www.accenture.com Open in urlscan Pro
2600:9000:21c7:e200:d:5159:5a00:93a1  Public Scan

Form analysis
0 forms found in the DOM

Text Content

Skip to main content Skip to footer
 * Insights
 * Services
    * Cloud
    * Cybersecurity
    * Data and Artificial Intelligence
    * Digital Engineering and Manufacturing
    * Emerging Technology
    * Enterprise Platforms
    * Finance and Risk Management
    * Learning
    * Marketing and Experience
    * Metaverse
    * Private Equity
    * Sales and Commerce
    * Strategic Managed Services
    * Strategy
    * Supply Chain
    * Sustainability
    * Talent and Organization
    * Technology Transformation

 * Industries
    * Aerospace and Defense
    * Automotive
    * Banking
    * Capital Markets
    * Chemicals
    * Communications and Media
    * Consumer Goods and Services
    * Energy
    * Health
    * High Tech
    * Industrial
    * Insurance
    * Life Sciences
    * Natural Resources
    * Public Service
    * Retail
    * Software and Platforms
    * Travel
    * Utilities

 * Careers
    * Careers Home
    * Search Jobs
   
   Join Us
   
   Join Us
   Careers
    * Executive Leaders
    * Experienced Professionals
    * Students
    * Training & Development
    * Work Environment
    * Advanced Technology Centre
    * Ex-Military Professionals
   
    * Contact Us
    * Careers
    * Locations
   
   
    * 
    * 
    * 
   
   Explore Jobs
   
   Explore Jobs
   Careers
    * Search Jobs by Areas of Expertise
    * Consulting Jobs
    * Corporate Jobs
    * Digital Jobs
    * Operations Jobs
    * Strategy Jobs
    * Technology Jobs
    * Cybersecurity Jobs
   
    * Contact Us
    * Careers
    * Locations
   
   
    * 
    * 
    * 

 * About Accenture
   
   Who We Are
   
   Who We Are
   About Accenture
    * About Accenture
    * Leadership
    * Case Studies
    * Newsroom
    * Investor Relations
    * Inclusion & Diversity
    * Sustainability
   
    * Contact Us
    * Careers
    * Locations
   
   
    * 
    * 
    * 
   
   How We're Organized
   
   How We're Organized
   About Accenture
    * Strategy & Consulting
    * Song
    * Technology
    * Operations
    * Industry X
   
    * Contact Us
    * Careers
    * Locations
   
   
    * 
    * 
    * 
   
   In the UK
   
   In the UK
   About Accenture
    * Inclusion & Diversity in the UK
    * Newsroom
    * Corporate Citizenship in the UK
   
    * Contact Us
    * Careers
    * Locations
   
   
    * 
    * 
    * 

 * Contact Us
 * Careers
 * Locations


 * 
 * 
 * 

United Kingdom

 * Default (English)
 * All COUNTRIES & LANGUAGES
 * Argentina (Spanish)
 * Australia (English)
 * Austria (German)
 * Belgium (English)
 * Brazil (Portuguese)
 * Bulgaria (English)
 * Canada (English)
 * Canada (French)
 * Chile (Spanish)
 * China/Hong Kong SAR (English)
 * China/Mainland (Chinese)
 * China/Mainland (English)
 * Colombia (Spanish)
 * Costa Rica (English)
 * Czech Republic (English)
 * Denmark (English)
 * Finland (English)
 * France (French)
 * Germany (German)
 * Greece (English)
 * Hungary (English)
 * India (English)
 * Indonesia (English)
 * Ireland (English)
 * Israel (English)
 * Italy (Italian)
 * Japan (Japanese)
 * Latvia (English)
 * Luxembourg (English)
 * Malaysia (English)
 * Mauritius (English)
 * Mexico (Spanish)
 * Morocco (English)
 * Netherlands (English)
 * New Zealand (English)
 * Norway (English)
 * Philippines (English)
 * Poland (English)
 * Poland (Polish)
 * Portugal (Portuguese)
 * Romania (English)
 * Saudi Arabia (English)
 * Singapore (English)
 * Slovakia (English)
 * South Africa (English)
 * Spain (Spanish)
 * Sweden (English)
 * Switzerland (English)
 * Thailand (English)
 * UAE (English)
 * United Kingdom (English)
 * USA (English)


 * Accenture Song
 * Our Work
 * Our Solutions
 * Our Thinking
 * Our People
 * Contact
 * More Overview
   
    * Our Work
    * Our Solutions
    * Our Thinking
    * Our People
    * Contact



ACCENTURE LIFE TRENDS 2023 IS OUT NOW

New name, same great content. Vital foresight into people's changing behavior.



