The futureof us
Amid climate catastrophe andpandemic-induced disruption,a new era is taking shape. Here’s
a field guide to navigating the‘net zero era,’ in which successful
businesses will lead with digital,
empower consumers and act
with purpose.

Table of contents
Introduction

3

The net zero era emerges

4

A field guide for the net zero era
Digital+5

7

From auditing carbon to removing carbon
From solo endeavors to collaborative ecosystems
From linear value chains to circular business models

Consumer empowerment

16

From personalization to co-creation
From individual experiences to community affiliations
From growing mistrust to shared authority

Purpose25

From money matters to money matters less
From workplaces to working spaces
From a place for commuting to a place to connect

The dawn of a new age

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Introduction
Most of us would agree the world no longer functions as it once did.
Environmental consequences, particularly those stemming from theclimate crisis, are no longer concerns of the future. We’ve moved past thetime of relying on the familiar modes and certainties of a stable climate anda pre-pandemic reality.
Amid the widespread dysfunction — from
unprecedented weather events and snarled supply
chains, to rampant labor shortages and new healthprotocols — it’s easy to sense the old world fading
away, never to return. Less obvious, but also as certain,is the dawning of a new era. This new reality will bedefined by a volatile planet whose citizens, businesses
and governments discover new ways of functioning
productively, safely and meaningfully in a world beset byenvironmental disruption and global illness. Equally andjust as importantly, however, it will also be infused withhuge technological progress and innovation and hope.
The future of us

Call it the “net zero era”— not because carbon
reduction is the only need of the day but because
the term encapsulates the many challenges the world
faces, the most threatening of which is sustaining aplanet healthy enough for humans to keep calling home.
For business leaders everywhere, it will be essential torecognize the glimmers of this new era and grasp what’s
important and what’s possible.

3

The net zero era emerges
From our vantage point, three glimmers in particular willdefine the net zero era. We’re seeing:
The major pillars of society rapidly digitizing products,
services and experiences to remake how we learn,govern, heal, manage our finances, protect ourselves
and spread opportunity. Sustainability is a key driver ofthis digitization, with four-fifths of the global economy
now subject to a net zero emissions target, and increased
pressure and regulatory requirement to disclose andsubstantiate environmental, social and governance(ESG) claims.1
Consumers acting with increased self-agency and inaccordance with their values. As traditional purveyors
and processes become unavailable, unreliable or outof alignment with their individual needs or values,
consumers are seeking new ways to source goods,
services and information. Consumers are now aware
they can use their purchasing power to direct companies
toward products and services that represent theirpersonal or political beliefs.

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A new generation of citizens and workers turning to theirown sense of what matters to energize their personal
and professional endeavors, as well as those of theiremployers. As with consumer choices, employees arechoosing to align their talent and time with employersthat reflect their purpose.
In some ways, our current time is reminiscent of the
Bauhaus movement of a century ago, which unfoldedin a similar era of profound disruption and embraced
the forces of innovation, technological acceleration,and rapidly changing customer sentiment to deliverproducts and services with a new sensibility into
people’s everyday lives.

In some ways,
our current timeis reminiscentof the Bauhaus
movement ofa century ago,
which unfoldedin a similar eraof disruption.

4

A field guide for the net zero era
What you, as steward of your enterprise, do next is critical. How the future ultimately unfolds is up to the collective“us” and our response to the dizzying pace of social, environmental and technological change and stakeholder
demands. This is what will define society, commerce and organizations for decades to come.
That’s why we’ve developed this field guideto what the net zero era entails, one we hope
will help business leaders see ahead, getahead and stay ahead of the drivers shaping
the future.
We’ve organized the guide into three main
sections that explore the essential drivers forforward-thinking businesses to embrace, whyeach is vital and how they can ensure they
are future-fit:

1

1

1
2

2

1. Digital+

View everything through a digital lens.
From processes and systems, to customer
and partner interactions and entire value
chains, nearly everything can be rethoughtwith digital at the core. Advanced
technologies and modernized ways ofoperating and collaborating across value
chains will be critical for building new
business models that meet sustainability
targets and ensure the health of the planet.
We will need data-driven intelligence andvisibility to shift supply chains, design andbehaviors to low-impact, circular modesof operation.

32

3

2. Consumer empowerment

Understand the newly “conscious,”
self-reliant consumer. The old customer
relationship is broken. Consumers not
only want to be known by the businesses
they interact with through personalization
initiatives; increasingly, they also demand
agency over the formulation of the end
products they buy, the services they
consume, the choices they make and theexperiences they choose. Businesses needto provide the transparency, trust andcontrol consumers increasingly demand.

3. Purpose

Promote and support a sense of purposeand belonging. Shareholders, regulatorsand consumers are asking institutions
to tap into a deep sense of purpose topersevere and thrive in a world redefinedby illness and natural calamity but also
refreshed by technological advancement
and innovation. Attracting the next
generation of talent and building closer
relationships with customers will dependon developing and acting on a corporate
ethos that guarantees workers of all stripes
a supportive work environment.

3

Digital+ Digital+
Empowerment
Empowerment
PurposePurpose Purpose
Digital+Empowerment

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5

To illustrate these three drivers in our field guide, we’ve createdhypothetical scenarios on what life and work might look like inthe net zero era we foresee. These scenarios are designed toreflect the life of a young millennial or Gen Z worker, as these
are the people most impacted by — and most influential in
shaping — the future.

Facing the challenges of the net zero era will require targeted
investment, innovative thinking and quick action. In the end,
the future holds no guarantees — it’s our own actions that will
create a future that’s healthy and productive.

The pandemic has brought down the curtain on digital’s
first act, and now the second is about to begin. A new era isunfolding — the net zero era. This is the Future of Us.

A new era isunfolding — the net
zero era. This is the
Future of Us.

