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Two powerful forces are dramatically reshaping the current world of workartificial intelligence and an aging workforce. While we can see that the way we work is changing, we need to move quickly to effectively cope with both. Currently, AI, machine learning, digitization, automation, and other technology shifts are continuing to drive big changes in how we work and evolving the skills we need. In fact, new Workday research into the AI skills revolution shows that 81% of workers globally recognize that AI is changing the skills needed for their jobs. At the same time, throughout most countries, midcareer and older workers (people aged 45-64) make up a growing portion of the workforce, thanks to steady advances in health and longevity, and comprise 40% of the workforce in Organization for Economic Cooperation and Development countries. For these older workers, especially those who are currently unemployed, advances in new technologies could be a concern. In fact, Generation, a global employment nonprofit organization, conducted research in 2023 in eight countries that showed nearly half of long-term unemployed people are aged 45 and up, and 60% of midcareer workers view their age as their greatest barrier to new employmentand their perception is correct. With this worker demographic shift, a looming social and economic challenge is facing most countries around the globe. To ignite progress and elevate potential for midcareer and older workers, three imperatives stand out: 1. Bust the myths: Age and performance Many employers underestimate and are less likely to hire midcareer candidates than their younger counterparts. Not surprisingly for those who have encountered age bias, research shows that preference for younger candidates intensifies when considering roles that regularly use AI tools. Hiring managers are three times more likely to consider job applicants who are 35 or younger, compared to those 60 and older. However, the 2023 Generation research also shows that 89% of employers who have hired people aged 45+ reported that these individuals perform as well as or better than their younger peers, and 83% of employers said they learned as quickly or even better than their younger counterparts. Its imperative that employers stop clinging to persistent and harmful age biases. 2. Green shoots of opportunity: Where the jobs are There are jobs out there already with the magic mix of an immediate hiring need and a large supply of enthusiastic midcareer candidates. Green jobs are an exciting and unexpected opportunity. In Workdays collaboration with Generation in Spain, more than half of the program participants in our Solar PV Installer Program were over age 40, and most were non-degree holders (only 6% had a post-secondary degree). Within 6 months, 90% of them had been successfully placed in jobs. Green jobs are a clear win-win for candidates and employers. 3. Beyond degrees: Skills-based hiring and mobility Moving to skills-based hiring and assessment, rather than relying solely on 4-year college degrees or very specific previous work experience, will open opportunities for older workers and qualified candidates of all ages. By focusing on assessing skills and giving all hiring teams exposure to interviewing older candidates, we can decrease the likelihood that talented individuals will be overlooked. Moreover, once workers are on the job, employers canand shouldmeasure job performance and use that data to bust myths around midcareer candidate potential. To get candidates into new positions, training and mentorship also play important roles. In Generations 2023 research, 48% of successful midcareer and older job switchers had recent and relevant training prior to being employed, versus only 34% of unemployed individuals. On top of training, mentorship can help smooth career transitions. Workday and Generation developed customized mentor support focusing on the midcareer experienceincluding cultivating a growth mindset and moving seamlessly to a new industry. It was well-received, helping midcareer candidates improve their resumes and better prepare for interviews, with 96% saying they had a positive mentorship experience. The path forward: A two-way street Change takes collaboration, and both workers and employers should prioritize upskilling. Embracing equity, being inclusive of age differences, and hiring for skills is also good for business. There is research which shows that hiring for skills is five times more predictive of positive job performance than hiring for education alone, and 2.5 times more predictive of success than hiring for past work experience. Additional research shows that those who are hired on based on skills have, on average, a 9% longer tenure at their organizations than traditional hires, saving companies money on turnover and backfilling. Supporting workers in their career journeys helps ensure that individuals, businesses, and societies all thrive. Carrie Varoquiers is the chief philanthropy officer at Workday. Mona Mourshed is the founding global CEO of Generation: You Employed. The Fast Company Impact Council is a private membership community of influential leaders, experts, executives, and entrepreneurs who share their insights with our audience. Members pay annual membership dues for access to peer learning and thought leadership opportunities, events and more.