READ THE REPORT
View Transcript


FJORD TRENDS 2022: THE NEW FABRIC OF LIFE

The choices we make next might impact our world and its structure in more ways
than we can imagine, and they all point to shifts in people’s relationships—with
colleagues, brands, society, places and with those they care about. People are
also coming face-to-face with the impact they’re having on the planet, and
finally accepting they cannot go on behaving as though people were separate from
nature.

We’ve had two years of disruption to the systems on which society is run, and
it’s taking its toll. There are challenging times ahead, but we believe there
are also great opportunities to design new systems, and new ways of being.


 

This year, the dominant theme throughout these trends is about the need to
respond to changes in all relationships. We should define how we—collectively
and individually—consciously stitch together positive relationships to create a
new fabric of life that’s good for people, business and the planet.

 

We see five major trends emerging that have significant implications for the
year ahead.

SHARE

VIEW FULL REPORT



EXPLORE THE TRENDS

--------------------------------------------------------------------------------

1. Come as you are

People are fundamentally thinking differently about their sense of agency over
their own lives, supported by new opportunities like the side-hustle economy.
The rise in individualism and independence has major implications for
organizations, relationships with employees and consumer-creators. Businesses
should keep this in mind when defining their value proposition to attract and
retain employees. Read more.
2. The end of abundance thinking?

Those who have been able to rely on the availability and convenience of the
things they want are having to think again. Scarcity, shortages, distribution
delays, austerity laws and sustainability factors are driving forward the
nature-positive movement and a more measured approach to consumption. Read more.
3. The next frontier

The metaverse is showing promise beyond its gaming roots to offer people and
brands a new place to interact, create, consume and earn. Its true potential is
yet to be seen, but it has the makings of a new cultural evolution. Finding
success here will rely on brands’ understanding of their customers in this new
world. Read more.
4. This much is true

Asking questions and having them answered immediately has become part of
everyday life, but people are increasingly doubting the answers they get.
Combined with the proliferation of channels and sources, this is a design and
business challenge. Those who meet it will earn trust and competitive edge. Read
more.
5. Handle with care

The desire to care is a fundamentally human trait, but it’s now more visible,
valued and openly discussed. Regardless of their connection with health,
organizations must now define how they embed care into their practices and
offerings—for employees, customers and wider society. Read more.
6. Fjord Trends in more detail

From the WWD Voices podcast—featuring Fjord Trends co-author Mark Curtis—to an
African perspective on this year's set of trends and much more, explore
additional thinking from our trend experts.


1. COME AS YOU ARE

--------------------------------------------------------------------------------

What’s going on

An era of post-traumatic growth is taking shape, at scale, manifesting as deeper
relationships, openness to new possibilities, a greater sense of personal
strength, a stronger sense of spirituality, and a more profound appreciation for
life.

People are questioning who they are and what matters to them and, in many cases,
they’re finding new confidence to show up as themselves. There’s also a growing
humanization of the workforce; professional and private lives are blending more,
and admitting to not being okay is no longer a sign of weakness at work.

It’s all part of a trend toward individualism and independence. People are
feeling a stronger sense of agency over how and where they spend their time and
attention. By the middle of 2021, global economies were opening back up and
workers were in demand. The Great Resignation saw people quitting their jobs in
line with new priorities that came into focus during pandemic lockdowns.（Great
Resignation）。1

Supplementing or replacing primary income is easier for people, thanks to tech
platforms with channels and tools for turning their hobbies and talents into
businesses. In the United States, people make an average of US$10,972 a year
from side-hustles like teaching, writing blogs/newsletters, renting out their
homes, freelance programming and more.2

This shift in opportunities and attitudes around work and income has a direct
impact on traditional employment. Many businesses, grappling with the
repercussions of having a workforce that has been physically apart for so long,
are worried about team dynamics, effective innovation and collaborative working.
Tension is growing as employee preferences don’t necessarily match what’s best
for a business.

The rising individualism underlined by a “me over we” mentality is stressing
empathy between colleagues within companies and changing people’s aspirations as
customers, which presents new challenges and opportunities for employers and
brand owners alike.3

View Transcript

> The rising individualism underlined by a “me over we” mentality presents new
> challenges and opportunities for employers and brand owners alike.