The future of us

6Digital+
Net zero demands a digital-first mindset
The complex solutions needed to solve our interconnected social, economic, healthand environmental challenges will rely on the speed, automation, intelligence andconnectedness that only a digital-first mindset can bring. New business and operationalmodels — from “everything as a service” (XaaS), to circular business models, tosystems-thinking — will be supported by advanced modes of information sharing,collaboration and intensive analytics.
To understand where changes are needed andhow to execute them, businesses will instrument
their assets, products and spaces with sensors,gather massive amounts of data about everything,
and use artificial intelligence (AI) and machinelearning to sift and mine for meaning. Meanwhile,
they will accelerate innovation through application
programming interface (API)-driven ecosystems

The future of us

that lead to new ways of operating, inspired by net
zero needs and ideals.
This shift toward synthesized and collaborative
efforts echoes the notion of “Gesamtkunstwerk”(where different art forms combine into a cohesivewhole) that underpinned the Bauhaus movement
100 years ago.2

7

Future Views: The new stakeholder
Zac is always busy. Being climate conscious, captivated by techand social media savvy, he’s switched on and connected frommorning to late night, from updating his followers on what hethinks of the latest big tech hardware release to socializing withfriends in a collaborative virtual space. He’s easily frustrated
when he can’t access services, products or information hewants digitally.
His latest annoyance is his inability to quickly obtain
information on the sustainable sourcing of his groceries andthe comparative environmental cost to repair his laptop rather
than buy a new one. When he hits these obstacles, Zac always
lets his communities know so they can help spread the wordon which companies to avoid or promote when it comes tosustainable consciousness.

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8From auditing carbon to removing carbon
Each element of our consumption comes with a cost —not just the price tag, but also the many other elements
involved: energy, carbon, fresh water, land, chemicals added(and released again). These inputs and their externalities
are embedded in companies’ products and value chains.
With everything on the line, will you wait for stakeholders todrive strategy or get ahead with your own path to net zeroand beyond?
This deeply embedded problem is why many companies havegone beyond the traditional gestures of charitable donations
and office recycling. Corporate-wide sustainability initiatives
must now extend beyond small actions and mere reporting,to thoughtful analysis of which sustainability issues are most
relevant to a company’s key profit drivers. To set targets
and track progress toward them, businesses will require a
sophisticated approach to data collection, data management,
data analysis and data interpretation.

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Why now

What to look for

Business’s supply chains and — most importantly — thecommunities they serve have already felt the burn of theclimate crisis. In every country, extreme weather is forcing
horrific floods, fires and storms into people’s lives.

Corporate sustainability commitments are proliferating:from luxury goods maker Kering’s commitment to biodiversity,
to Unilever’s introduction of carbon footprint labels on its food,4to Nestle’s investment in regenerative farming practices.5
Even energy-hungry and carbon-dependent brands like
Formula 1 are considering future F1 races featuring hydrogenpowered cars.6

Western countries are busy legislating for net zero
emissions — the European Union has set ambitious goals
and adopted legislation across multiple policy areas toimplement international commitments on climate change,
and their impact on industry will be profound. A case inpoint is the European Commission’s taxonomy established
to meet the objectives of the European green deal.3

Further change will be driven by increased taxation, higher
resource costs, regulatory compliance mandates, fines — andbusiness risk, such as for industries that rely on fresh water intheir production processes, and those that find themselves“too dirty” for insurance companies to underwrite.7

9

Digital+: from auditing carbon to removing carbon

How to get ready
Many solutions are emerging that measure, reduce andoffset a range of environmental and social impacts.8 Within
the workplace itself, Internet of Things (IoT) sensors enable“always-on” data feeds to accurately monitor anything from
air and water quality to power use.

for maximized co-benefits and minimized cost.
By creating digital twins, businesses can test andreconfigure their supply chain or logistics networks
to remove carbon, redesign their water management
systems and realize more responsible sourcing strategies.

Beyond the physical workplace, IoT sensors embedded in
products will further the emergence of XaaS models,enabling providers to better manage product lifecycles withrepairs and reuse, and customers to better control theirenvironmental footprint.

Of course, all these sensors, data and analytics technologies
will have an environmental impact themselves. Digitaltechnology will require environmental footprinting as well, toprevent it from adding more impact than it seeks to reduce.
Business should avoid the old trap of looking for a perfect orenergy-free solution — one does not exist. Instead, look fordata centers, clouds and other computing resources that run
off renewable energy, as many increasingly do.

Analytics technologies — driven by AI and machinelearning — will be needed to correlate the different
variables and get new insights into steering interventions

By creating digital twins, businesses can test and reconfigure
their supply chain or logistics networks to remove carbon,
redesign their water management systems and realize more
responsible sourcing strategies.
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10From solo endeavors to collaborative ecosystems
For the daunting and multidisciplinary challenges of the net
zero era, organizations won’t find solutions in isolation — they’ll
need deeper collaboration through tech-enabled ecosystems
that pool ideas, opportunities, capabilities and risk.
Businesses can learn from the example of a group ofcompanies in mechanical and plant engineering in Austria,
Germany and Switzerland. In 2017, these companies stopped
fiercely guarding their intellectual property and created
Adaptive Manufacturing Open Solutions (ADAMOS), an open
and non-proprietary platform for sharing resources and techknowledge for the benefit of all participants.9
With fast emerging needs — and the need to meet them inreal-time — open collaboration enabled by digital tools will
increasingly be the name of the game.

Why now

What to look for

The race is on to meet consumer standards, grow economies
and protect the little time we have left to do so in a still-stableclimate. By forging collaborative ecosystems, sellers andproducers can align themselves around the greater good asthey allow unique insights, capabilities, data and knowledge
to flow through a value chain. Large-scale, interconnected
databases of API-driven environmental parameters could
underpin joint actions aimed at preserving the environment,
as well as automating the next best action through smart
data governance.

Digital ecosystems will reshape an array of industries, from the
manufacturing of sustainable consumer products, to the riseof interconnected healthcare services that leverage patient
data across wellness specialists, nutritionists and doctors.
A future example could come from utilities, with a holistic andsystemic vision to restore natural water cycles by collaboratingwith equipment manufacturers, city designers and researchers
to make the places where people live green, healthy andfuture-proof.10

This could take the form of farmers using AI-driven analytics
on third-party meteorological data to identify harmful
weather patterns and plant diseases, and to understandwhat will sell — and for how much — at a virtual market.
IoT projects will have huge potential to help companies
collaborate. It’s not just about connecting machines together
to improve productivity through automation at scale; it’s also
about better collection of data from your own and third-party
processes, operations and spaces to drive transparency, trustand better decision making.

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11Digital+: from solo endeavors to collaborative ecosystems

How to get readyEmpower dedicated teams to swarm around a specificchallenge, and connect these teams with other industry
partners and innovative startups to unlock new insights
about the art of the possible. These teams should comprise adiverse mix of expertise drawn across functional boundaries:
product specialists working alongside material specialists,
data scientists and user experience (UX) experts focused on ashared strategic goal.

