There are several trends characterizing current travel that suggest the future of travel is unlikely to resemble the past.

1. The rise of glamping.

Gone are the days of unplugging for a week living like our ancestors. Recent stats have revealed that Wi-Fi is now available at 82% of campsites.

According to David Basler, chief strategy officer for the Outdoor Hospitality Industry trade group, around 40% of campers consider Wi-Fi availability when choosing a campsite. He goes on to say that this percentage increases among younger generations, with 65% of Gen Z and millennials and 45% of Gen X campers being influenced by Wi-Fi access.

According to Arizton, glamping is set to grow 15% a year this decade, especially as interest in camping grows among high-income earners,[2] perhaps those keen to reconnect with nature while still enjoying some of life’s luxuries.

2. The blend of work and play.

The rise of digital nomads is core to current travel trends. Our travel trends may have bounced back from the pandemic, but our work habits certainly did now. With people being forced into remote work, many are seeing the ongoing benefits of being unchained to the office, using the freedom they now have to explore a new kind of working holiday.

Part of the reason that so many campsites must remain online now is because of the large number of people travelling while working remotely. According to The Dyrt, 29% of campers worked while camping last year, up from less than 24% in the previous two years. Despite more employers pushing for in-person work, some campers opted for “quiet vacationing,” working remotely rather than fully unplugging.[3]

Beyond this, there is an increasing demand for a new kind of holiday accommodation that offers high-end technology so that people can blend their work and play. People can pay a membership fee and have access to the accommodation for flexible lengths of time.

3. The generation gap.

The stats categorically reveal that everyone is keen to get back to their travel plans. For Gen Z, though, travel has become a top priority, with many prioritizing travel over traditional goals like home ownership and settling down.

Much of Gen Z’s lust for travel is driven by social media, with 92% of younger travelers reporting being influenced by social media in their travel decisions. Technology is making travel more accessible on every front, with mobile connectivity, Wi-Fi and travel apps being available in abundance. While Gen Zs tend to be travelling with a view to recreate experiences they’ve seen online or to explore before they’ve settled down, older generations primarily travel to visit or spend time with loved ones.[4]

Gen Zs tend to be committed to sustainable, authentic yet affordable travel. Given the rising cost of living, Gen Zs are looking for cheap travel options, but they also want authentic cultural experiences.[5] Sustainability is a priority they are unwilling to overlook, with many choosing travel destinations and accommodation options that do not disrupt local nature and culture.

4. The diversification of destinations.

The top ten global travel destinations rarely change. The United States, Spain, China, France, Saudi Arabia, Türkiye, Italy, Thailand, Japan, and India currently receive 45 percent of all travel spending.

However, recent trends reveal that Southeast Asian countries are experiencing a rise in tourism. Laos’s tourism has jumped 20%, while Malaysia’s has jumped 17% in international travel spending. Many Gen Zs are looking to Southeast Asian countries as an ideal travel destination, given their affordability .[6]

5. The integration of AI-powered personalisation.

The demand for personalized experiences has been rising for decades across all industries. However, AI is making personalization much more doable. In the last two decades, travel companies have ramped up their ability to collect and analyze customer data, thanks to tools like AI-powered assistants.

Companies are then able to segment customers into highly detailed profiles, from broad categories like business versus leisure travelers to ultra-specific “segments of one” through hyper-segmentation. The result of this is a heightened capacity for hyper-personalization, where each interaction is customized to the individual’s unique needs and preferences.

Part of the value of this is that it caters to the ever-increasing demand for customization, even among those consumer groups who traditionally would not have been able to afford this service. However, hyper-personalization also helps rebuild trust during disruptions.

For customers that have been wounded by the scandals and disruptions that have dominated so much of our corporate and political culture in recent years, personalized services are a great way of making them feel valued.

The future of travel will be shaped by a blend of technology, personalization, and evolving consumer preferences, particularly those shaped by post-pandemic expectations. While we are keen to jump back on our planes and trains, our view of travel has dramatically changed.

Michael McQueen is a trends forecaster, change strategist and award-winning conference speaker.

He features regularly as a commentator on TV and radio and is a bestselling author of 10 books. His most recent book Mindstuck: Mastering the Art of Changing Minds explores the psychology of stubbornness and the art of 21st century influence. 

To see Michael speaking live, click here.

For more information on Michael’s keynote speaking topics, michaelmcqueen.net/programs.

[1] 2024, ‘Now boarding: Faces, places, and trends shaping tourism in 2024’, McKinsey & Co, 29 May.

[2] Baskas, H 2024, ‘Going camping off the grid is getting harder. But admit it: You don’t mind.’ NBC, 16 June.

[3] Cummins 2024, ‘Timeshare holidays are back and targeting Millennials and Gen Z,’ The Sydney Morning Herald, 20 March.

[4] 2024, “A new itinerary for the tourism industry,” The McKinsey Podcast, 14 June.

[5] Hilton Segel, L & Hatami, H 2024, ‘Mind The Gap’, McKinsey & Co, 2 April.

[6] Hilton Segel, L & Hatami, H 2024, ‘Mind The Gap’, McKinsey & Co, 2 April.

Beyond that, while I tend to err on the side of optimism when it comes to the impact of technology on our lives, even I fell into the trap of viewing some of the developments of the robotic front through the lens of sci-fi dystopia and fear. We tend to think of robots through the lens of threat rather than opportunity, and equate the rise of robots with the fall of humans.

It wasn’t until I was at a conference recently and was invited to try on a robotic exoskeleton that I really wrapped my head around how the rise of robotic technology has the potential to bring humanity forward with it in some novel and surprising ways. Not only was this piece of technology novel, but its capacity was also incredible – I was able to lift significantly more weight than I otherwise could, but what I learned about how this tech can prevent injuries was incredibly inspiring.

And the technology I had the chance to experiment with is just the tip of the iceberg. Berlin-based robotics company GermanBionic recently launched its latest wearable tech innovation in the Apogee+ power suit. This device is an e-exoskeleton designed to be worn by healthcare professionals to ameliorate their ability to lift and transport patients within healthcare environments like hospitals, rehab clinics and geriatric wards.