WHAT’S NEXT

Organizations need to understand these shifts in people’s ambitions, sense of
agency and ways of living, and examine and respond to the potential impacts.
People’s desire to meet their individual needs clashes with their obligations to
the communities they belong to and, ultimately, rely on.


 

Employers now face an important leadership challenge: to balance the flexibility
they offer to individuals with the needs of the team, and work towards the
greater good of the organization so that creativity, diversity and
trust-building can thrive. Attracting and retaining the right talent while
acknowledging that employees are future-proofing against the business is also
important. It’s time to take a fresh look at the employee value proposition,
with today’s context in mind:

 * The benefits package: Having already adjusted perks for the digital world,
   employers will continue to assess their suitability for a flexible and remote
   workforce.
 * A collective effort: Work culture needs a booster shot of “we,” and
   businesses may need to work hard to ensure that employees understand their
   responsibility to—and the benefits of—the collective.
 * A differentiated experience: Work has become more transactional thanks to the
   rise of tech tools, so companies must adjust the balance of the employee
   experience to be about more than just task productivity.

As the side-hustle economy grows, so too will the needs for the infrastructure
within it—from design and manufacturing support through to audience access and
delivery. Companies will have to acknowledge that creators—people who make money
directly from their audience or side-hustles—are not just their customers, but
also their competitors and collaborators, and change their behaviors
accordingly.

 

At the heart of this trend is a wider societal tension between individualism and
the collective. This tension is spread unevenly across the world but we believe
it will continue to be a defining cultural debate, with economic and
experiential consequences that could be felt everywhere.

SHARE

VIEW FULL REPORT



WE SUGGEST

--------------------------------------------------------------------------------

Think

Reflect on the rise in self-agency and “me vs we” mentality, and the
implications for your organization–how will you attract and retain talent and
customers in this new context?
Say

Clearly verbalize the value of groups, community, and teams, and how the rise of
self-agency and the need for collectivism can coexist for the good of your
organization.
Do

Get creative about how your company’s value proposition can evolve to
accommodate for people with multiple sources of income. Act on any weak spots
within your organization to ensure your employees don’t walk away.


2. THE END OF ABUNDANCE THINKING?

--------------------------------------------------------------------------------

What’s going on

Over the past year, many of us have witnessed and felt what it’s like to face
empty shelves, rising energy bills and shortages in everyday services. It’s come
as a shock to those of us who have been able to get whatever we want with
minimal effort—those who have been lucky enough to enjoy "abundance thinking".

The supply chain crisis started with lockdown’s impact on the manufacturing
industry, continued with the Ever Given container ship blocking the Suez Canal4,
and was made worse by a shortage of trucks and drivers, which stalled traffic
flow through the world’s busiest ports.5 A wide array of materials, parts and
goods fell into short supply, ranging from coffee to semiconductor chips.

In many countries, these issues slammed the brakes on abundance thinking.
Suddenly, scarcity became a feature in people’s expectations.
Climate change has been another key catalyst. In the wake of natural disasters,
from unseasonal flooding to devastating wildfires, people are starting to
understand the impact of their consumption habits on the planet.

Events of the past year have also revealed how interconnected and interdependent
our commercial infrastructure is, something shoppers might have not been aware
of before. For example, when a rise in world gas prices forced the UK’s biggest
fertilizer manufacturer to suspend production, a largely unforeseen impact was a
sharp drop in the supply of one of its by-products—industrial CO2—which in turn
threatened the supply of plastic-wrapped foods like fresh meat.6

While supply chain shortages might be a temporary challenge, the impact is
expected to persist and open the door to a shift in our abundance thinking,
particularly relating to the environment. Scarcity of goods could affect
customers’ morale, and brand owners should prepare to manage expectations around
convenience and sustainability.

View Transcript

> When designing for the balance between affordability and sustainability,
> organizations need to decouple innovation from the notion of "new".


WHAT’S NEXT

In our Liquid infrastructure trend last year, we forecasted the supply chain as
a new point for value creation.7 Since then, our thinking has evolved in two
main ways:

 * We expect an urgent need for the coming together of marketing, customer
   service and supply chain to protect and support brand reputation.
 * We believe that designing for the balance between affordability and
   sustainability could be the next big opportunity for brands to break new
   ground. Ultimately, many customers will likely weigh the good of the planet
   against their families’ basic necessities when making purchasing decisions. A
   balance between the two should be at the center of brands’ sustainability
   innovation.