Businesses can also improve the value and effectiveness of
their collaborations through the use of “systems thinking,” inwhich they map the impact of their business decisions beyond
the immediate next step in the value chain and optimize
processes to meet the objectives of a larger subset of players.
This goes beyond the traditional approach of maximizing theperformance or benefit of an individual component or element.

Businesses can also improvethe value and effectiveness of
their collaborations throughthe use of “systems thinking.”

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12From linear value chains to circular business models
Few companies or people consider what happens to theirproducts after selling or buying them. This is hardly a surprisegiven that we have created an economy based on ensuring
the consumer doesn’t see the waste. (Think of the waiter who
has been carefully instructed to clear your buffet plate between
each course.) The inconvenient truth is that people eventually
throw away their purchases and buy shiny new replacements,
with waste collectors taking care of the discards.
Circular business models can build economic, natural andsocial capital by designing out waste, keeping products andcomponents in use and returning materials to the productlifecycle. Through IoT and XaaS, it is now possible to digitally
track, measure and conserve assets and materials so
producers and customers can derive the maximum value
from them.

Why now

What to look for

An array of trends — including supply chain disruptions, new“green” legislation, carbon taxes, the service economy. andconsumer preference for partial/temporary ownership models— are driving a rethink of traditional product lifecycles.

New business models are emerging based on mixed
ownership, reuse and remanufacturing. And it’s not the usual
consumer brands like IKEA making all the plays: Schneider
Electric’s circularity strategy avoided 157,000 tons of primaryresource consumption in 2020.16

Product stewardship programs are now emerging worldwide,from “Swap and Sell” Whatsapp groups popping up in cities
and regions around the world, to business-led moves such
as IKEA’s Circular Hub.11 Government-sponsored initiatives
are also emerging, including procurement programs in cities
like Toronto12 and wider national strategies such as France’s
50-measure roadmap for a 100% circular economy13 and theNetherlands, plan to become totally waste-free by 2050.14 At theroot of these initiatives is recognition that businesses and theplanet are approaching a consumption-based tipping point.

The secondary market for mobile phones hints at theopportunity for companies to retain more of the value ofthe material and energy used to make their products. It also
points to the business model changes required to seize that
opportunity — such as new processes and systems for helping
customers when products wear out, approach obsolescence,
fail or no longer provide satisfaction.

Innovative companies have identified business opportunities
in the transition to circularity. For example, Paris-based
Back Market, which runs a marketplace platform
for sophisticated refurbished electronics, hasreached a valuation of $5.7 billion that madeit France’s most valuable startup.15

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13Digital+: from linear value chains to circular business models

How to get readyBusinesses need deeper collaboration across the value chain
to develop products that can be managed over their lifecycle.
Waste at one end of a value chain could be fresh input foranother (using worn-out car tires to make padded floors in achildren’s playground, for instance).

Understanding the possibilities associated with circular businessmodels requires collaboration among multiple players insideand outside the business. This is why, again, systems thinking isrequired. Whether it’s quantifying all the transactions involved
across the supply chain to put a price on the final product, or
enabling new services and opportunities around the productalong its lifecycle, businesses will need to coordinate theiractions and decisions with others in the ecosystem.

Understanding the possibilities
associated with circular businessmodels requires collaboration
among multiple players insideand outside the business.

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“Together let us desire, conceive and create
the new structure of the future.”— Walter Gropius, Bauhaus founder

Quick Take

Toward a second
BauhausThe Bauhaus movement came of age at the intersection of new technologies, new materials and roilingsocietal change. Sound familiar? We think the world is due a second Bauhaus movement, 100 years after theoriginal, whose principles could provide a clue to a corporate philosophy fit for the net zero era.
The first Bauhaus movement responded to innovation
opportunities made possible by new construction materials(steel, poured concrete), electrification, telephones andmotorcars, as well as the first stirrings of industrial massconsumption that ultimately grew into our late 20th-century
consumer-based economy. The Bauhaus battle cry, “art into
industry,” revealed a desire to extend beauty and quality(i.e., into every home) through well-designed, industrially
produced objects.

acceleration and rapidly changing customer sentiment tocreate the products, services and business models that deliver
the sensibility of the net zero era into people’s everyday lives.

The second Bauhaus will borrow from the original movement’s
drivers but within the context of the opportunities that
digitizing our physical world brings. The most importantof these opportunities, perhaps, is improving the ability
to understand the world we live in through increased
quantification and better real-time insights into what needs tobe reengineered to reduce environmental impact.

Imagine: building digital twins, “systems of systems” or“ecosystems of ecosystems” that could model and lessen theimpact of climate change; buying personalized and tailoredproducts and services that guarantee the transaction’s
ecological impact is minimized; working for a company thatputs sustainability at the center of its value proposition.

Bringing this new Bauhaus iteration to life will require
embracing the modernized forces of innovation, technological
The future of us

The maxim of this movement will be “green into industry,”reflecting the crucial need to extend sustainability, consumer
agency and purpose into every company, through intelligent
systems, data-led insights, collaborative approaches, radical
business models and, of course, well-crafted experiences.

The new Bauhaus could provide an aesthetic for a modern
business that everyone understands instantly, just as the old
Bauhaus logo does today.
15

Consumer empowerment
Net zero means harnessing the empowered consumer
The last decade has seen businesses tripping over each other to find more personalized
and customized ways of transacting and interacting with customers through advanced
analytics and AI. This obsession with customization is now being paired with, if not everso slightly dethroned by, the need to customize for product sustainability.
At the same time, consumers have changed
dramatically since the pandemic broke — a time
defined by product outages, labor shortages, broken
processes and a growing sense that meeting thechallenges of the day will require breaking fromold habits and behaviors. And they’re not waiting
around for businesses to help with those changes.
They’re finding and developing their own process
workarounds, estimating carbon footprints, turning
to DIY if it seems “greener,” discovering alternative
sources and creating their own knowledge bases —through social media channels or even by creating
their own apps — to get the products, services andinformation they need.