A previous iteration of this device has also been used in industries where heavy lifting is common, including construction, warehousing and manufacturing, being specifically designed to protect the lower back of workers.[1]

This is the way humanoid robot technology is likely to function best. Robot workers would be better understood as ‘cobots’ – collaborative partners working alongside humans in jobs that are physically demanding, dangerous or simply undesirable for people. Not only will their work reduce the risk for humans in this kind of work, but it will reduce the costs for companies. They will do the jobs human don’t want, and they will do them faster, better and cheaper.

True to character, Elon Musk recently announced that Tesla will begin using humanoid robots in its production as early as next year. This use of robots will boost efficiency in production as well as helping to reduce the labour shortages of human workers. The robots will work alongside humans, with built in conversational abilities.[2]

He is far from alone in the innovation of humanoid robots. US start-up Figure recently released a preview of its second version of their humanoid robot, the first of which is already working within a BMW factory in South Carolina.[3]

The role of robot labour becomes particularly important economically speaking when we map out the population trends over the next 100 years. When human populations experience a dramatic drop – a phenomenon expected to hit in the mid-2080s as a result of the current falling birth rates – there is going to be a great need for labour. Robots may provide the solution to that problem.[4]

A great example of this robot work comes in the food industry and hospitality sector. The meat industry has a history of labour shortages, and for good reason. Work in the meat industry is notoriously unpleasant, repetitive and incredibly physically demanding; fit-for-purpose robots are able to relieve humans of this task. At a factory in Iowa, there is a robot that spends its day doing the unpleasant work of carving up pig carcasses.

Rather than attempt to make such jobs more appealing with monetary bonuses or higher wages, the work of robots means costs are cut rather than multiplied. Here, there is no risk of human redundancy, as the few workers willing to work in such jobs are going to be re-assigned to more skilled positions.[5]

Similarly, robots are working alongside humans in the hospitality sector. CaliExpress by Flippy is a restaurant that also serves as a test kitchen for Miso Robotics, a company that designed robots for hospitality. The robots in this particular kitchen make everything from fries to burgers to mozzarella sticks. A similar robot, in use at Chipotle works at 6x the productivity of a human worker, making 180 bowls an hour.

In these environments, humans are still needed, especially for the more skilled tasks, as well as in managing the robots, making these humanoids genuine ‘cobots’.[6]

But the humanoids are not limited to workplaces; they are beginning to replace human labour in menial tasks and undesirable jobs even in the home. German start-up Neura also recently showcased  a humanoid robot 4NE-1 that cooks, cleans, tidies and irons within the home. This humanoid was announced around the same time as a Nivida, a chip company, announced it is launching a set of platforms and tools to support these robots. One such platform is Isaac Lab, which uses simulations to train humanoid robots.[7]

It is understandable that we survey the fast-approaching future of robots, humanoids and AI with some suspicion. However, the rise of robots does not need to mean the fall of humans. Rather, when applied well, this technology frees humans up for more meaningful work, and allows us to fill in the gaps of labour shortages that are only set to widen.

Given the ways companies are currently integrating the technology, we would do well to embrace some optimism. Having been able to deadlift more than I ever could at the gym with the help of that exoskeleton, my high hopes are more than restored.

Michael McQueen is a trends forecaster, change strategist and award-winning conference speaker.

He features regularly as a commentator on TV and radio and is a bestselling author of 10 books. His most recent book Mindstuck: Mastering the Art of Changing Minds explores the psychology of stubbornness and the art of 21st century influence. 

To see Michael speaking live, click here.

For more information on Michael’s keynote speaking topics, michaelmcqueen.net/programs.

[1] 2023, ‘CES award-winning e-exoskeleton specialist German Bionic presents the Apogee+ power suit for the health sector, in Las Vegas’, GermanBionic, 14 December.

[2] Lukpat, A 2024, ‘Elon Musk Says Tesla to Use HumanoidRobots Next Year’, Wall Street Journal, 22 July.

[3] Mattin, D 2024, ‘New Week #139: The humanoids are coming,’ New World Same Humans, 2 August.

[4] Mattin, D 2024, ‘New Week #139: The humanoids are coming,’ New World Same Humans, 2 August.

[5] Thomas, P 2024, ‘Meet the Robots Slicing Your Barbecue Ribs’, Wall Street Journal, 9 April.

[6] Rylah, J B 2024, ‘We tried a restaurant where robots cook the food’, The Hustle, 3 April.

[7] Mattin, D 2024, ‘New Week #139: The humanoids are coming,’ New World Same Humans, 2 August.

Here are 3 ways in which AI is impacting the future of healthcare:

1. Patients may begin taking instructions from robots.

While it may be the area in which human touch is most needed, patient care is one place where will likely start to see the influx of AI.

A startup called Hippocratic AI is now offering AI nurses, which have been designed to provide care to patients. This care can include pre-operative preparation and post-discharge instructions about for example optimising recovery or taking medications – conversations it conducts over video chat. The company points to the technology as cheaper alternative to nurses.[1]

The technology can also assist in patient interactions by freeing up a clinician from their administrative tasks, allowing a greater focus on the patient. For example, documenting appointments may now be automated, meaning clinicians can turn their attention to listening and engaging with the patient rather than focusing on recording their data. Scheduling appointments will also be streamlined, as patients can liaise with AI rather than the front office.[2]

With its ability to translate data into key insights, AI will also enable clinicians to make faster and more informed decisions, meaning greater potential for quick diagnoses and treatment.[3]

2. Hospital functions will be streamlined.

Behind the scenes of patient interactions, AI is now able to help with the administrative side of a clinician’s job and implement many of the functions that keep hospitals and healthcare organisations running.

