Source: OECD - Publications 

Norway is at the digital frontier in many areas. However, it needs to keep pace with rapid technological developments and competition, while improving performance in areas where it could catch up. Staying at the frontier requires agility, flexibility and well-co-ordinated digital policies. A national digital strategy can play an important role to ensure the policy framework in place makes the most of digital technologies and data for growth and well-being.

Norway has identified several underlying priorities that will shape the content and structure of its forthcoming national digital strategy: ensuring high-quality information and communications infrastructure; developing the data economy; fostering data protection and information security; increasing the digitalisation of small and medium-sized enterprises; promoting an inclusive digital society in the context of an ageing population; supporting the green transition; and digitalising the public sector. These priorities will help realise Norway’s vision of a sustainable welfare society that safeguards a safe and simple everyday life for citizens and the non-governmental sector, a strengthened business sector and a better and renewed public sector.

Norway’s digital policy landscape comprises relatively more initiatives related to Innovation than the other dimensions of the OECD Going Digital Integrated Policy Framework (the Framework), followed by Society, Access and Use. In terms of performance, Norway outperforms all OECD countries in indicators related to the effective use of digital technologies. It also outperforms the OECD and Nordic averages in societal indicators of digital transformation. Norway is above the OECD average on indicators of Trust and Access, although below the Nordic average. Norway has opportunities to catch up in indicators related to Market openness, Jobs and Innovation where there is the most potential to improve performance.

Recommendations
Key policy recommendations to achieve a more digital, innovative and inclusive Norway are structured around six areas:

Encourage technology adoption and skills development to ensure a more digital-intensive economy and resilient workforce. This involves promoting adoption of digital technologies among small and medium-sized enterprises and empowering people with the skills to succeed in a digital world of work.

Prioritise innovation to create a more digital Norway. This requires encouraging a culture of experimentation and risk taking, reducing regulatory burdens on start-ups and young firms, incentivising venture capital investment and support firms in scaling up, promoting investment in research and development, and harnessing the potential of “GovTech”.

Maximise the potential of data, while maintaining Norway’s strong culture of trust. This includes leveraging Norway’s culture of trust to incentivise data sharing, realising the potential of open government data to drive digital innovation, taking a multifaceted approach to monitoring and addressing cyber risks, and supporting development of data-related skills and infrastructure.

Harness the potential of digital technologies for society. This involves increasing digital inclusion through policies targeted at the groups most in need, discouraging e-waste production and encouraging e-waste recycling.

Prepare for next generation networks and a future of unlimited connectivity everywhere. This entails upgrading fixed and mobile networks to 5G and beyond, closing geographic connectivity divides by focusing on the underserved, fostering competition and reducing red tape, and supporting businesses to improve their connectivity.

Design holistic digital policies within effective governance and monitoring mechanisms. This involves using all dimensions of the Framework to design future digital policies; fostering interministerial and stakeholder co-operation in digital policy design and implementation; monitoring progress using the OECD Going Digital Toolkit as Norway’s national digital dashboard; and strengthening a whole-of-government approach to adoption of digital technologies in the public sector.

Source: OECD - Publications 

After an extensive synthesis of the OECD’s existing work on the teaching profession over the years, the need to explore professional roles and identity became obvious. The roles and responsibilities of teachers have seen significant changes over the past decade. Education, childhood, labour markets and society as a whole have experienced considerable changes, prompting the need to think about the effects of changes on the teaching profession. The OECD Centre for Educational Research and Innovation (CERI) project on New Professionalism and the Future of Teaching project researched how professionalism has evolved, including the importance of working with others to confront increasingly complex contexts, so called “connective professionalism”. Based on the evidence base and ideas for next practice, the project developed a methodology to help diverse stakeholders in education to construct a shared vision on what the teaching profession could look like in the future.