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Businesses need to meet these new consumers
where they are and accept they’re no longer in thedriver’s seat. Just as the original Bauhaus movement
dissolved the boundaries between artist andcraftsman, we’ll see the lines blur between businessand consumer as new paradigms like co-creation,
XaaS and distributed ledger technologies redefine
ownership and power models. Customers will takethe helm of the relationship and increasingly expect
more say in their overall experience, from how theyminimize their ecological footprint to the ingredients
they want in their cologne.

16Future Views: The co-creatorCharlie is feeling newly re-energized by her current career track.
Not only has the tracking app she created in her spare time tolocate rare and unique fashion items been licensed by a wellknown US fashion chain, but it’s also trending on social media.
When the head of strategic sourcing at her company saw theitem on Charlie’s newsfeed, she asked Charlie for her thoughts
on how to ensure compliance across the company’s key
supplier relationships and inspire these vendors to proactively
consider environmental efficiencies they can make to theirproducts and factories.
She invited Charlie to join a team of technology specialists,
researchers and project managers to bring the concept tolife. Whereas Charlie always thought this was a stopgap job
to tide her over until she could create apps full time, working
for a community-focused, trustworthy and forward-thinking
company has made her think twice.

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17

From personalization to co-creation
Rather than consumers always being at the receiving end of
the product development process, forward-thinking businesses
are including them as partners in co-creating goods andservices so that the end product is completely personalized
to their lifestyle and particular concerns, whether it’s reducing
their environmental impact or getting the exact product for
their needs or tastes.

Why now

What to look for

Using lower cost and more widely accessible technology,
consumers are taking a greater role in creating the products
or experiences they value. Through social platforms like TikTokand Instagram, consumers are becoming more influential than
traditional marketers, building and marketing their own content
in the form of beauty hacks, game streaming, wellness lifestyles
and more. Businesses and social media platforms are working
to monetize this “creator economy” through subscription
services and even offering content stars their own shows.17

With their increased influence over product and service
composition, and the ability to create their own tools to findout what businesses aren’t ready (or can’t or don’t want) to
divulge, the consumer-as-creator could ultimately influencebusinesses’ sourcing decisions around clothing, furniture andelectronics, pricing environmental and social factors into thefinal cost and reshaping the value chain along the way.

Meanwhile, frustrated consumers have taken matters into
their own hands by creating tracking apps for needed goods
like at-home COVID tests, household essentials and medical
supplies.18 One teenager in the US created a bot that tracks
the comings and goings of business titans’ private jets andpublishes the information on Twitter, even after being offereda reward to stop.19

Even before that happens, businesses can no longer
overlook the opportunities of consumer co-creation. Fast-food
giant McDonald’s, for example, has added a “menu hacks”
section to its menu, enabling customers to order some of themost popular combinations that have emerged on TikTok.20
Proven Skincare, meanwhile, allows customers to formulate
their own products by applying an AI-based tool to a databaseof over 23,200 ingredients and including information on their
specific concerns, their lifestyle and where they spend most of
their time.
Both companies are striving to give customers more agency
over the final makeup of the products and services theywant to buy.

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18

Empowerment: from personalization to co-creation

How to get readyTo see where co-creation can fit into theirstrategy, businesses need to identify whether
their current market segmentation offers
enough insight about their customers’ values
to engage them in a hands-on co-creation
process. They also need to consider which
technologies could make it easier to obtainconsumers’ input at different parts of thevalue creation process and product lifecycle.
For example, AI-enabled mass conversation
tools such as Remesh’s software allows
businesses to “talk” to hundreds of people atonce and then organize their thinking,using a combination of qualitative andquantitative research techniques thatgenerate superior insights.21
With XaaS models, businesses can retain
ownership over the product and its lifecycle,
giving them more incentive, opportunity andflexibility to focus on and respond to what
the user needs from the product, whether it’sbetter quality, easier maintenance or the best
way to recycle it.

Businesses need to identify whether
their current market segmentation
offers enough insight about theircustomers’ values to engage themin a hands-on co-creation process.
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From individual experiences to community affiliations
The relentless pursuit of personalization has traditionallybeen about better understanding the individual consumer.
But in doing so, businesses can miss the insights that can begleaned from correlating these insights with the passions andinterests of their wider circle (and thus producing an even morecompelling experience).
Depending on whom we perceive ourselves to be and what westand for, our communities of interest — and the technology
platforms that enable them — play a big role in how we partwith our hard-earned money.

Why now
In an age of ubiquitous opinion and information available
through social media, consumers seek out like-mindedpeople to guide their decisions on how to spend ethically andsustainably, what to do and where to go. Finding an ethicalpension fund that commits to diversity and inclusion is lessoften about contacting your financial advisor and more often
about posting on social media to see what thousands ofothers recommend. Community affiliations for food choices,sustainable fashion, low-carbon insurance and much more
provide a workaround for the modern consumer.

What to look for
The Robinhood-GameStop stock controversy is a modern
parable for the redistribution of power between businesses andconsumer groups. Not only did a group of users on the popularsocial media outlet Reddit realize they could defy the logic of
the market by banding together to drive up GameStop’s value,
but the company also seriously damaged its brand image
when its response — to freeze trades — turned it from “for the

The future of us

people” to “against the people.”22 When the crowd speaks, it’sbest for companies to not just listen but also gain insight into
these groups of common interest, and monetize the ties thatbind them.
Less controversial is the tie-up between Nissan and Atlas
Obscura, which during the pandemic combined theinterests of rugged car owners and restless travelers into
one experience. The companies staged socially distanced
livestreaming events at off-the-beaten-path locales thatdrivers of Nissan’s Rogue crossover vehicles could view fromtheir cars — but only after passing through rough terrain thatemphasized the features of their car.23
What might at first seem like a cute product tie-in actuallyexemplifies the ability to transform industry dynamics andpower structures by marshalling, and thus exponentially
increasing, the enthusiasm of two communities for thebrands involved.

20

Empowerment: from individual experiences to community affiliations

How to get ready
When companies comprehend customer
affiliations at a deeper level, they can startcreating products and services that areembraced by like-minded communities whose
influence spreads to even more enthusiasts.
By combining data-based insights withqualitative, ethnographic analysis on not justindividuals but also those they interact with,businesses can create a virtual hotline into
how to contextually align their products andservices with the power of the crowd.

Businesses can create avirtual hotline into how tocontextually align theirproducts and services withthe power of the crowd.