Generative AI uses algorithms to organise and interpret unstructured data sets. This means the technology can help clinicians with filling in patient information, writing clinical notes, and creating diagnostic images and medicinal charts. On top of this, AI can create discharge summaries, checklists, lab summaries and clinical orders. Human oversight is still required in the process as the technology is still highly prone to errors, but it can execute much of the work that bogs doctors and nurses down.[4]

A hurdle often faced by hospital workers is that their workplaces are often made up of systems that don’t easily communicate. In response to this frustration, generative AI chatbots may be able to serve employees by answering IT and HR related questions and summarising information about different departments to enable more streamlined communication.[5]

Within the health insurance sector, AI can respond to the rising demand for more personalised services by explaining relevant policies in a chatbot function, or summarising the claim denial letters for customers. This will help to mitigate rising healthcare costs, as well as bolstering communications between healthcare organisations and customers.[6]

3. AI will ameliorate medical treatment.

Finally, with the implementation of AI in the healthcare industry, medical treatments and procedures can be improved significantly.

In a recent example, doctors at Cromwell Hospital adopted the use of the Apple Vision Pro for a surgical procedure. During both the surgery preparations and the surgery itself, the nurse had the Vision Pro googles on, enabling them to view virtual screens and monitor the process while it was happening. The software used was developed by eXeX which is a company that designs AI-driven apps for surgeons.[7]

Not only will surgeries be improved with the integration of AI technology, but so will the detection of illnesses. With cancer trends on the rise, a healthtech company in the US, Ezra, has created a full body MRI system that uses AI to scan for cancer in up to 13 organs. The AI technology then converts the MRI images and radiology reports into results written in accessible language that highlight key findings.[8]

There is scope for AI to be integrated in almost every facet of the health industry, all the way from patient care to administrative functions, hospital and healthcare organisation communications, and the surgeries, procedures and diagnoses themselves.

While the integration of AI is very impressive, there is still a long way to go in developing some of its crucial technologies. One recent study revealed that people are increasingly turning to ChatGPT to attempt to self-diagnose their symptoms, but the rates of the chatbot’s accuracy in answering health-related questions were dismal.[9] AI has exploded onto the scene of many industries, and is a rapidly-developing technology. But when it comes to the care of human beings, so far, other human beings win every time.

Michael McQueen is a trends forecaster, change strategist and award-winning conference speaker.

He features regularly as a commentator on TV and radio and is a bestselling author of 10 books. His most recent book Mindstuck: Mastering the Art of Changing Minds explores the psychology of stubborness and the art of 21st century influence. 

To see Michael speaking live, click here.

For more information on Michael’s keynote speaking topics, michaelmcqueen.net/programs.

[1] Rylah, J B 2024, ‘Are AI nurses the future of health care?’, The Hustle, 22 March

[2] Zurkiya, D N 2024, ‘The power of generative AI to transform the patient experience’, McKinsey & Co, 7 March

[3] Zurkiya, D N 2024, ‘The power of generative AI to transform the patient experience’, McKinsey & Co, 7 March

[4] Bhasker, S, Bruce, D, Lamb, J & Stein, G 2024, ‘Tackling healthcare’s biggest burdens with generative AI’, McKinsey & Co, 10 July

[5] Bhasker, S, Bruce, D, Lamb, J & Stein, G 2024, ‘Tackling healthcare’s biggest burdens with generative AI’, McKinsey & Co, 10 July

[6] Bhasker, S, Bruce, D, Lamb, J & Stein, G 2024, ‘Tackling healthcare’s biggest burdens with generative AI’, McKinsey & Co, 10 July

[7] Germain, T 2024, ‘Doctors Are Using the Apple Vision Pro During Surgery’, Gizmodo, 15 March.

[8] Khoury, K 2024, ‘Revolutionising early cancer detection with AI’, SpringWise, 29 February.

[9] Thomsaon, A 2024, ‘Why you shouldn’t ask ChatGPT for medical advice’, Sydney Morning Herald, 4 April.

In recent weeks, I’ve been reflecting on the degree to which my own profession and profile makes it hard to prioritize wisdom. Whether it’s speedily scanning volumes of research in preparation for a presentation, assembling bite-sized content pieces to share on social media, or crafting soundbite responses for media interviews, I too easily find myself merely trading in knowledge and information. While quality trumps quantity when it comes to thinking and ideas, I increasingly find myself consumed in the quantity game all too often.

I suspect that I’m far from alone in this.

In all of human history, the individual has never been as informed as we are today. News and fake news, fact and fiction, information, misinformation and disinformation are quite literally at our fingertips. This excess of knowledge has equally led to an excess of power. Our technology has never been so advanced, and the implications of its use have never been so significant. Artificial Intelligence especially grants us greater abilities than we would have thought possible and, alongside the plethora of powerful technologies available at the moment, its development continues to accelerate exponentially.

We quite literally have more knowledge and more power than we know what to do with – and this is the problem. Both our knowledge and our power become dangerous if our wisdom does not keep pace with them.

What is wisdom?

If wisdom is more than merely the accumulation of information or knowledge, then what is it? Here are 5 attributes that I’d suggest characterise wisdom:

1. Wisdom is slow rather than hasty.

There is a slow and steady pace to wisdom. While knowledge hastens to act and execute, wisdom is considered, restrained and discerning. Wise people are often characterised by a distinct air of calm – they are unhurried and non-anxious and do not respond to the pressure to rush into decisions and conclusions.

2. Wisdom is nuanced rather than superficial.

Where knowledge is prone to seeing things in terms of the black and white, wisdom is able to find truth in opposing perspectives and nuance in shades of grey. Ambiguity is not threatening to wisdom.

3. Wisdom is curious rather than certain.

There is an attractive certainty that comes with acquiring knowledge. We become comfortable in our ivory towers and intellect and fail to maintain a posture of curiosity. Rather than remain open to discovery and change, we become highly adept at arguing for our point of view. In contrast, wisdom embraces a posture of humility borne of curiosity and wonder.

4. Wisdom is deliberate rather than reactive.

Where our knowledge can lead us to react with defensiveness when our position is threatened, wisdom takes a slow and deliberate approach to others. Often, wisdom will first turn us inward to interrogate our own assumptions and reactions before responding.

5. Wisdom impacts rather than impresses.

Dazzling others with our knowledge and intelligence is appealing, but it is fundamentally opposite to wisdom. Where knowledge puffs up, wisdom builds up. Knowledge prioritises the ego, while wisdom prioritises the other.