A necessary mindset shift will be to decouple innovation from the notion of
“new.” It’s often said that people have to change behaviors, but this is hard to
do when they’re constantly being influenced otherwise. For sustainable behaviors
to stick, brands are going to have to think differently.

 

One method might be to create new value for customers through services that
extend a product’s life. Incremental improvements, by contrast, only tempt
people to throw away functional items and buy new.

 

We forecast growing momentum toward “regenerative business” that replaces the
traditional “take, make, dispose” model with a more circular approach. This path
could involve exploring new practices such as dynamic pricing, micro-factories
and hyper-localized manufacturing. It’s also likely that the “nature positive”
movement will gain popularity in the coming years. Nature positive means
enhancing the resilience of our planet and societies to halt and reverse nature
loss.

 

Businesses will have to do more than mitigate negative impacts. They will need
to support our natural world’s ability to replenish itself, which could involve
overhauling the systems people depend on.

 

As we question the role of abundance thinking in business, “less” doesn’t have
to mean “loss.” Rethinking our default setting of abundance is an important
first step. The second is to start collaborating with others in the ecosystem to
tackle climate change—our most pressing challenge.

SHARE

VIEW FULL REPORT



WE SUGGEST

--------------------------------------------------------------------------------

Think

Contemplate what this supply chain disruption means for your business, and your
customers. Can you create new business models by extending existing product
life?
Say

Tell your innovation teams and product development teams that innovation does
not have to mean new. Quite often, working under constraints yields the most
creative solutions.
Do

Establish your sustainability roadmap to get your business and your customers to
net neutral—and, further, to nature positive.


3. THE NEXT FRONTIER

--------------------------------------------------------------------------------


What’s going on

Metaverse fever is spreading around the world, bringing with it promises,
excitement and unanswered questions.

The metaverse is a new convergence of physical and digital worlds, an evolution
of the internet that enables people to move beyond “browsing” to “inhabiting” in
a shared experience—enhanced by advancements in 3D, Augmented Reality (AR) and
Virtual Reality (VR). It’s a place where people can meet and where digital
assets—land, buildings, products, and avatars—can be created, bought and sold.
This new system of place will shift our digital behavior and has the makings of
a new cultural epoch. Brands will need to understand how/if their customers will
exist in this new world.


Expanding beyond its gaming roots, for some, the metaverse is becoming a new
place to make money. The “creator economy” is growing to encompass future
metaverse employment: creators will make assets; performers will create
real-time content; bridgers will connect the physical to the digital world;
participants will learn, explore and enhance; builders will design and organize
experiences; the community will help, attract and engage.8 Other people are
making money by playing and learning. Play-to-earn, create-to-earn, and
learn-to-earn are all models that are turning fun activities into work.

Creators and artists are minting digital assets such as photographs, videos,
music and art on non-fungible tokens (NFTs). An NFT authenticates a person’s
possession of a digital asset, meaning the deed of ownership can’t be copied.
This move creates scarcity and builds desirability into digital items, which is
something we haven’t seen before.

Over the past year, we’ve also observed that people are looking for a
multi-player experience for non-gaming activities like watching movies. For
instance, Netflix created a new feature for people to watch content together
while apart.9

The metaverse is less about becoming immersed in a fantasy world of unicorns and
dragons and more about escaping physical limits to spend time in a virtual space
that’s a version of, or extension of, real life.

The metaverse’s future will be interesting to watch unfold. We have more
questions than answers on what it will ultimately become, but we can be certain
that the first vision of the metaverse will not be the last.


View Transcript

> As brands capitalize on opportunities in the metaverse, we encourage open
> debate around the ethics relating to who people are and what they do there.


WHAT’S NEXT

Significant cultural shifts tend to start in a place—like Renaissance Florence,
Vienna in the 1900s, the Swinging Sixties in London. The location for the next
one is the metaverse. It will affect how people experience art, music, movies
and, of course, brands.

 

In the immediate future, we expect to see a period of questioning, learning and
experimenting on what’s possible. Any brand or creator wanting to operate in the
metaverse must be ready for a lot of trial and error, focusing on the end user’s
experience.