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From growing mistrust to shared authority
The challenges and opportunities of the net zero era havetaught consumers that institutions and organizations don’t
always have the answers and solutions to their most pressing
needs, at least not in a timely fashion. So along with the shift in
power from businesses to consumers comes another change:a shift in trust.
Enter blockchain, whose distributed ledger architecture
replaces (or, in some cases, may reduce) the need for acentralized authority or intermediary with an automated,secured, transparent and trusted way to process, validate
and authenticate transactions across a decentralized
platform. Whether in finance, contract management, supply
chains, product provenance or even corporate management
practices, blockchain points to the reality that consumers
don’t necessarily believe centralized authorities have their bestinterests at heart.

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Why now

What to look forDevelopers are seeking to rebuild both the financial system andthe internet economy from the ground up using blockchain:
databases distributed over many computers and kept securethrough cryptography. The goal is to replace intermediaries likeglobal banks and tech platforms with software built on top of
networks that, in the case of cryptocurrency, incentivize theusers who run them by proportionally distributing the value
they generate among them.

Because it eliminates the need for a trusted authority,
blockchain will increasingly be used to certify activities suchas sustainability reporting, carbon offsetting, carbon credit,
waste management, carbon consumption management andproduct provenance.

During the pandemic, several governments experimented withblockchain to ensure the vaccine status of their population.24
More entertaining is Decentraland,25 a virtual-reality platform
built on the Ethereum blockchain, part of the rapidly expanding
metaverse. Decentraland’s applications and functions are run
not by a single centralized entity or company, but are useroperated, decentralized and autonomous — and they give
their members control.

By enabling immutability, traceability and accessibility,
distributed ledger architectures could also enable a sharing
economy in which buyers and sellers directly interact witheach other to procure goods and services, leading to a moresustainable use of resources.
Through smart contracts, which remove the need fornotary and other such authorities, buyers and sellers could
more easily and securely interact with each other. Achieving
full privacy in transactions, where even the authority is notable to access it, is another aspect of such zero-knowledge
digital protocols.

22

Empowerment: from growing mistrust to shared authority

How to get readyAsk yourself how the logic of decentralization can improvedifferent areas of your business and seek out use cases
in which trust, transparency and provenance are crucial
to success. Bold companies are even experimenting withdecentralized autonomous operations to manage their own
work. A daring example comes from London, where
AI company Satalia has fully embraced a “swarm-like”

operating model; it has no managers or key performanceindicators, and employees vote on each others’ salaries.26
Businesses should use pilots to explore the trust dividend
that comes with blockchain innovations, such as automatedmarket makers, arbitrage systems and self-stabilizing
currency regimes.

Bold companies are even experimenting
with decentralized autonomous
operations to manage their own work.

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23

The past two years have served as a reminder that adversity often forces societies to progress. Here areadvancements we see emerging that, when combined, will provide the foundation for a more resilient,sustainable and innovative world:

Quick Take
A golden era oftech will power
the net zero era

1Recent transformative
discoveries. The successof the messenger RNA
technique behind the Pfizer
and Moderna COVID vaccines
holds out the tantalizing
possibility of bespoke
treatments or diets configured
precisely to your genome. We
can (almost) bend biology
to our will, treating diseases,
editing genes or growing
meat in a lab that is entirely
carbon neutral.
And then there is AI, whichshows impressive progressin a range of contexts, frompredicting protein folding27
to creating GPT-3,28 the best
natural-language algorithm
created to date. (For more on
this topic, see our report, “The
True Meaning of AI: Action
and Insight.”)

The future of us

2

Booming tech
investment.
According to someestimates,29 the private
sector now spends more on
computers, software andR&D than on buildings andindustrial gear. Governmentfunded R&D spending
began growing before thepandemic,30 and investor
enthusiasm for technology
firmly extends into climatechange, medical diagnostics,
logistics, biotechnology andsemiconductors.
Meanwhile, geopolitics
and new global risks arehighlighting the need fordomesticizing spending on
key technologies, such as
semiconductors, with impacts
on both resource governanceand supply chains. Such
focused investments will spur
innovation and technology
accelerations.

3

Mass technology
adoption. The
pandemic
accelerated fundamental
change in how we live ourlives, including rampant
adoption of digital
payments, telemedicine,industrial-scale automationand machine learning ineverything from farming to
manufacturing. Meanwhile,accessible and low-costwireless communications,
whether WiFi or 5G, aswell as advancements intechnology miniaturization,nano technologies, low-costcomputation and cloud all
add up to higher maturityof technology enablers at
lower cost.

4

New approaches
to ensuring trust
and transparency.
Distributed ledger technology
will provide the reliable,
trustworthy and transparent
data sharing needed todrive sustainability initiatives.
Already, it’s seen as anenabler for removing Scope
3 emissions31 — previously
considered an intractableproblem because they involve
multiple players upstream
and downstream in the
supply chain

24

Purpose
Energizing the soul of the net zero enterprise
Navigating the changes and challenges ahead will only be possible with energy and a keensense of purpose from senior leaders and the people they manage. Businesses need to lure
the next generation of talent, and that will mean delivering a workplace experience that fits
their lifestyle needs, desires and choices, as well as their commitment to wider social goals.
Young skilled workers on which businesses
depend increasingly are unwilling to join companies
that don’t share their personal commitment tosustainability and a supportive work environment
for people of all races, genders, nationalities
and abilities.

The future of us

Following the original Bauhaus principle of “formfollows function,” the workplace itself increasingly
should reflect the business purpose. This is astrue for its physical design and the diversity of its
workforce as it is for the design of its processes,
policies and organizational culture.

25

Future Views: The employee
Sadie is driven by a strong moral compass in her personal andprofessional life. Two years before completing her dual degree incomputer science and law, she founded a close-knit communityof thinkers and doers on campus committed to starting impactfulorganizations, businesses and funds designed to change thecorporate status quo. The group created a manifesto aroundtechnology equity, algorithmic justice and responsible use of AI.
After Sadie connected with other high-performing colleagues at her
law firm, the group formulated a plan for challenging the executive
team about the company’s lack of real action toward its statedsustainability goals and its lackluster commitment to diversity.
As concerned as she is about her own career progress, Sadie isequally committed to accelerating a modern work environment —whether at her current workplace or one that is more aligned withher principles. While Sadie plans to cut her teeth in corporate bynavigating the gray area between ethics and technology, her ultimate
goal is to leave the corporate world and push for the seismic changes
in operations and corporate culture she feels are necessary now.