Although we live in an age that’s abundant with sources of knowledge, I suspect that wisdom is what people are yearning for. Those we are looking for serve and engage are increasingly craving more than a fast-food diet of facts and information. Instead, they’re seeking out the input and perspective of those individuals willing to do the work of thinking deeply, deliberately, and diligently – and thus have real wisdom to share. My goal is to redouble my efforts to become one such person. Who’s keen to join me?

Michael McQueen is a trends forecaster, change strategist and award-winning conference speaker.

He features regularly as a commentator on TV and radio and is a bestselling author of 10 books. His most recent book Mindstuck: Mastering the Art of Changing Minds explores the psychology of stubborness and the art of 21st century influence. 

To see Michael speaking live, click here.

For more information on Michael’s keynote speaking topics, michaelmcqueen.net/programs.

In the banking and finance sector, AI is set to enable significant productivity gains for those that integrate it. Providing automated reporting, improving risk transparency, automatically updating policies and procedures and performing compliance and risk audits are among the ways generative AI will be capable of improving efficiency. Beyond this, algorithms can analyse vast amounts of financial data to identify patterns and trends, enabling more accurate predictions and informed decision-making.[1]

In the risk and compliance sector, generative AI can take three broad forms. It can be used as a virtual expert, like the one recently developed by McKinsey which can provide tailored answers on finance related questions according to the firm’s information and assets. It can take the form of manual process automation, performing the time-consuming tasks that typically disrupt individuals’ workflows. Finally, it can perform code acceleration, updating or translating old code or assisting in writing new code.[2]

Role of Leadership

With all of this in motion, finance chiefs and leaders around the world are having to make decisions about the integration of AI within their companies. While the returns can be enormous, the initial cost is no small matter, with some big companies investing millions for the implementation of AI infrastructure and the forming of partnerships with software companies.[3]

There are several options for sourcing AI. Businesses can pay to use the proprietary models from companies like OpenAI or can also build their own generative AI tools using open-source models like Meta’s Llama 2 AI model. Building AI models from scratch is rare.[4]

Motorola is one company testing applications of AI. So far, they have used it to summarise complex industry contracts and assist in the development of code. Airbnb has been experimenting with implementing it within their customer service, using it to automatically identify features of properties on the platform like room types and amenities to help guests find relevant listings.[5]

Effect on Workers

While concerns about the effects of automation have been primarily directed towards blue collar workers for years, generative AI entails a much more widespread impact. People with university degrees, once considered the safest from the effects of automation are now in the direct firing line.

Workers including business analysts, marketing managers, administrators, software developers and lawyers are all at risk with this new wave of machine learning that is only gaining momentum by the day. Especially in organisations with budgets large enough for AI experimentation and implementation – including big corporations like Goldman Sachs and JP Morgan Chase or tech behemoths like Google and Microsoft – jobs are likely to be affected.

In the finance sector, research suggests that banks are spending 60 to 80 per cent of their payrolls on workers most likely to be affected – or replaced – by AI.[6]

It must be noted, however, that what is most likely is that AI won’t act as a complete replacement for human labour but as an addition that significantly streamlines workplace activities. For businesses and workers, there is a rising need to learn to work alongside AI as well as an opportunity to reimagine the human contribution of employees to their work. In any case, the trick will be using the technology to improve the lives of humans, rather than the other way around – lest it create a headache rather than cure one.

Michael McQueen is a trends forecaster, change strategist and award-winning conference speaker.

He features regularly as a commentator on TV and radio and is a bestselling author of 10 books. His most recent book Mindstuck: Mastering the Art of Changing Minds explores the psychology of stubborness and the art of 21st century influence. 

To see Michael speaking live, click here.

For more information on Michael’s keynote speaking topics, michaelmcqueen.net/programs.

[1] Agarwal, R, Kremer, K, Kristensen, I & and Luget, A 2024, ‘How generative AI can help banks manage

risk and compliance’, McKinsey & Co, 1 March.

[2] Agarwal, R, Kremer, K, Kristensen, I & and Luget, A 2024, ‘How generative AI can help banks manage

risk and compliance’, McKinsey & Co, 1 March.

[3] Braughton, K & Maurer, M 2024, ‘CFOs Tackle Thorny Calculus on Gen AI: What’s the Return on Investment?’, Wall Street Journal, 24 March.

[4] Braughton, K & Maurer, M 2024, ‘CFOs Tackle Thorny Calculus on Gen AI: What’s the Return on Investment?’, Wall Street Journal, 24 March.

[5] Braughton, K & Maurer, M 2024, ‘CFOs Tackle Thorny Calculus on Gen AI: What’s the Return on Investment?’, Wall Street Journal, 24 March.

[6] Lohr, S 2024, ‘Bankers, lawyers and tech workers mostlikely to be in AI firing line’, Sydney Morning Herald, 11 February.

All this to say, Gen Zs are thinking about their relationship with work very differently to their predecessors!

Here are 3 ways Gen Z is approaching work:

1. Gen Z are not to be tied down.

With a strong impulse for independence, Gen Zs are highly averse to feeling tied down to their work or workplace.

A ResumeLab study revealed that 83% of Gen Zs describe themselves as job hoppers, highlighting how comfortable young people are with this characteristic being a key feature of their identities. 75% would not he hesitate to leave a job even if they don’t have another to go to, and 43% don’t plan to stay with their current employer any longer than two years.[1] This generation is not interested in long term commitments to workplaces but would rather try multiple jobs and move quickly from one challenge to another.

Not only do Gen Zs not want to feel tied down to a job, but they don’t want to feel overly tied up in the work itself. 73% of Gen Z workers say a healthy work-life balance is more important than salary and 70% would willingly quit a job that was damaging their work-life quality.[2]

With this work-life balance being a priority for young people, the right to disconnect is crucial. It’s been highlighted that this right is especially important for because the lines between work and recreation are most easily blurred for Gen Z whose smartphones are crucial to both. Work notifications outside working hours are likely to come up on exactly the device they are using to relax.[3]

2. It’s not about the money.

Not only are Gen Z uninterested in being overly tied to their work, but they also claim they are more driven by meaning than money with almost two-thirds (65%) saying they’d prefer to do something of significance rather than merely earn a big pay packet.[4]

Consistently, Gen Z are looking for work that aligns with their values and gives them a sense of leaving a meaningful impact on the world for the better. The stats reflect this, revealing that

• 72% say having satisfying job duties is more important than salary.
• 70% say having meaningful work is more important than salary.
• 70% say they would quit their job if it doesn’t make them happy.[5]

Today’s young people have a clear sense of their own values and opinions and are ready and willing to confidently contribute within their workplaces. While older generations may view this confidence as a kind of arrogance or entitlement, it much more closely reflects the generation-wide desire to make a difference.