 

Unique experiences will likely be key to attracting people outside the gaming
community. Initially, we believe brand owners will establish their own spaces
within the metaverse, or look to Big Tech to create metaverse-as-a-service
platforms they can engage with. These spaces will then evolve beyond the brand
or company websites that are commonplace today, into more neutral spaces where
subtle and sophisticated interactions can take place, and in ways that are fluid
and free-form.

 

As everything is 3D-based, designers, digital product developers, creatives and
technologists will play a central role in virtual world-building and content
placement. Development methods in gaming will go mainstream as more 3D
experiences come online—like playtesting for example, where gamers give quality
control feedback on experiences before a game launches to the wider public.

 

Embedding ethics from the start is an absolute must. The harm caused by the
current internet experience is plain to see—organizations should do better in
the next iteration, with more transparency. As brands seek to capitalize on the
opportunities presented by the metaverse, ethics around behavior control,
sustainability and accessibility for all must be front of mind.

 

The metaverse gained huge traction during the pandemic. What we cannot know yet
is how its evolution will go from here. It may continue to boom and grow, it may
shapeshift into something else. Or it may fizzle unless enough people find
continued value or relevancy in it.

 

We may well be on the brink of a new cultural epoch. If this is true, this shift
will be associated with the metaverse. Whatever happens, the metaverse may offer
infinite potential as a brave new space for companies to explore, test, and
innovate, all of which makes it—to say the very least—tremendously exciting.

SHARE

VIEW FULL REPORT



WE SUGGEST

--------------------------------------------------------------------------------

Think

Consider your product in the metaverse—how it’s seen, how it’s purchased, where
it goes, how it’s used by your metaverse customers. The lifecycle of your
product, brand, and experiences requires a complete mindset shift. The metaverse
is a place and not just another channel.
Say

Ask people (especially young people) about the games they’re playing and the
clothes they’re buying for their avatars. Talk about the experiences they’re
having with their friends online to learn more about the metaverse’s potential.
Do

Approach the metaverse with curiosity and playfulness, but always with
integrity, ethics, care, and respect for the environment.


4. THIS MUCH IS TRUE

--------------------------------------------------------------------------------




WHAT’S GOING ON

It’s been 24 years since Google was founded10, and one of its most profound
effects is how it has evolved our relationship with questions. Having them
answered at the touch of a button (or brief exchange with a voice assistant) is
so embedded in our lives that it’s an expectation we barely think about. And
it’s led us to ask even more questions.

 

But as we get answers from more sources like social media11, prolific
disinformation leaves us doubting the answers we find. It has been suggested
that, over the past 18 months, trust has been so tested that we’re experiencing
“Information Bankruptcy”—a state characterized by record-low levels of trust in
all information, alongside soaring fears around job security, personal safety
and autonomy, and societal matters.12

 

Incidences of inflammatory language, lack of integrity, misinformation and the
politicization of everything have been accelerating a decline in trust in
experts and governments, yet trust is critical. People want and need to be able
to trust all sources of the answers they seek.




Most recently, emotional and ethical concerns are making the process more
complex. Conscious consumerism continues to grow, with a particular focus on
ethical and sustainability values.13 People want to feel good about what they’re
buying. They’re asking more questions that need answers at the point of sale,
around topics like the ethical treatment of workers and animals, and fair trade.


 

People expect to get answers at points of interaction with the product or
service they want to buy and at the point of purchase. Brands have to know how
to conduct that exchange at those moments.

 

A brand is a bundle of promises, and customers want to know more about those
promises than ever—they also expect brands to deliver on them. The layers of
information a brand owner chooses to impart should therefore be a clear and open
demonstration to its customers of how it’s performing.


View Transcript

> Increasingly, brands will likely compete with one another on information
> layers—if one brand owner decides not to include them, a rival brand might.


WHAT’S NEXT

As they strive to answer people’s questions, brands should make strategic
choices about which information layers to deploy and how to design them across
touchpoints to build trust. Layers should be simple to use, delivering the right
information in the most appropriate form and in the right moment.

 

The amount of information included should vary according to the place, interface
and people’s ever-changing modes. After all, at any given moment, the same
person might be shopping in their role as an interior designer, a parent or an
amateur athlete. They might quickly go from searching for the cheapest available
option to being in the mood to splurge.

 

Conversation is a natural part of the human experience—it’s how we share and
find out information, how we frame who we are, and how we grow and learn. We
believe brand conversations with their customers might evolve and be used to
structurally solve the challenge of providing the right answer at the right
time. Already, conversational Artificial Intelligence (AI) powers an array of
basic question-and-answer services, but approaches will likely evolve both in
ambition and sophistication.