The future of us

26

From money matters to money matters less
We all have bills to pay, but for the next generation, financial
compensation for work performed is no longer enough. The
youngest generation of workers has grown up watching thethreat of climate change evolve from a distant scientific theory
to a tangible and terrifying reality, and income inequality andsocial injustice tear at the fabric of society. Top talent wants
to work for companies that help tackle these stark realities
and bring about positive change in communities, societies
and the planet.

The future of us

Why now

What to look for

Conversations about these issues are global, fueled inpart by ubiquitous social media interactions, star activists(think Greta), unprecedented natural catastrophes andunrelenting headlines.

Educated young workers have lived their formative years losing
sleep as the scale of climate change and its risks permeate
their lives. Young talent is now voting with its feet, refusing
to work for a company considered dirty or out of touch withthe global zeitgeist.35 As talented workers increasingly shuncompanies with poor ESG credentials,36 businesses will strive
to outdo each other on how transparently they showcase theirsustainability metrics. (For more on this topic, see our report,“The Purpose Gap.”)

A watershed moment came in 2019, when more than 180 US
CEOs signed a letter published by the Business Roundtablesignaling a move away from “shareholder capitalism” andtoward the “stakeholder” variety.32 That was followed by the
Climate Pledge in September 2021, an open commitment by
global companies to report, offset and eliminate their carbon
emissions.33 All the while, ESG investment has grown rapidly,with funds in this segment now capturing at least $120 billion in
new investment.34

27

Purpose: from money matters to money matters less

How to get readyCompanies need to demonstrate purpose
beyond profit generation. In addition
to properly quantifying, measuring andreporting on ESG impacts in an auditableway, businesses will need clear, coherent andauthentic communication about company
action, as well as honest acknowledgment ofdifficulties encountered.

Businesses can also adopt a “net positive”
posture, in which they strive to give more
to society and the environment than theytake. This could range from food companies
helping customers stay healthy, to mobility
companies focusing on inclusive andenvironmentally friendly ways of transporting
people, rather than just selling vehicles.

Companies need to demonstrate
purpose beyond profit generation.

The future of us

28

From workplaces to working spaces
People’s relationship with work — and thus the relationshipbetween employers and employees — is changing. Talented
workers, more so than in previous generations, don’t live towork; they work to live. That includes setting their own work
schedule to accommodate family and personal needs, as wellas combining personal and professional interests. Autonomy,
including where, when and how work happens, is a mandate.

Why now

What to look for

The COVID-19 pandemic took autonomy to the next level.
“Digital nomads” sought beautiful, often remote, spots tosocially isolate while working remotely. Companies are making
it easier for a newly distributed work force to work the way theywant to work when they want to work.

While not every aspect of a transformed world of work has
clearly emerged, one thing is indisputable: increasingly
talented people can, and will, work from anywhere. Witness
Airbnb enabling longer-term rentals38 and the number ofcountries that offer special visas for digital nomads, including
Iceland and Barbados.39 Businesses will increasingly build astrategy for harnessing the best talent, no matter where theywant to work.

As Salesforce President & Chief People Officer, Brent Hyder,summarized, “the 9-to-5 workday is dead; and the employee
experience is about more than ping-pong tables and snacks.”37
Nice as they undoubtedly are, such perks are no replacement
for giving employees the freedom to fit work into their lives
rather than vice-versa.

The future of us29

Purpose: from workplaces to working spaces

How to get readyBusinesses not only need to ensure theirpolicies don’t create unnecessary location
restrictions that put off talented workers, butthey’re also challenged to nurture cohesive
teams when members are scattered acrossdifferent places and rarely — or never — seeeach other. Managers must spend a higher
share of their time interacting with teammembers to understand their personal needs,
identify the skills they can bring to the groupand ensure team cohesiveness and belonging.

“Metaverse” platforms and other extendedreality tools will likely see uptake to optimize
team dynamics, while HR will need to adopt
new ways of managing the challenges andopportunities people face when working
remotely with colleagues across the world.
(For more on XR, see our report, “Infusing XR
into Remote Collaboration.”)Managers must spend a higher
share of their time interacting withteam members to understandtheir personal needs.
The future of us

30

From a place for commuting to a place to connect
Even with rampant shutdowns and slow return-to-officestrategies, the idea of the office as a place for people tocongregate is far from dead. COVID-19 has shown that while“heads-down work” can be done anywhere — typing, coding,form-filling, etc. — “heads-up work” is still best done face-toface; there’s nothing like being in the room when we want tocreate, collaborate and feel part of something bigger.
This gives the office a new meaning: Rather than being theonly place work gets done, it’s an attractive place to mentor
and be mentored, exchange ideas and develop cultural
cohesion and a sense of shared purpose.

The future of us

Why now

What to look for

Newly liberated employees will need good reason to leave their
cozy homes and face the commute into work.40 In the US, 39%of workers would consider resigning if compelled to return tofull onsite work mode.41

In the future, offices will serve multiple purposes. They’ll bemade up of private spaces for people who for any reason needa quiet spot to do their heads-down work, as well as sharedspaces for collaboration, client and prospect showrooms, R&D
and social events (rather than the global/regional annual ones
that many large multinationals traditionally hold).

There needs to be a good reason and a good environment forgetting people together, which explains why Tishman Speyer
Properties, one of the largest developers globally, completed
more than $11 billion in deals in the high end of the commercial
real estate market even while the pandemic raged.42

All this combined will turn the office into a place to develop theculture, network and bonding over shared purpose. The new
office, pioneered by WeWork before it blew itself up throughavarice and greed, will be a better place to support all thevarious types of work needed to be done there.

31

Purpose: from a place for commuting to a place to connect

How to get readyAs organizations shift into more flexible
work structures, their success will hingeon adequately investing in the planning,
preparation and execution phases of hybrid
work. A major piece of a hybrid-work strategy
is conducting a work-location assessment forevery role.
Using a heads-up/heads-down model, workredesign teams can estimate how much ofa given role’s time and responsibilities are

spent on activities that are best facilitatedin-office or remotely. The resulting flexible
work structures should be customized, best-fit
arrangements, based on employee input andguidance, and a work assessment based on
activities instead of functional groupings.
(For more on this topic, see our report “A
Guide to Modernizing Talent Management in
the Hybrid Work World.”)