Gen Z thrive most when given opportunities to express their passions and use their skills in the workplace. Leaders can play into this by providing avenues for yoing people to bring use their abilities for the greater good of the company. Coupled with this, clear opportunities for growth help to weave a young person’s personal ambition in with their contributions to an organisation.

Particularly given the fact that Gen Zs are significantly mor driven by a sense of meaningful, impactful and values-driven work, this kind of leadership is crucial in engaging them.

3. Work and friends are not to be confused.

Interestingly, while Gen Z want their workplaces to provide them with this sense of purpose and meaningful work, they tend to keep their socialisation and their work separate. The prioritisation of work-life balance or separation and today’s remote work trends means that Gen Z is thinking very differently to older generations about their friendships at the office.

For Gen Z, work and life make up two separate worlds and work is not necessarily viewed as a place for socialising. With remote work having become a norm during the formative years of their entry into the workforce, many are unfamiliar with the idea of having strong social ties to colleagues. The convenience of remote work often trumps the connectedness of in-office work. and despite Gen Z widely reporting feelings of loneliness, these feelings are not enough to sway them towards workplace social connections.[6]

The lack of social connections within workplaces is highly related to Gen Zs high job-hopping rates, with friendships and a sense of belonging being key factors in motivating commitment to a particular workplace. The reality is that workplaces provide a significant amount of community to employees, not to mention unofficial mentorship and networking opportunities.

These work friend trends occur alongside statistics pointing to the poor mental health and high levels of loneliness in this generation. Whether these feelings of isolation will be enough to at some point sway them back towards the office remains to be seen. 

Overall, Gen Zs are thinking very differently about work than their older counterparts. They prioritise independence over commitment, meaning over money and work-life separation over socialisation. Engaging this generation will be about highlighting a meaningful vision and creating space for them to have an impact in their unique way.

Michael McQueen is a trends forecaster, change strategist and award-winning conference speaker.

He features regularly as a commentator on TV and radio and is a bestselling author of 10 books. His most recent book Mindstuck: Mastering the Art of Changing Minds explores the psychology of stubborness and the art of 21st century influence. 

To see Michael speaking live, click here.

For more information on Michael’s keynote speaking topics, michaelmcqueen.net/programs.

[1] Brower, T 2024, ‘7 ways to lead for the unique needs of Gen Z’, Fast Company, 16 February.

[2] Brower, T 2024, ‘7 ways to lead for the unique needs of Gen Z’, Fast Company, 16 February.

[3] Ward, M 2024, ‘Is the right to disconnect Gen Z’s workplace legacy? It’s complicated’, The Sydney Morning Herald, 18 February.

[4] Chiu, E. 2020, ‘Generation Z: Building a Better Normal’, Wunderman Thompson, December.

[5] Brower, T 2024, ‘7 ways to lead for the unique needs of Gen Z’, Fast Company, 16 February.

[6] Hall, J 2024, ‘What Gen Z Will Lose if They Don’t Have Friendships at Work’, Wall Street Journal, 7 March.

2024 is set to be another massive year for AI as we continue to see big companies integrate it into their operations, jobs evolve with the takeover, and regulations play catch up.

Here are 3 ways generative AI is set to affect the way we do business-as-usual.  

1. It’s not just blue-collar work in the firing line.

We have long been familiar with the threat of automation on industrial work, factories, administration and the simple, repetitive tasks that tend to clog up our everyday work. While there has been talk for years of AI replacing people like journalists, surgeons and lawyers, the reality of this seemed a long way off. This is no longer the case.

With generative AI having only accelerated since models like ChatGPT were launched a couple of years ago, white collar jobs are among those at risk of being taken over. The Burning Glass Institute recently published a report revealing the increasing need for workers to prepare for an AI-driven future workplace. Particularly for the large multi-national corporations with a high capacity to integrate the technology quickly, the trade off in paying such large employee bases will simply no longer prove worth it.[1]

It is most likely that AI won’t act as a complete replacement for human labour but as an addition that significantly streamlines workplace activities. For businesses and workers, there is a rising need to learn to work alongside AI as well as an opportunity to reimagine the human contribution of employees to their work. In any case, the trick will be using the technology to improve the lives of humans, rather than the other way around.

2. Generative AI will become a coworker in all parts of life.

Not only will we be learning to live alongside AI in our workplaces, but we will increasingly find it a part of our regular daily activities as companies integrate it into their existing systems.

Microsoft has begun the year with a change to its laptop and PC keyboards, adding a Copilot key which will enable faster access to the Copilot function on Windows. Rather than acting as an add-on, this move signals an integration of generative AI into the basic functions of computers, offering the ability to instantly and automatically create images, write emails, draw up spreadsheets and summarise information.[2] Alongside this, Microsoft also launched their Copilot app for iPhone users, enabling all the same functions via smartphones.

Google is running the same race, integrating its existing AI app Bard into a more advanced model which they are calling Gemini. Not only can Gemini complete the basic AI tasks of brainstorming business ideas or creating schedules, but it can engage in much more complex activities – coding, logical reasoning and creative collaboration. This will be available on both laptops and smartphones, meaning this kind of AI is set to pervade the most fundamental of our everyday tasks.[3]

It would be easy, and quite logical, to assume that AI like this would be kept in our homes and workplaces existing solely on our devices. This is not the case at all, with Volkswagen now integrating an AI-powered chatbot similar to its cars. Several Volkswagen models will be featuring the chatbot, including its line of electric vehicles. Mercedes-Benz features ChatGPT in its infotainment system as well, with both companies looking to include the technology enabling drivers to voice control car functions, source information and have conversations. And of course, it is all hands-free.[4]

3. The rules will need to play catch-up.

With the technology evolving so rapidly and with companies integrating it so quickly, it is no surprise that regulations are needing to play catch-up.

