  

Data  

EducaNon  

Energy  

Food  

Government  

Health  

Learning  

Loyalty  

Payments  

Privacy  

Resources  

Transport  

Travel  

Water  

Wealth  

Work  

The  Process  20  ini.al  perspec.ves  on  the  future  kicked  off  the  Future  Agenda    discussions  taking  place  across  5  con.nents  from  Feb  to  July  2015.    These  are  ini.al  views  to  be  shared,  challenged  and  enhanced.    

Ini.al  Perspec.ves  Q4  2014  

Global  Discussions  Q1/2  2015  

Insight  Synthesis  Q3  2015  

Sharing    Output  Q4  2015  

The  Future  of  IdenNty  From  the  discussions,  many  issues  are  seen  as  significant  for  the  next  decade.    A  number  of  these  relate  to  the  changing  nature  of  the  iden.ty  and  how  it  impacts  how  we  behave  and  are  treated.  This  will  be  built  upon  on  July  3rd    

Knowing  The  Unknown  By  2020  people  and  connected  objects  will  generate  40  trillion  gigabytes  of  

data  that  will  have  an  impact  on  daily  life  in  one  way  or  another.  This  data  will  make  known  about  us  things  that  were  previously  unknown  or  unknowable.  

Deeper  vs.  Wider  RelaNonships  Social  interac.ons  broaden  through  extended  access  but  may  also    

become  more  superficial:  A  divide  grows  between  those  establishing  rela.onships  purely  on  data  and  those  basing  connec.ons  on  emo.ons.  

Cocktail  IdenNNes  The  need  to  differen.ate  between  real  and  virtual  

 disappears  -­‐  who  you  are  ceases  to  use  a  singular  iden.ty    as  we  manage  mul.ple  iden.ty  por`olios.  

Human  Capitalism  There  is  an  increasing  pressure  to  move  to  a  new  form  of  capitalism,  one  with    a  more  human  side  to  it  that  reconnects  with  the  need  to  create  and  distribute  wealth  for  the  benefit  of  society  rather  than  for  the  benefit  of  a  select  few.  

Peer  Power        Aggrega.on  occurs  in  hotel/peer  review    sites  alongside  integra.on  with  

consumers’  personal  trusted  networks.  This  gives  guests  advice    they  can  trust  and  greater  consistency  of  ra.ngs  globally.  

Up  Close  and  Personal    Consumers  are  increasingly  in  the  driving  seat  and  aware  of  the  use  of  their  

data.  We  may  see  loyalty  U-­‐turn:  With  greater  transparency  in  place,    brands  will  have  work  ensure  consumer  loyalty  not  the  other  way  around.  

Joining  the  Dots  Increasing  collabora.on  drives  companies  to  re-­‐organise  based  on  social  

networks.  The  shared  economy  changes  the  shape  of  many  organisa.ons,  but  a  shia  in  the  role  of  the  company  from  employer  to  facilitator  challenges  many.  

CollaboraNon  Time  as  a  Social  Currency  Time  spent  working  on  collabora.ve  projects  addressing  real  issues  is  a    metric  that  drives  reputa.on  and  social  status.  Individuals  seek  to  give  up    their  free-­‐.me  to  help  solve  emerging  problems  to  beKer  support  society.  

Loyalty  Experiences  For  brands  that  aspire  to  crea.ng  customer  loyalty  in  this  disorderly    world,  there  is  a  fundamental  ques.on  that  needs  to  be  addressed.    

Quite  simply,  what  will  ‘loyalty’  be?    

New  Value,  Different  Models  In  the  coming  years,  brands  will  need  to  be  disrup.ve  in  their  thinking  about  loyalty,  seeking  new  kinds  of  value  proposi.on,  exploring  different  models    

and  redefining  the  very  ways  in  which  loyalty  is  conceived.  

ConNnuous  Proof  of  Loyalty  Brands  have  to  consistently  demonstrate  their  loyalty  to  consumers    

as  customer  mobility  and  switching  between  brands  increases.  Global,    regional  and  local  affilia.ons  blur  and  drive  wider  brand  consolida.on.  

The  Voice  of  Youth  Younger  consumers  are  more  difficult  to  pin  down  but  they  are  more  willing  to  share.  Brands  can  speak  to  the  youth  in  these  terms,  crea.ng  opportuni.es  for  interac.on,  but  also  more  personal,  human,  experiences  and  rela.onships.  

The  Composite  Consumer  Flexible  digital  iden..es  allow  consumers  to  connect  with  each  other  even    as  they  connect  with  brands.  Loyal  rela.onships  will  be  made  not  just  with  individual  customers  but  also  with  families,  couples,  and  groups  of  friends.  

10  Seconds  of  AYenNon  Increased  consumer  choices  and  channels  leave  brands  figh.ng  for  10  seconds  of  aKen.on.  A  new  paradigm  will  emerge,  based  on  dynamic,  fast-­‐moving,    calls  to  ac.on  rather  than  long-­‐term  rela.onships  with  delayed  rewards.  

Loyalty  from  Top  to  BoYom  Driving  an  authen.c  loyalty  offer  will  require  companies  to  address  the  rising  promiscuity  of  employees.  Organisa.ons  will  have  to  make  a  choice  between  facilita.ng  increasingly  flexible  career-­‐paths,  or  nurturing  internal  loyalty.  

The  Personal  Data  Dilemma  Lurking  ominously  in  the  background  there  is  also  the  ques.on  of  to    

what  extent  consumers  will  allow  us  to  collect  and  use  their    personal  informa.on,  and  what  they  will  expect  in  return?    