A major piece of a hybrid-work strategy isconducting a work-location assessment forevery role.

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32

The dawn of a new age
The Bauhaus movement created a collection of radical ideas
and visionary ambitions that were the very definition of innovationand optimism for the time. We believe the same energy is what will
propel us successfully into the net zero era. The Bauhaus spirit, reset for
a new age, will harness the forces of innovation, technological acceleration
and rapidly changing consumer sentiment to meet the needs of the day.
Emerging from the swirl of change today, we seeabundant opportunities for businesses with theforesight and boldness to find dramatically new ways
of working, creating and interacting that prioritize
healthy environmental and social outcomes.

The future of us

Time and again, as old worlds fade, new eras
dawn. How the next age unfolds is up to us — asbusinesses, professionals and citizens of a changing
planet. The glimmers of the net zero era are coming
rapidly into view. Let’s start building the Future of Us.

33

Endnotes
1

2

3“The World Is Entering a New Round of Big Government,”
The Economist, Nov. 21, 2021, www.economist.com/
leaders/2021/11/20/the-world-is-entering-a-new-era-of-biggovernment.
“Gesamtkunstwerk” — or the synthesis of arts — underpinned
the Bauhaus manifesto and opened students’ eyes to all
possibilities, creating a collaborative, experimental approachthat involved innovating and influencing across disciplines.

“Circular Economy Procurement Implementation Plan andFramework,” City of Toronto, www.toronto.ca/legdocs/
mmis/2018/gm/bgrd/backgroundfile-115664.pdf.

23“Rogue Routes,” Atlas Obscura, Nov. 10, 2020, https://press.
atlasobscura.com/nissan-and-atlas-obscura-announce-drivein-experience-series/.

13“50 Measures for a 100% Circular Economy,” France’s Ministry for
Ecological and Solidary Transition, www.ecologie.gouv.fr/sites/
default/files/FREC%20anglais.pdf.

24

14“Circular Dutch Economy by 2050,” Government of theNetherlands, www.government.nl/topics/circular-economy/
circular-dutch-economy-by-2050#:~:text=The%20
Netherlands%20aims%20to%20have,and%20raw%20
materials%20are%20reused.

Brian Quarmby, “San Marino Approves VeChain eNFT
Vaccination Certificate that’s Verifiable Worldwide,”
CoinTelegraph, July 2, 2021, https://cointelegraph.com/news/
san-marino-approves-vechain-enft-vaccination-certificate-thats-verifiable-worldwide.

European Commission website: https://ec.europa.eu/info/
business-economy-euro/banking-and-finance/sustainablefinance/eu-taxonomy-sustainable-activities_en.

4David Cohen, “Unilever: Breakthrough as Food Industry GiantIntroduces Carbon Footprint Labels on Food,” Independent,
July 15, 2021, www.independent.co.uk/climate-change/news/
unilever-carbon-footprint-labels-food-b1882697.html.

5

Nestle website: www.nestle.com/sustainability/natureenvironment/regenerative-agriculture.

6“Formula 1 Boss Ross Brawn Says Hydrogen Could Be
Future Fuel,” BBC, July 15, 2021, www.bbc.co.uk/sport/
formula1/57842205.

7“Coal Power Becoming ‘Uninsurable’ as Firms Refuse Cover,”The Guardian, December 2, 2019, www.theguardian.com/
environment/2019/dec/02/coal-power-becoming-uninsurableas-firms-refuse-cover.

8

12

There is a growing market for companies that use softwarebased technology to help other businesses understand how
much carbon they emit, reduce those emissions and offset
the rest. An example is UK startup Supercritical (see https://gosupercritical.com/).

15

Chris O’Brien, “Back Market Becomes France’s Most ValuableStartup,” Sifted, Jan. 11, 2022, https://sifted.eu/articles/backmarket-france-most-valuable-startup/.

16“2020-2021 Sustainability Report,” Schneider Electric,
https://download.schneider-electric.com/files?p_Doc_
Ref=SustainabilityReport2020EN.

17

K. Bell, “How the Pandemic Supercharged the Creator Economy
in 2021,” Engadget, Dec. 23, 2021, www.engadget.com/howthe-pandemic-supercharged-the-creator-economy-153050958.
html?guccounter=1.

18

10

11

Svenja Falk and Frank Riemensperger, “Three Lessons from
Germany’s Platform Economy,” MIT Sloan Management Review,
Aug. 5, 2019, https://sloanreview.mit.edu/article/three-lessonsfrom-germanys-platform-economy/.
“Five Green Tech Startups You Need to Know About in 2019,”
Silicon Canals, Oct. 9, 2019, https://siliconcanals.com/news/
green-tech-startups-2019/.
IKEA website: www.ikea.com/gb/en/offers/circular-hubpub2eab7840.

The future of us

21

Remesh website: www.remesh.ai/.

22

Lance Lambert, “Robinhood’s Brand Is Severely Damaged: 56%
of Account Holders Are Considering Leaving the App,” Fortune,
Feb. 19, 2021, https://fortune.com/2021/02/19/robinhood-branddamage-gamestop-hedge-funds-wallstreetbets-reddit-stocksgme-amc/.

34

Tim Quinson, “The ESG Market Is Controlled By a Few Big
Investors,” Bloomberg, Dec. 1, 2021, www.bloomberg.com/news/
newsletters/2021-12-01/the-esg-market-is-controlled-by-a-fewbig-investors.

35

Matt Egan, “Young People Don’t Want to Work for Oil
Companies,” CNN Business, June 21, 2017, https://money.cnn.
com/2017/06/21/investing/oil-jobs-young-people/index.html.

Decentraland website: https://decentraland.org/.

26

For a detailed discussion of Satalia’s operating model, hear
the interview with its CEO, Daniel Hulme, at Azeem Azhar’s
Exponential View podcast from June 3, 2020, https://hbr.org/
podcast/2020/06/using-ai-to-decentralize-organizations.
For broader applications of DAOs, see “Crypto Assets Inspire
New Brand of Collectivism Beyond Finance,” Financial Times,
Dec. 27, 2021, www.ft.com/content/c4b6d38d-e6c8-491f-b70c7b5cf8f0cea6.