Category:
E-Commerce
With the advent of generative AI and other advanced technologies like quantum computing, we are entering a period of massive innovation. It is likely we are about to see more future-facing products and services than we witnessed in the past 25 years. These companies will disrupt current industries and change the way we work, live, and play. This creates a new paradigm in how companies identify the best opportunities and how those ideas are developed, branded, and activated. For the past 40 years, I have had a front row seat to some of the worlds most valuable brands early days. Lexicon Branding played a role in developing names for hundreds of iconic brands and productsmost that were new to the world at the time. Brands like Blackberry, Impossible Foods, Lucid, Sonos, Pentium, and many more. Having an innovative name is just one part of building a future-facing brand that connects with consumers, while also being memorable and distinct. The industry-disrupting brands weve worked with have taken a unique approach to building their brands and finding their unique place in their industries. These brands adopted the following principles to set them up for success as they build their next iteration. Think zero to one Zero to one is a phrase that describes the process of creating something radically new and taking it to its first growth step. A zero to one idea is not about disruption, but market expansion. They start small, very small, and then scale. Future-facing brands behave differently. They come with attitude. They depart from the past. While Gatorade was invented in 1965, it is a perfect example of a brand that reflects risk-taking thinking. Risk is an essential element of attitude. Using one of earth’s oldest predators to bring an entirely new idea and attitude to the market was risky, but it worked. Gatorades name makes us think: Whats in that bottle? On the other hand, Coca-Colas highly suggestive competitive entry, Powerade, is both safe and mundane. Sixty years after launch, Gatorade is still the leader. Brands that embody a zero to one attitude, behave differently from others in the market. SpaceX is the poster child of a zero to one brand. SpaceX isnt just a new type of space travel, it is the foundation for entirely new, multi-billion-dollar industries such as space tourism, space-based solar power, and moon/asteroid mining. A relentless focus on achieving firstsfrom landing on ocean platforms to being the first privately owned company to send astronauts to the International Space Stationepitomizes what it means to be a zero to one company. Another example is OpenAIs ChatGPT. ChatGPT defined a new paradigm for consumers and businesses to use generative AI in day-to-day work and life. Since its launch, ChatGPT has continued to dominate consumer interest, with 10 times the search traffic of the next four AI models combined. Cultivate distinctive behaviors Future-facing brands embody unique, novel attitudes. They depart boldly from the past. They do not rely only on their product, they must cultivate behaviors that stand out in the marketplace. In a market dominated by serene imagery of pristine islands and alpine springs, Liquid Death boldly subverts the beverage industry norms. It packages mountain water in tallboy cans resembling craft beerscomplete with heavy metal-inspired brandingand turn a simple product into a nonconformity statement. Its marketing strategy reinforces this unique behavior with taglines like “Murder your thirst,” helping Liquid Death double its valuation since 2022 to reach $1.4 billion today. Naming new brands a strategic imperative In today’s hyper-competitive market, a brand name can no longer be viewed as a labelit’s a strategic asset. It must work harder, reach further, and resonate across multiple platforms and cultures. We’re moving from tactical naming to strategic decision making, where the right name can be a powerful competitive advantage. Comfort is the enemy of great branding. The most impactful names are risky. As Oscar Wilde aptly put it, “An idea that isn’t dangerous is unworthy of being called an idea at all.” Remember: The name you choose is often your first and most enduring marketing asset. Choose wisely, and let it be the cornerstone of your strategic advantage. Impossible Foods (formerly Maraxi) aligned an audacious name with an audacious goal: producing great tasting and completely vegan alternatives to meat products. Although Beyond Meat was the first alternative meat brand to appear in restaurants, Impossible has become the household name, maintaining a lead over Beyond in Google Search interest. The brand continues to invest in its brand fame with bold moves such as sponsoring Joey Chestnut, the hot dog eating world record leader. Uberstarted out as a premium black car service before transitioning to offer rides in just about any type of car. The name Uber, meaning above all the rest, served as a point of reference not only for customers but also for employees. It is a surprisingly familiar termrecognizable but not commonplacewhich lends itself to consumer curiosity and interest. Today, more than 170 million people use Uber each month and Ubers market capitalization is over $155 billion. Solve bigger problems Future-facing brands dont chase trends; they create the future. These brands should focus on addressing significant challenges that open doors to new possibilities and positive outcomes. For example, Seatrain Linesrevolutionized maritime shipping in 1928 with a forward-thinking approach. Founder Graham Brush designed ships capable of carrying entire loaded railroad cars, transforming traditional cargo handling. This innovation allowed for seamless loading and unloading of train cars, saving time, and reducing damage risks. Seatrain’s concept wasn’t just an improvement; it reimagined shipping entirely. By creating a new market for intermodal transport, Seatrain expanded the industry beyond disruption, laying the groundwork for modern container shipping and reshaping global freight movement We forget that Amazonstarted out by making books easier to buy online. Its focus on customer convenience sparked innovations like Amazon Web Services, which has revolutionized cloud computing and become a cornerstone of its business, was expected to hit a $110 billion revenue run rate in 2024. While retail is still the largest piece of Amazons revenue with online and retail combined, its AI-driven products like Alexa and exploration of drone delivery continue to redefine ecommerce. What all of these brands have in common is the attitude and acumen to take risks and see beyond their initial idea. By rethinking the way brands are developed, conceptualized, and ultimately named and introduced to the world, expect more future-facing brands to disrupt our lives for the better. David Placek is founder and CEO of Lexicon Branding. The Fast Company Impact Council is a private membership community of influential leaders, experts, executives, and entrepreneurs who share their insights with our audience. Members pay annual membership dues for access to peer learning and thought leadership opportunities, events and more.