The Federal Communications Commission in the US recently banned robocalls that contain AI-generated voices, as a New Hampshire investigation into robocalls imitating Joe Biden continues. This will not only outlaw the dangerous use of AI impersonations for manipulative purposes, but any use of AI voices in phone calls. Harsh fines are in place for any company that breaks the law.[5]

However, cases like the Joe Biden impersonation call are becoming more and more common. Recently, a worker was scammed into paying $39 million as a result of receiving a deepfake video of his co-workers. Artificial intelligence software was used to impersonate his superiors in a video conference in which all members except him were fake. While this is an extreme case, deepfakes of public figures, celebrities and politicians can be found all over the internet, with some dangerous results. Both regulations and ethics themselves will need to keep up as this technology continues to burgeon.[6]

If we are wondering what will feature most heavily in our new normal moving forward, it is generative AI. Within a decade, it is likely that the most basic of our tasks will be unrecognisable with much of our human effort supplemented by this technology. How will it impact our quality of life, the way we spend our time or our philosophy of what it means to be human? The jury is still very much out.

Michael McQueen is a trends forecaster, change strategist and award-winning conference speaker.

He features regularly as a commentator on TV and radio and is a bestselling author of 10 books. His most recent book Mindstuck: Mastering the Art of Changing Minds explores the psychology of stubborness and the art of 21st century influence. 

To see Michael speaking live, click here.

For more information on Michael’s keynote speaking topics, michaelmcqueen.net/programs.

[1] Lohr, S 2024, ‘Bankers, lawyers and tech workers most likely to be in AI firing line’, Sydney Morning Herald, 11 February.

[2] Warren, T 2024, ‘Microsoft’s new Copilot key is the first big change to Windows keyboards in 30 years’, The Verge, 4 January.

[3] Hsiao, S 2024, ‘Bard becomes Gemini: Try Ultra 1.0 and a new mobile app today’, Google, 8 February.

[4] Korosec, K 2024, ‘Volkswagen is bringing ChatGPT into its cars and SUVs’, TechCrunch, 9 January.

[5] Swenson, A 2024, ‘FCC votes unanimously to ban unsolicited AI robocalls’, The Associated Press, 9 February.

[6] Titcomb, J 2024, ‘Deepfake video call scams global firm out of $39 million’, The Sydney Morning Herald, 8 February.

At the time, Stanford University social psychologist Leon Festinger became intrigued by this group’s rise to prominence. Having infiltrated the group with a group of colleagues under the guise of being true believers, Festinger uncovered some fascinating psychological findings about the nature of cognitive dissonance.

When December 21st came and went, with neither an alien visit nor a devastating global flood, Festinger assumed that the cult members would begrudgingly accept that they had been wrong and abandon the cult in short order.

Curiously though, the very opposite occurred.

Faced with the embarrassment that their certainty had been misplaced, the cult members doubled down in their commitment to both the cult leader and their belief that the world’s end was imminent. They merely changed the date and searched for an alternative explanation. Many concluded that the world had in fact been saved because of their devotion and faithfulness and so continued to preach their message with great vigour than ever.[1]

Festinger observed a common pattern: people have a powerful psychological need to maintain consistent attitudes and behaviour. [2]

In an attempt to make sense of this pattern, Leon Festinger introduced the term ‘cognitive dissonance’ which he defined as the distressing mental state in which people “find themselves doing things that don’t fit with what they know or having opinions that do not fit with other opinions they hold.”[3]

The need to avoid cognitive dissonance was so strong in the cult members that even objective evidence against their beliefs was not enough to convince them otherwise. The desire to be and appear congruent in their beliefs and behaviours outweighed any alternative facts.

While it is easy to mock such groups, the reality is we all attempt to avoid the appearance of dissonance in this way. Instead of owning up to our hypocrisy, we will try any means possible of twisting our beliefs and judgements in a way that justifies our inconsistent behaviour.

Despite the obstinance that these habits often produce in people, harnessing the innate aversion to inconsistency can act as a powerful means of persuasion. Recent research into hospital hygiene – an area we all rely on to be consistent – highlighted precisely this principle.

While the value of hand washing in a medical context has been well-understood since the 1840s, one of the persistent challenges had been to turn this awareness into action. Many doctors, nurses and surgeons persisted in not adhering to proper hand hygiene procedures. This was especially pronounced among surgeons who washed their hands less than half as often as guidelines prescribed.

A few years ago, researchers Adam Grant and David Hofmann set out to address this. Grant and Hofmann were well aware of various interventions that had unsuccessfully changed the hand hygiene habits of surgeons. However, where other initiatives had focussed on educating, threatening or pleading with surgeons to do the right thing, Grant and Hofmann opted for a new approach.

In their experiment, they placed two different signs above various examination room soap and gel dispensers. The first of these said, “Hand hygiene protects you from catching diseases” while the second one read, “Hand hygiene protects patients from catching diseases.”

Although the difference between the two signs was only a single word, the impact was remarkable. The first sign saw barely any difference in the rate of hand washing while the second sign resulted in a 45% increase.

Why was this the case? The researchers concluded that the suggested change tapped into the self-personas and exposed how their behaviours and deeply-held beliefs were out of alignment. The reality is that most surgeons enter the medical profession with a passion for helping patients. And so being nudged with the idea that failing to wash their hands was putting their patients at risk caused dissonance that demanded a response. In this instance, the response was to start doing the right thing.[4]

The need to avoid incongruence can produce ugly habits in all of us, but it can also be used to guide others towards more positive practices. Nobody wants to feel like a hypocrite, even less to appear as one. This desire for congruence offers us a key way of motivating ourselves and others – by uncovering inconsistencies, we can move each other closer to the people we aim to be.

Michael McQueen is a trends forecaster, change strategist and award-winning conference speaker.