36

In a recent Cognizant study, 73% of 500 skilled European
workers aged 20-40 said that organizational commitment toenvironmental protection and sustainability was “important or
extremely important” in their choice of employer — a similarlevel to those that ascribed the same importance to “diversity,
equality, equity, and inclusion.” See “The Purpose Gap,” https://www.cognizant.com/futureofwork/whitepaper/the-purposegap.

27

Will Douglas Heaven, “Deep Mind’s Protein-Folding AI Has
Solved a 50-Year-Old Grand Challenge of Biology,” MIT
Technology Review, Nov. 30, 2020, www.technologyreview.
com/2020/11/30/1012712/deepmind-protein-folding-ai-solvedbiology-science-drugs-disease/.

37

Brent Hyder, “Creating a Best Workplace from Anywhere, forEveryone,” Salesforce, Feb. 9, 2021, www.salesforce.com/news/
stories/creating-a-best-workplace-from-anywhere/.

38

David Pierce, “Airbnb Thinks Remote Work Will Change Travel
Forever,” Protocol, May 24, 2021, www.protocol.com/airbnbfuture-of-travel.

39

Matthew Karsten, “21 Countries with Digital Nomad Visas,”
Expert Vagabond, Feb. 3, 2022, https://expertvagabond.com/
digital-nomad-work-visas/.

40

Pilita Clark, “Don’t Make Me Go Back to Hard Pants Five Daysa Week,” Financial Times, June 6, 2021, https://www.ft.com/
content/118f5258-c9d0-41cc-a8dd-ec27fd8724b4.

41

Kate Duffy, “Nearly 40% of Workers Would Consider Quitting
If Their Bosses Make Them Return to the Office Full Time,”
Business Insider, June 2, 2021, https://www.businessinsider.
com/quit-job-flexible-remote-working-from-home-return-tooffice-2021-6.

42

Joshua Chaffin, “Rob Speyer Bets Workers Will Return to the(Fancier) Office,” Financial Times, May 6, 2021, www.ft.com/
content/2d0c7528-85ad-49b0-8755-21e1bff95050.

28

Julian Dossett, “Elon Musk Private Jet Twitter Account Is Turning
into a Business,” CNet, Feb. 1, 2022, www.cnet.com/news/elonmusk-private-jet-twitter-account-is-turning-into-a-business/.
Jordan Valinsky, “McDonald’s Is Selling Fan-Made Menu
Hacks,” CNN Business, Jan. 26, 2022, https://edition.cnn.
com/2022/01/26/business/mcdonalds-fan-hacks-meals/index.
html.

Climate Pledge website: www.theclimatepledge.com/us/en/
the-pledge

25

29
19

20
9

Brian Fung, “A New Crop of Shopping Tools Aims to Help
Consumers Beat the Supply Chain Crunch and the Bots,” CNN
Business, Jan. 31, 2022, www.cnn.com/2022/01/30/tech/stockhunting/index.html.

33

30

Cade Metz, “Meet GPT-3. It Has Learned to Code (and Blog
and Argue),” The New York Times, Nov. 24, 2020, www.nytimes.
com/2020/11/24/science/artificial-intelligence-ai-gpt3.html.
“Why a Dawn of Technological Optimism Is Breaking,”
The Economist, Jan. 16, 2021, https://www.economist.com/
leaders/2021/01/16/why-a-dawn-of-technological-optimism-isbreaking.
“The Case for More State Spending on R&D,” The Economist,
Jan. 16, 2021, www.economist.com/briefing/2021/01/16/the-casefor-more-state-spending-on-r-and-d.

31“Briefing: What Are Scope 3 Emissions?” Carbon Trust, www.
carbontrust.com/resources/briefing-what-are-scope-3emissions.

32

Business Roundtable website: www.businessroundtable.org/
business-roundtable-redefines-the-purpose-of-a-corporation-topromote-an-economy-that-serves-all-americans.

34About the authors
Euan Davis
Associate Vice President
CognizantEuan Davis leads thought leadership worldwide at Cognizant. He determines the strategic thought
leadership themes for the company, from shifting customer dynamics and accelerated digitization tosustainability and corporate resilience. He leads a team of thinkers and writers. Euan is a sought-after
advisor and keynote presenter on issues, trends and emerging opportunities.
Euan joined Cognizant in 2013 to set up a think-tank called the Center for the Future of Work (Europe).
He now assumes leadership of Cognizant Research globally.
Before joining Cognizant, Euan served as a Principal Analyst for Forrester Research based in London.
He holds a BA degree from Portsmouth University and resides in Cambridge, UK.
Euan can be reached at Euan.Davis@cognizant.com | www.linkedin.com/in/euandavis/

Eduardo Plastino
Director
Cognizant Research
Eduardo Plastino is a thought leader focusing on the impact of digital transformation on the sustainability
agenda, work, societies, organizations and economies throughout the world. He has published researchon topics including workforce and purpose, skill-building in the digital age, innovation ecosystems and AI
implementation strategies.
Before joining Cognizant, Eduardo worked for Accenture, British consultancy Oxford Analytica andSpain-based international news agency Agencia EFE. He is based in the UK.
Eduardo can be reached at Eduardo.Plastino@cognizant.com | www.linkedin.com/in/eduardoplastino

The future of us

35

Acknowledgments
The authors would like to thank the following people for their invaluable contributions to this report:
Dr. Rouzbeh Amini
Head of Sustainability Practice
Global Growth Markets, Cognizant

Madison Hubbard
Experience Strategist
Zone London (a Cognizant Company)

Dr. Jan Konietzko
Sustainability Advisor
Global Growth Markets, Cognizant

Sophia Leonora Mendelsohn
Chief Sustainability Officer
Global Head of Environmental Social
Governance, Cognizant

Stephanie Wan
Head of Experience Strategy,
Banking and Financial Services
at Cognizant Digital Experienceand Partner, Idea Couture(a Cognizant Company)

Cognizant Research
At Cognizant Research, we help leaders make sense of today’s volatile socio-economic climate. We bring quality research and insights rooted in Cognizant’s deepindustry and technology expertise, helping leaders make the decisions that fuel their companies’ success. Visit us at cognizant.com/latest-thinking.

About Cognizant
Cognizant (Nasdaq-100: CTSH) engineers modern businesses. We help our clients modernize technology, reimagine processes and transform experiences
so they can stay ahead in our fast-changing world. Together, we’re improving everyday life. See how at www.cognizant.com or @Cognizant.

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