 

Brands also have an opportunity to encourage loyalty by rewarding customers for
making more ecologically responsible purchases. Customers who shop sustainably
could gain points over time, for example. Loyalty programs like this could
include a community component, so people see that their efforts are contributing
to something impactful.

 

Increasingly, brands will compete with one another on information layers.
Granular design decisions will have direct strategic implications, expanding the
remit of designers’ work. In fact, tasks related to information layers will span
the whole organization, especially brand, marketing, customer service and
operations.

 

Proof demonstrates truth. We can’t expect all customers to interrogate the
veracity of the information they’re offered, so the expectation is on brands to
substantiate what they say in their information layers to lighten the customer’s
mental load. This can also be a powerful trust-building opportunity.

SHARE

VIEW FULL REPORT



WE SUGGEST

--------------------------------------------------------------------------------

Think

Research the types of questions customers are now asking in—and of—your
industry. Outside of your sales channels, consider where people go to get
information about your company or products, and how you can create information
layers that mean they don’t have to go there.
Say

Tell your customers that you want to make sure they feel confident buying from
you by giving them more transparency and information at the point of sale.
Do

Design new information layers to build trust with your customers and communities
and prove your commitment to answering your customers’ ever-increasing questions
about your product and services—in ways that are easily discoverable both inside
and outside the sales channel. Use data to understand as much as you can about
the layers each customer is seeking.


5. HANDLE WITH CARE

--------------------------------------------------------------------------------




WHAT’S GOING ON

Care and compassion are rooted in human nature—they’re arguably the character
traits that define humanity.14 Caring is an act of kindness and concern for
others. It goes past empathy and builds trust. In all its forms, care became
more prominent this past year: self-care, care for others, the service of care
and the channels to deliver care (both digital and physical):

 * We have seen the rising importance of self-care. The pandemic has wreaked
   havoc on mental health around the world—this was one of the biggest global
   signals coming from our design studios as we crowdsourced these trends.
 * Access to services that enable people to care for their loved ones was
   reduced or disrupted. Those who take care of others therefore took on more
   responsibilities—educating their children, helping with medical appointments,
   shopping for their parents—on top of the busy lives they had before the
   pandemic.
 * The amount of time and attention now devoted to caring for the well-being of
   colleagues has also likely increased. Compassion and grace in the face of a
   colleague’s personal struggles—such as mental health issues, grief or a
   sudden disruption through illness—have become normalized.




Technology has become both a new channel and a source of solutions for care, as
the pandemic forced mass adoption and acceptance of technology for healthcare
and well-being.

 

This openness to using tech for care was further accelerated by the inevitable
use of Covid-19 passes in many countries. Out of collective responsibility to
those that are vulnerable in society, people have started to exchange health
information about their vaccination status for access to public spaces like
restaurants, theaters and airports, usually using a smartphone. It also signals
another important behavioral shift: sharing of previously private health
information publicly. Comfort levels on sharing this information vary from
person to person, but a majority are doing it, giving communities the confidence
to open up knowing this is a good way to minimize risk for their patrons.

 

The focus on care is expanding beyond the health industry, as traditionally
non-health businesses and services are finding new ways to care for customers.
Self-care, taking care of others and taking care of carers has become an
important focus.


View Transcript

> Visibly caring for customers builds brand trust. It means aligning with
> moments that matter, creating new services, and harnessing technology.


WHAT’S NEXT

The responsibilities around self-care and caring for others will likely continue
to be a priority. For brands, visibly caring for customers builds trust. Brands
must align with moments that matter, create new services and harness technology
in an appropriate and measured way.

 

Looking ahead, infusing kindness and compassion for others is a business
opportunity that design can help with. There are many ways to create new value
in caring through design:

