Lifelong learning becomes a priority...
… says Lynda Gratton, Professor of Management Practice
“Governments need to realise that making transitions is part of being a productive human. We need to help people anticipate what the future is. In Singapore, right now, every citizen is given a sum of money to spend on their learning. AT&T in the US is making an investment in every single one of its employees in lifelong learning. As inequality rises, corporations and governments will need to focus on the social agenda and intervene.”
Organisations step closer to true inclusivity...
… says Aneeta Rattan, Assistant Professor of Organisational Behaviour
“In 2018, many organisations will need to continue doing the hard work of cleaning house – addressing biased behaviour and policies and asking themselves how they have been complicit in maintaining or concealing bias. This is the year for organisations to finally start leading on issues of diversity from the top – to stop being reactive and instead be proactive.”
Leaders work to regain our trust...
… says Randall S Peterson, Professor of Organisational Behaviour
“Surveys of trust in our leaders and professionals show that in 
2017 we trusted hairdressers more than our political or business leaders. 2018 is the year when business leaders step up and begin the process of restoring faith in our economy, our prosperity and our future. But strong leadership that restores faith is not about dominance. Yes, strong leaders need to have clear strategies and points of view. They also tend to be high-energy and dominant. But, as I wrote in The Economist, people also want their leaders to be resilient, tactful, kind, caring, and tolerant.”
Happiness takes centre stage...
… says Michael Parke, Assistant Professor of Organisational Behaviour
“Many organisations are focusing on how happy their people are. Happiness is the pleasant feeling we experience when we are making progress toward our goals or when we are consistently achieving them. But most organisations miss an important nuance: what makes one employee happy may not always be the same for the next. Organisations are starting to shift towards becoming more open to the moulds of individuals’ uniqueness, talents and personalities. On the one hand, it’s challenging for companies because that means there are more differences, which are hard to manage. On the other, the potential for creativity and different ways of thinking is higher and we’re going to need those skills to drive the future.”
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