Category:
E-Commerce
In B2B marketing, content syndication has long been a staple for reaching decision makers, filling the sales pipeline, and accelerating leads. But in an increasingly fragmented digital landscape, relying solely on a single channel strategy could mean missing out on other high-impact channels. Today’s buyers are consuming content in new and varying waysthey’re tuning in to podcasts during commutes, streaming their favorite shows via connected TV, and gaining business news from social media platforms. To engage prospects effectively, marketers need to test and expand their digital toolkit with a diversified channel mix that can be anchored in tried and true syndication but complemented with a mix to optimize results. Understand the new B2B buyer Heres the harsh reality for B2B organizations today: Engaging prospects is harder than ever. Buying groups are getting larger, buying decisions are taking longer, and buyers typically dont want to engage with sales teams until they are farther down the buying process. How B2B buyers approach purchase decisions has changed as well. Millennials and Gen Z members of the buying committee are remaking B2B buying dynamics. As digital natives, these buying demographics bring a fundamentally different mindset to the decision-making process thats more tech-savvy and focused on efficiency. Instead of relying on the traditional combination of in-person meetings, email exchanges, and/or phone calls, theyre using more media channels to gather information and conducting self-guided digital journeys that mirror the consumer-grade digital interactions they have in their personal lives. Revenue teams must adapt to this new breed of buyer by changing how they engage them. Focusing too heavily on one channel may limit reach and can neglect personalization opportunities. A diversified, multifaceted approach that leverages the unique benefits and strengths of each channel ensures that brands meet prospects where they are, while reinforcing messages across different touchpoints. This holistic engagement nurtures prospects throughout the decision-making process, leading to higher conversion rates, better deals, and stronger brand awareness and trust. Craft the optimal channel mix So, what should the ideal B2B channel mix look like? Diversification is key to reaching buyers and standing out from the competition. Its not about eliminating any one channel entirely but instead focusing on buyer trends and insights to craft a unified, multi-channel strategy that meets them where they already are. Podcast advertising has become a powerful and intimate way for B2B marketers to reach highly engaged audiences. With podcast listenership in the U.S. at an all-time highup 23% since 2021research reveals that of those who listen on their way to or from work, 15% consider this time an essential part of their day, and these listeners are 10% more likely to engage with ads. Whats more, our recent Harris Poll survey revealed that half of B2B marketers surveyed plan to invest more in podcast advertising in 2025. For marketers, podcasts offer a versatile channel to engage decision makers through direct sponsorships or dynamic ad insertion. With listeners already immersed in relevant topics, podcasts provide a distraction-free environment where tailored messages resonate more deeply compared to traditional banner ads, thanks to the more conversational tone of the medium. Connected TV (CTV) presents another growing opportunity for B2B marketers, especially as hybrid work trends increase and decision makers continue to cut the cable cord in favor of streaming platforms. CTV ads offer an immersive, non-skippable format that captures attention in a premium environment. With the ability to target specific demographics, interests, and even industries, CTV is a powerful tool for building brand awareness and reinforcing thought leadership in the early stages of the buyer’s journey. Additionally, social media platforms like TikTok and Instagram are becoming crucial for B2B engagement. LinkedIn remains the go-to for targeted professional campaigns, but these visually-driven channels also allow brands to create authentic, trust-driven relationships with younger, digitally-savvy buyers. The trick with social media is consistency. Marketers should focus on producing value-rich content that fosters dialogue, shares insights, and highlights customer success. By combining organic posts with targeted paid campaigns, social media can generate engagement and build a community around your brand. Finally, display advertising remains an important tool in the B2B marketers arsenal, particularly for retargeting. Though often seen as a legacy tactic, programmatic display ads help bring decision makers back into the funnel with personalized, repeated exposure. Retargeting high-value accounts or visitors who have engaged with specific pages can be a highly effective strategy to nurture leads and encourage conversions. The future of B2B marketing: Stay adaptable to changing dynamics As B2B marketing becomes increasingly complex, marketers must stay ahead of trends, technologies, and best practices to remain competitive. Professionals who prioritize continuous learning through training and certification courses are better prepared to pivot and implement new strategies, ultimately driving better results for their organization. Certification programs from reputable organizations go beyond basic training by ensuring your strategy comes from a more solid understanding of marketing basics. This certification not only serves as tangible proof of expertise, helping build credibility with clients, partners, and stakeholders, but also enables you to make stronger cases for experimental campaigns because you have a deeper understanding of all the steps required to achieve success. While content syndication will always have its place, marketers should embrace a more modern channel mix to thrive in todays competitive B2B environment. The future of B2B engagement requires meeting your audience wherever they are, whether in their earbuds during a podcast, streaming shows after work, or scrolling through social media in search of insights. By combining a more diverse mix of channels, brands can create a comprehensive strategy that engages all decision-makers across multiple touchpoints, fostering deeper connections and driving long-term revenue growth. Keith Turco is the CEO of Madison Logic. The Fast Company Impact Council is a private membership community of influential leaders, experts, executives, and entrepreneurs who share their insights with our audience. Members pay annual membership dues for access to peer learning and thought leadership opportunities, events and more.
Category:
E-Commerce
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