Inequality  On  The  Agenda  Inequality  has  become  a  concern  not  just  for  developing  countries  but  also  for  

those  in  the  US  and  the  Euro  Zone:  56%  of  people  living  in  rich  countries  believe  the  most  pressing  problem  of  the  economy  is  inequality.  

Polyamourous  Loyalty  Brands  begin  to  embrace  customer  promiscuity,  finding  ways  to    recognise  their  emergent  desire  to  build  a  patchwork  iden.ty    

through  diverse  and  conflic.ng  choices.  

The  Human  Touch  In  a  world  of  global  and  digital  marke.ng  and  consump.on,    

consumers  will  increasingly  favour  those  brands  that  can  offer  more    emo.onal  engagements,  and  specifically  human-­‐to-­‐human  contact.  

Love:  Warts  and  All  With  corporate  transparency  becoming  a  necessity,  businesses  have  to    

address  it  as  both  an  opportunity  and  a  threat.  Successful  brands  will  find  ways  to  take  customers  with  them  -­‐  even  as  they  reveal  their  less  aKrac.ve  sides.    

TransacNonal  vs.  EmoNonal    Seamless  payments  will  distance  consumers  from  understanding    

monetary  value.  Brands  will  have  to  reconsider  the  way  they  connect    to  customers  providing  more  holis.c  and  emo.onal  value.  

Deeper  Loyalty  While  travellers  are  used  to  points,  many  see  the  need  for  deeper  rela.onships  with  the  hotels  they  prefer  to  visit,  rather  than  a  global  por`olio  that  share    the  same  brand.  They  seek  closer  rela.onships  around  their  real  needs.  

Dreaming  of  Humanity      The  norm  will  be  automa.on:  machines  will  respond  to  humans  who    

respond  to  machines.  Human  interac.on  will  only  be  used  to    problem-­‐solve  and  provide  more  personalised  and  premium  services.    

Cultural  Relevant  Conundrum    In  an  increasingly  global  and  diverse  world  how  will  brands  embrace  na.onal  consciousness  and  touch  consumers  whose  na.onal  iden.ty  is  disconnected  

 to  where  they  live?  How  will  brands  reconnect  with  the  diaspora?  

Skill  ConcentraNons  The  growth  of  the  nomadic  global  elite  ci.zenship  accelerates  the  

concentra.on  of  the  high-­‐skill  /  high-­‐reward  opportuni.es  within  a  select    group  of  globally-­‐connected  ci.zens,  who  move  ahead  of  the  urban  pack.  

HolisiNc  Health  Planning  There  will  be  a  wholesale  shia  in  health  focus  from  short-­‐term  problem-­‐solving  to  long-­‐term,  healthy-­‐life  planning  and  management,  with  GPs  

(ini.ally)  shiaing  their  role  to  become  whole-­‐life  health  coaches.  

Consumer  Power  The  consumer  is  likely  to  gain  the  upper  hand  in  terms  of    

the  power  dynamic  and  principles  such  as  ‘great  customer  service’    will  no  longer  be  a  nego.able.  

Culture  Shi]    The  culture  that  guides  people  through  life  today  is  a  culture  that    evolved  around  shorter  lives.  The  urgent  challenge  now  is  to  create    cultures  that  support  people  through  ten  and  more  decades  of  life.    

Eastern  Centricity  With  China’s  500m-­‐strong  middle-­‐class  burgeoning  and  travel    barriers  diminishing,  Western  and  Eastern  cultures  meet  and    

feed  off  one  another,  shiaing  global  norms.  

Masters  of  Our  Data  In  2025  there  will  be  a  seamless  border  between  digital  and  real  where    the  digital  truth  becomes  the  real  truth.  We  should  increase  awareness    

of  our  digital  shadow  becoming  ‘masters  of  our  data’.  

Millennial  Managers  As  more  digital-­‐na.ve  Millennials  take  the  lead  they  bring  different  

perspec.ves,  experiences  and  expecta.ons  about  societal  challenges  and  the  role  of  organisa.ons.  This  drives  a  shia  towards  a  deeper  sense  of  purpose.  

   

Maximising  Moments  Individuals  seek  to  maximise  the  benefits  of  moments  available  to  them  -­‐    

whether  efficiency,  rest,  enjoyment  or  otherwise  -­‐  regardless  of  .mespan  and  whether  the  moment  was  planned  or  enforced.  

Age  Diversified  Workforces    The  demographic  changes  underway  are  fundamentally  altering    virtually  all  aspects  of  life  as  we  know  it.  Workforces  are  becoming    

older  and  more  age  diversified  than  ever  in  history.    

Paying  for  Privacy    We  do  not  currently  understand  the  value  of  our  data  or  how  it  is    

being  used  and  so  are  giving  it  away.  In  the  future  we  might  be  willing    to  pay  more  for  our  privacy  than  the  data  we  share.    

Chinese  Tourists  150  million  outbound  Chinese  tourists  and  a  total  of  500m  more  mobile    Asians  will  need  places  to  stay  in  other  countries  that  align  beKer  with    

their  specific  cultural  norms  and  expecta.ons.    

Hollowing  Out  the  Professions  Technology  is  challenging  the  white-­‐collar  worker  and  automa.ng  both    middle  and  high-­‐end  jobs.  The  future  will  see  fewer  accountants,  lawyers    and  doctors  and  a  hollowing  out  of  the  previously  ‘safe’  professions.  

Two-­‐Way  Trust  An  increase  in  trust  between  employees  and  employers  builds    

greater  alignment  and  enables  democra.sa.on  of  the  workplace,    more  flexible  ways  of  working  and  more  effec.ve  organisa.ons.  

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