 1. Expand accessibility
    It’s critical for brands to consider whether they’re being expansive enough
    in their definition of accessibility. There are barriers to caring for
    others—especially for the people whose need for care is highest. Brands
    should evaluate their channels, products and services for accessibility in
    the wake of the massive shift to digital care.
 2. Prioritize mental well-being and safety
    Designing for the mental well-being and safety of people is critical. This
    approach isn’t new, but the irresponsible use of dark patterns to influence
    people’s digital behavior has been under growing public scrutiny. Designing
    KPIs that measure the benefit/risk to people and their relationships will
    likely be a differentiator for a caring business.15
 3. Explore multisensory design to boost inclusivity
    Multisensory design is an empathetic approach that recognizes the many ways
    in which people experience and react to a product or service, environment or
    experience—subtle and obvious, consciously and unconsciously.16 It extends
    beyond the prevailing focus on visual design with features that also appeal
    to other senses, such as smell or touch. For care-related propositions,
    audio has significant potential.
 4. Take a fresh look at the detail of the employee experience
    Designing internal processes and rules to reduce employees’ mental load is a
    subtle, yet important way to show care. In all aspects of work, employers
    can declutter and make cumbersome experiences invisible and easy, and give
    people space to do the work they’re meant to do.

Care has always been an important part of being human, but the difference is
that it’s now more visible and openly discussed—a welcome change. Designers and
businesses alike need to make space for practicing care—it’s not enough to talk
about it. The aim should be to deliberately design and build care into systems.

SHARE

VIEW FULL REPORT



WE SUGGEST

--------------------------------------------------------------------------------

Think

Treat care as both formal and informal. Acknowledge that care is important,
emotionally taxing work. Consider how you can develop products and services—and
the KPIs related to them—around the needs of people who have care as part of
their daily work.
Say

Clearly communicate that care is not transactional. Define what care means for
your organization and use it as a guiding principle in your design work and
communications.
Do

Declutter your organization of the things that most frustrate your employees and
customers. Look for ways to minimize the noise, (such as communications,
internal processes, external products/services), to give people more time and
space for the things that matter.


FJORD TRENDS IN MORE DETAIL

--------------------------------------------------------------------------------

Explore additional thinking from our trend experts.




BUILT FOR CHANGE PODCAST LOOKS AT FJORD TRENDS

The emerging themes, challenges, and behaviors with broad implications for
businesses in 2022 from “The Great Resignation” to supply chain disruptions.


FJORD TRENDS FOR FEDERAL GOVERNMENT

It's a complex time for any organization, and the government is tasked with
greater responsibilities. Learn the federal implications of the trends.


WWD VOICES: RE-WEAVING THE FABRIC OF RETAIL

Listen to Fjord Trends co-author Mark Curtis posit which trends have the
greatest impact on retail and fashion.


HOW TECH CAN DESIGN A WORLD WE WANT TO LIVE IN

Jason Warnke, Digital Experiences Lead, offers his view on Fjord Trends 2022 and
how they relate to the work of Accenture global IT.


WATCH: NEXT IN CONVERSATION WITH CHRIS BÖHNKE

Trend expert Chris Böhnke discusses new forms of creative work, surprising
collaborations and the metaverse as he shares his views on Fjord Trends 2022.


PRIORITIES FOR CONSUMER HEALTH COMPANIES

Resetting trust is just one of the ways Fjord Trends is relevant to consumer
health companies. Marlize Claasen shares which trends resonated most.


5 TRENDS INFLUENCING INSURANCE THIS YEAR

How does people's increased sense of agency and the metaverse affect insurance
companies? Kenneth Saldanha takes a closer look.


HIGHER EDUCATION: HANDLE WITH CARE

With 13.1% fewer US high school students enrolling in college, what does
Education need to know to inspire, encourage and reduce friction?


ME, MYSELF, MY STUFF AND THE METAVERSE

Fjord Trends co-author Martha Cotton explores why we're all more individualistic
now, and why that matters so much in business.


HOW RETAILERS CAN COPE AS CONSUMERS BUY LESS

Retail expert, Jill Standish, explains why regenerative business and different
measures of success are critical to weathering recent trends.


FJORD TRENDS 2022: AN AFRICAN PERSPECTIVE

Rina Strydom looks at how Fjord Trends 2022 are unfolding on the continent.


FJORD TRENDS AT CES 2022

Sit back and listen to Martha Cotton talk through our five trends for the year.


METAVERSE 2030 AND THE CREATOR-CUSTOMER

Katie Burke gives brands a headstart by highlighting the questions, concerns and
mysteries surrounding the metaverse.


ME VS. WE: TENSIONS THAT MARKETERS CAN’T IGNORE

Martha Cotton tells LBB what marketers really need to understand about the
people they seek to engage with in the coming twelve months.
View All
View Less


AUTHORS


MARK CURTIS

Global Sustainability and Thought Leadership Lead – Accenture Song

Follow me:



MARTHA COTTON

Global Co-Lead – Fjord, Part of Accenture Song

Follow me:



CONNECT WITH US

CAREERS


CONNECT WITH US

BLOG


CONNECT WITH US

NEWSLETTER

 * 

Please enable Advertising and Social Media Cookies to be able to see this
content.
Click here to update your cookie settings.