This study in Wales (United Kingdom) is the second in a series of three education system studies conducted in 2023 and 2024. Various stakeholders, including teachers, school leaders, researchers, teacher educators, teacher unions, and professionals (potentially) supporting teachers and schools provided feedback on their ambitions for the future of teaching in Wales. Choosing among a set of ambitions to better connect teachers with other professionals within the school community, other education providers (such as universities and teacher education colleges) and broader society, they shared their judgements of what would be high priority and also how big a change this would be from the current context. Would it be an ambition for transformation over a period of many years? Or would it be possible to build on existing mechanisms or initiatives? Or could this ambition be achieved by improvements over the short term?

Different perspectives were gathered in two main ways. First, via an online survey. Second, via two stakeholder workshops in Bangor and Cardiff where a total of six working groups collectively constructed scenarios for the future of teaching. Each working group comprised individuals with different roles and responsibilities in or around schools. They worked with the results of the survey and selected priority ambitions to support their vision on the future of teaching. These provided stimulus for their discussions, but their specific visions grew out of a mutual exchange of professional experiences from different perspectives within and surrounding teaching in Wales.

Of course, this study in no way aims to be representative or comprehensive. It draws on the work of a group of willing professionals with a stake in Wales education who offered to share their expertise. This initial effort to anticipate and increase deeper, structured thinking about medium- and long-term scenarios for teacher professionalism and empowerment offers input on how to strengthen the teaching profession in Wales. Potential benefits for the system include long-term strategic thinking regarding the Welsh teacher workforce and finding solutions to issues that transcend the short term.

While constructing their scenarios for the future of teaching, stakeholders reflected on four research questions set for this study by the team at Welsh Government in consultation with the OECD.

How do we develop teacher professional identity and a more collaborative profession? The set of future scenarios envisage a focus on collective professional identity at a school level. There would be particular focuses on peer-to-peer interactions as well as school-to-school exchanges. Time and space would be provided to support a variety of exploration that involves building innovations, following passions and interests, engaging in shared learning, working with colleagues, communities and other partners.

How could a career development perspective for all staff in schools contribute to a vibrant and thriving workforce? Career development would be an integral focus to support the workforce. This would include visible and diverse career pathways that follow and invest in career journeys. Teachers would be supported to engage in their own professional growth journey and collaborations that enrich their professional work. Career pathways would allow for flexibility and lifelong learning opportunities that support a dynamic workforce.

How can all who work in schools encourage innovation and the examination of professional roles in schools as learning organisations? Valuing innovative practices requires alignment at all levels to define what innovation looks like at a school level. This includes strengthening collaborative practices that support reflection, experimentation, partnering and sharing. Support includes time and space to work as part of a professional community. It is important to build connections across innovations to reduce duplication of effort and to maximise shared learning.

And how could investment in the professional identity of teachers, especially in secondary schools, make the profession in those settings more attractive? Teachers should be able to align their intrinsic motivation to their teaching, keeping their practice closer to their professional interests and qualities, and having a sense of autonomy in their work. Investing in continuous, bespoke support and professional development enhances teacher well-being, strengthens their professional identity, and makes the teaching profession more attractive and rewarding. Meaningful development opportunities, recognition, and leadership roles enhances the profession’s appeal and fosters long-term commitment.

The OECD identified seven key elements that feature across a set of four preferred future scenarios for the future of teaching in Wales. Arguably, all would be important to the future of teaching and many are common to several of the scenarios. In particular, diverse professional roles and careers, healthy working environment, school leadership, community support/ partnerships, school-university partnerships, innovation and communication feature to some extent across all four scenarios. Governance and accountability were explicitly featured in three scenarios.

The study also underlines the importance of thinking in more nuanced ways about the existing teacher workforce and potential new recruits. There is a rich diversity of professionals working within schools in Wales, with different motivations, life phases, passions, ambitions and professional development needs. An evidence-informed set of seven Welsh teacher personas provides input to stress test the set of future scenarios. What would different teachers find attractive in the future scenarios that were developed? Would it be particularly attractive to experienced teachers? Would newer recruits hold some reservations? Would it match what younger people will be looking for in their working lives? Overall, the Welsh teacher personas responded positively to the suggested scenarios for the teaching profession in Wales.

This report presents results of the initial reflection and provides tools to extend the exercise going forward.