He features regularly as a commentator on TV and radio and is a bestselling author of 10 books. His most recent book Mindstuck: Mastering the Art of Changing Minds explores the psychology of stubborness and the art of 21st century influence. 

To see Michael speaking live, click here.

For more information on Michael’s keynote speaking topics, michaelmcqueen.net/programs.

[1] Levinovitz, A 2017, ‘Trump Supporters Refuse to Believe Their Own Eyes’, Slate, 27 January.

[2] Kolenda, N 2013, Methods of Persuasion, Kolenda Entertainment, LLC, pp. 64-66.

[3] Burton, R 2009, On Being Certain: Believing You Are Right Even When You’re Not, St. Martin’s Griffin, UK, pp.12-13.

[4] Cialdini, R A 2016, Pre-Suasion: A Revolutionary Way to Influence and Persuade, Cornerstone Digital, pp. 230-231.

If you haven’t heard of it, ‘rizz’ is a slang word derived from ‘charisma’, defined by The Oxford Dictionary as, “Pertaining to someone’s ability to attract another person through style, charm, or attractiveness.”

“Rizz” is one word among many proliferated primarily through Gen Z’s social media presence – Gen Z being the 2 billion people born between 1995 and 2009.[1] Other key words in the lexicon include, “slay”, “sus”, “drip”, “simp”, “stan” and “cap”, all commonly used among Gen Zs but completely opaque to the untrained ears of older generations.

With the rapid proliferation of jargon like this made possible via global online networks, it is easy to see how generational language barriers can be created as young people’s language evolves so quickly. As new and generation-specific vocabulary spills over into the workplace, it doesn’t take much for confusions to occur, especially when the newbie is referring to a colleague or superior as “the GOAT” (Greatest Of All Time), or referencing workplace gossip as “the tea”.

Language barriers don’t only exist in verbal form, particularly since much of Gen Z’s lexicon is emoji—based. While other generations use emojis, the meaning they attribute to them is completely different to that of Gen Z.

In her book Digital Body Language, Erica Dhawan examines the dynamics involved in this generation’s very different use of emoji’s. “People over 30 generally use emojis to convey what the images always did, she said, while younger digital natives ascribe sarcastic meanings to them, or use them as shorthand for an entirely different thought.” The stakes are high when it comes to emoji-based miscommunication – especially in the workplace. “The rise of emoji use at work, such as between remote teams during the pandemic, has created more misunderstanding than ever,” according to Dhawan.[2]

Contributing further still to generational language barriers are the platforms being used to communicate on. Research conducted by consulting firm Creative Strategies has revealed a big difference between the tools and platforms employees prefer to use based on their age group.

For those over the age of 30, for instance, email was the primary tool used for collaboration in the workplace. For Gen Z’s however, email was not even in the top five with younger people instead preferring Google Docs, Zoom and iMessage.[3] The research’s authors also noted that a clear generational bias exists between Microsoft Office and Google Docs with the under 30s preferring to use Google’s tools, and vice versa. Reflecting on this fact, they suggest “Younger people have been influenced by tools they’ve grown up with in the consumer world, and it may not always fit with the most commonly used tools in business. And as these users get older and come to constitute the main part of the workforce, businesses will be forced to adapt their tools to accommodate them.”[4]

To this point, a global workforce survey conducted by Citrix found that only 21% of business leaders use instant messaging apps like Slack or WhatsApp for work purposes, compared to 81% of Gen Z employees. The result of this is that “business leaders are largely inhabiting separate ‘tech bubbles’ from their younger employees,” according to the study’s lead researcher.[5]

It’s not only communication platform preferences that vary across the generational divide but modalities as well. One of the most noteworthy examples of this is Gen Z’s famed aversion to making phone calls. Research indicates that 81% of this young group report that having to pick up the phone is a source of anxiety and often results in nausea, muscular tension or increased heart rate. Instead, Gen Zs gravitate toward using messenger apps. When asked why this is the case, members of this young cohort say they prefer having the freedom and time to compose messages and respond when it suits them.[6]

Having grown up as true digital natives, Gen Z feel most themselves online. In a 2021 by Coefficient Capital, 45% of Gen Zs say they feel most like their authentic selves online whereas 40% say that they are most authentic in the real world. This is in stark contrast with older generations. Amongst Gen Xers, only 22% felt most like themselves online and just 7% of Baby Boomers said the same. For these older generations, they felt much more comfortable and authentic offline (62% for Gen Xers and 75% for Baby Boomers).[7]

All this said, there is a growing awareness within Gen Z of how valuable the analogue world is. Having borne the brunt of COVID-19, 83% of Gen Zs say they have a greater appreciation for in-person interactions and just over half said they felt isolated and disconnected during pandemic lockdowns. Significantly, this figure was much higher than the equivalent data for Gen Xers and Baby Boomers.[8]

The reason these digital trends matter is that, as demographic research business Year 13 suggest, “What Gen Zs do online today is what the world will be doing tomorrow.”

When you consider that Gen Z will be 31% of the working population by 2035[9] and are set to wield a spending power exceeding $33 trillion over the coming decade[10], these generational differences are ones leaders and organisations cannot afford to ignore.

Those that embrace them, however, not only allowing for the differences but harnessing them for the greater potential of the company will be the ones that succeed – or, in Gen Z terms, slay.

Michael McQueen is a trends forecaster, change strategist and award-winning conference speaker.

He features regularly as a commentator on TV and radio and is a bestselling author of 10 books. His most recent book Mindstuck: Mastering the Art of Changing Minds explores the psychology of stubborness and the art of 21st century influence. 

To see Michael speaking live, click here.

For more information on Michael’s keynote speaking topics, michaelmcqueen.net/programs.

[1] “Gen Z and Gen Alpha Infographic Update”, McCrindle, 2023.

[2]  Ishmael, A. 2021, ‘Sending Smiley Emojis? They Now Mean Different Things to Different People,’ The Wall Street Journal, 9 August.

[3]  June, S. 2021, ‘Could Gen Z free the world from email?’ The New York Times, 10 July.