About Us
Contact Us
Careers
Locations

Privacy Statement
Terms & Conditions
Cookie Policy/Settings
Accessibility Statement
Sitemap
Modern Slavery Act Statement
Accenture Tax Strategy

© 2024 Accenture. All Rights Reserved.


Welcome to accenture.com! In order to provide a more relevant experience for
you, we use cookies to enable some website functionality. Cookies help us see
which articles most interest you; allow you to easily share articles on social
media; permit us to deliver content, jobs and ads tailored to your interests and
locations; and provide many other site benefits. For more information, please
review our Cookies Policy and Privacy Statement.
Cookies Settings Reject All Accept All Cookies



PRIVACY PREFERENCE CENTER

Any web site that you visit may store or retrieve personal information, mostly
through the use of cookies. The stored or retrieved information might be about
you, your preferences or your device and is used for the purposes specified per
cookies category below. The data controller of your data processed through our
cookies is Accenture PLC. In addition, some cookies we use are from (and
controlled by) third-party companies, such as, Facebook, Microsoft, Marketo
Munchkin Tracking, Twitter, Knotch, Youtube, Instagram, Yoptima and Linkedin
Analytics to provide us with web analytics and intelligence about our sites. You
can accept the cookies as per your preferences by activating the sliders per
cookies category. By accepting cookies, the functionalities described per
cookies category will be activated and by not accepting cookies, such
functionalities will not be activated. Because we respect your right to privacy,
you can choose not to allow some types of cookies and you have the right to
withdraw your consent by adapting your preferences in our cookie consent
manager. Click on the different category headings to find out more and change
our default settings. Please read our Cookies Policy for more information.
Allow All


MANAGE CONSENT PREFERENCES

STRICTLY NECESSARY COOKIES

Always Active

These cookies are essential in order to enable you to move around the site and
use its features, such as accessing secure areas of the site. Without these
cookies, services you have asked for cannot be provided.

Cookie Details‎

FIRST PARTY ANALYTICS COOKIES

First Party Analytics Cookies

These cookies allow us to employ data analytics so we can measure and improve
the performance of our site and provide more relevant content to you. These
cookies don't collect information that identifies a visitor down to an
individual level that is available to us. These cookies are not passing
personally identifiable information to any external third party other than in
limited cases when we engage a service provider to act on our behalf but who is
then unable to use the data for their own purposes.

Cookie Details‎

PERFORMANCE COOKIES AND FUNCTIONAL COOKIES

Performance Cookies and Functional Cookies

Performance cookies are generally third-party cookies from vendors we work with
or who work on our behalf that collect information about your visit and use of
the Accenture website, for instance which pages you visit the most often, and if
you get error messages from web pages. These cookies don't collect information
that identifies a visitor. All information these cookies collect is anonymous
and is only used to improve how the website works. Third party vendors may have
access to this data and may use it to improve their overall services and
offerings.

Functionality cookies allow a site to remember choices you make (such as your
user name, language or the region you are in) and provide more enhanced,
personal features. These cookies cannot track your browsing activity on other
websites. They don’t gather any information about you that could be used for
advertising or remembering where you’ve been on the Internet outside our site.

Cookie Details‎

ADVERTISING AND SOCIAL MEDIA COOKIES

Advertising and Social Media Cookies

Third-party advertising and social media cookies are used to (1) deliver
advertisements more relevant to you and your interests; (2) limit the number of
times you see an advertisement; (3) help measure the effectiveness of the
advertising campaign; and (4) understand people’s behavior after they view an
advertisement. They are usually placed on behalf of advertising networks with
the site operator’s permission. They remember that you have visited a site and
quite often they will be linked to site functionality provided by the other
organization. This may impact the content and messages you see on other websites
you visit. If you do not allow these cookies you may not be able to use or see
these sharing tools or play certain videos on our site.

Cookie Details‎
Back Button


COOKIE LIST



Search Icon
Filter Icon

Clear
checkbox label label
Apply Cancel
Consent Leg.Interest
checkbox label label
checkbox label label
checkbox label label

Reject All Confirm My Choices