[4]  Bajarin, B. 2020, ‘In the new age of remote work, people under 30 might finally kill email,’ Fast Company, 23 July.

[5]  2021, ‘Work 2035: The Born Digital Effect,’ Fieldwork by Citrix.

[6]  2021, ‘Why Gen Zs Don’t Want Your Phone Call,’ Year 13, 14 November. 

[7]  Sanwal, A. 2021, ‘Gen Z feel more like themselves online,’ CB Insights, 23 December.

[8]  2020, ‘Over 90% of Young Workers Having Difficulty Working from Home, Survey Finds’, Smartsheet, 22 April.  

[9] “Gen Z and Gen Alpha Infographic Update”, McCrindle, 2023.

[10] Dean, E 2023, ‘Gen Z Trends for 2023 – Everything You Need to Know About Gen Zers”, Business Community, 19 September.

Contrary to what we would assume, rewards and incentives can often have the effect of demotivating others. According to researchers at the US National Institute of Health (NIH), the reason for this can be found in the part of the brain that they stimulate.

Brain function scans conducted by the NIH have found that traditional rewards like cash payments stimulate a brain region called the Nucleus Accumbens. This primitive part of our brains is often referred to as the pleasure centre and is responsible for the release of the powerful reward hormone dopamine. In effect, being offered a cash incentive gives us a dopamine hit that creates feelings of contentment, exuberance and ecstasy. It’s a process not unlike what occurs when someone takes a dose of cocaine.

In contrast, when asked to help, to contribute or to feel generally responsible to and for others, it is the Posterior Superior Temporal Sulcus that lights up. This is the part of the brain that is responsible for social interactions and powerfully influences the way we form human connections, relationships and perceptions of others. It is highly sensitive to altruism and the social cues of being connected to others.[1]

Here’s the trick. These ‘social’ and ‘reward’ parts of our brain cannot function simultaneously. One or the other takes over control of our thinking and decision-making. The result is that we are either motivated by an incentive, or by our natural sense of social responsibility, relationship and reciprocity.

Exploring the implications of this dynamic, Dan Ariely in his bestselling book Predictably Irrational offers a powerful example of how unhelpful it can be to confuse altruism with self-interest motivators. Ariely points to a daycare centre that was trying to address the issue of parents arriving late to pick up their children. In an effort to motivate punctuality, the daycare center instigated a fine for late pickups only to find that this resulted in more parents turning up late. In fact, the number almost doubled.[2]

The reason for this was that before the fine was implemented, there was an unconscious social pressure for parents to arrive on time. They knew that failing to do so would mean their child’s teacher would have to stay back, and so their natural sense of social responsibility would kick in. While not always preventing inevitable lateness, altruism, reciprocity and empathy meant that parents were motivated to be on time as much as possible.

However, once the fine was imposed, the decision to be on time or not became an economic one. Whether parents arrived on time or not became a cost-benefit analysis. The parents were in effect paying for their lateness and so if the cost of the fine was lower than the benefit of being able to squeeze more into their afternoon, lateness seemed like a reasonable choice – and more people made that choice.[3]

These findings are consistent with another study conducted in Switzerland in which researchers set out to examine the impact of reward-based incentives on people’s willingness to donate blood. A group of women interested in donating blood were separated into groups. The first group was thanked but offered no compensation, the second was offered a cash payment of the equivalent of $7 USD, while the third was informed a payment of that amount would be contributed to a children’s cancer charity if they chose to donate blood.

52% of women in the first group agreed to go ahead and become blood donors. In contrast, only 30% of those in the second group did the same. Significantly, the highest donation rate was amongst those in the third group where 53% agreed to give their blood. As Dan Pink suggests in his book Drive, the financial incentive “tainted an altruistic act” and “crowded out” the intrinsic desire to do something good.”[4]

This very term echoes the words of Ruth Grant in her book Strings Attached: Untangling the Ethics of Incentives. Grant agrees with Pink explaining that incentives “crowd out” the inherent desire to do things for altruistic reasons. “The incentive, or extrinsic motivation, diminishes the intrinsic motivation,” she suggests. “Incentives undermine altruism, reciprocity, and other non-self-interested motives in a manner similar to the way in which they undermine intrinsic motivation.”[5]

For leaders in a professional context, or any individual in a position requiring persuasion, the principle is this: we must make a choice as to which motivational engine we are aiming to appeal to in making our case or presenting our request. For example, if asking an employee to stay late at work to help meet a deadline, consider the different responses that would be evoked by expressing how much their help would mean to you and offering them a few extra dollars.

Granted, in many workplaces, people would be far more motivated by financial incentive than by a sense of responsibility, reciprocity and altruism. It may then be worth considering the kind of culture at play in the workplace, and focusing on building a team which facilitates people’s natural inclinations towards altruism. Create a culture where people want to help each other.

Trying to appeal to someone’s sense of both altruism and self-interest at the same time is both confusing and counterproductive. We must beware that when the social and reward parts of our brain go ‘head-to-head’, the self-interest will invariably trump social responsibility. But, before it comes to that, it is most persuasive and most charitable to appeal to our innate sense of altruism.[6]

Michael McQueen is a trends forecaster, change strategist and award-winning conference speaker.

He features regularly as a commentator on TV and radio and is a bestselling author of 10 books. His most recent book Mindstuck: Mastering the Art of Changing Minds explores the psychology of stubborness and the art of 21st century influence. 

To see Michael speaking live, click here.

For more information on Michael’s keynote speaking topics, michaelmcqueen.net/programs.

[1] Brafman, O 2009, Sway, Currency Press, Sydney, p. 132-144.

[2] Pink, D 2011, Drive: The Surprising Truth About What Motivates Us, Penguin Putnam, United Kingdom, 50-51.

[3] Weinberg, G. and McCann, L. 2019, Super Thinking, Penguin, London, pp. 222-223.

[4] Pink, D 2011, Drive: The Surprising Truth About What Motivates Us, Penguin Putnam, United Kingdom, 45-47.

[5] Garvey, J. 2016, The Persuaders, Icon Books, London, p. 239-241.

[6] Brafman, O 2009, Sway, Currency Press, Sydney, p. 132-144.