Delivering solutions for a more sustainable future

ISINNOVA provides research services and strategic consultancy to public and private actors pursuing sustainable visions, solutions, and policies.

Five Pillars of Our Approach

1. Anticipate – Apply systems thinking and foresight methodologies to identify emerging challenges, reveal interdependencies, and inform proactive, future-resilient strategies.

2. Integrate – Connect disciplines, sectors, and knowledge systems to foster richer analysis and tackle complex challenges holistically.

3. Align – Ensure research, innovation, and governance processes reflect the values, priorities, and needs of society through ethical, participatory, and responsible approaches.

4. Co-create – Engage diverse stakeholders — researchers, policymakers, citizens, and industry — in collaborative processes to design solutions that are inclusive, relevant, and impactful.

5. Transform – Drive systemic change by translating shared knowledge and co-created solutions into sustainable, scalable actions, supported by continuous assessment to ensure applicability, effectiveness, and long-term value.

Track Record

• 50+ years in the game (and counting).
• Involved in over 130 research projects (ISINNOVA designs, develops, and manages sector-specific & cross-sector EU and global projects)
• 15 staff members with multidisciplinary backgrounds (engineering, statistics, economics, politics, law, social sciences, computer science and media studies)
  

Have you ever wondered how you will (still) be conducting research or teaching in 2050? 

The Foresight on Demand consortium (FOD2) invites you to participate in a survey in context to “Demographic change: implications and opportunities for Europe’s R&I system by 2050”.

Your input will help identify weak signals, early trends, and unexpected ideas that could shape research careers, higher education, and innovation systems in Europe by 2050.

Whether you are noticing shifts in work culture, research or teaching models, funding landscapes, please take 10-15 minutes and share your thoughts ! The survey is open until April 18.

VDI/VDE Innovation + Technik GmbH is a leading service provider for issues related to innovation and technology. We support and advise during the analysis of complex projects or market situations, during the promotion of research programmes from the German federal government, the German state governments and the EU and organise branch offices or contact offices for research and business. As the project sponsor, we offer the suitable solution for every step of the innovation process.

We work both domestically and abroad for our customers from politics, research, industry and finance. 1,000 employees cooperate in multi-national and interdisciplinary teams. With a total of 10 divisions and nine cross-sectional divisions, we cover a broad-based content spectrum and have at our disposal highly-qualified experts from the natural sciences, engineering, social sciences and business management.

We are located in seven cities: Berlin, Munich, Dresden, Bonn, Hannover, Erfurt and Stuttgart. We are thus in close proximity to the customer.

Europe’s research and innovation (R&I) system is facing new challenges as demographic trends reshape societies, economies, and labour markets. With ageing populations, shifting migration patterns, and evolving skill demands, it is crucial to anticipate how these transformations will impact education, research careers, innovation ecosystems, and funding landscapes.

This commissioned study for DG RTD under the Foresight on Demand Framework Contract seeks to develop scenarios until 2050, and to understand the implications of demographic change on the R&I system. By exploring weak signals, trends and interactions—including the role of emerging technologies such as AI—we aim to identify strategic policy options to support a competitive, sustainable, and fair Europe. The study will provide insights to help policymakers and stakeholders design resilient R&I policies that respond to demographic shifts.

Share your insights in the survey

We seek fresh and diverse perspectives from across the research and innovation community. Your input will help us identify weak signals, early trends, and unexpected ideas that could shape research careers, higher education, and innovation systems in Europe by 2050.

Whether you are noticing shifts in work culture, research or teaching models, funding landscapes, or the impact of technology on your processes — we want to hear from you!

Please take 10-15 minutes and share your thoughts ! The survey is open until April 8.

Supports the economic growth in South-East Europe by promoting innovative solutions and facilitating the transfer of technologies and know-how. 

The first organization in the South- East region to implement foresight methods to shape public policy.

This report provides the findings from the ‘Foresight on Demand’ project supporting the Horizon Europe
Mission Board for Healthy Oceans, Seas, Coastal and Inland Waters in its task of defining specific
Mission(s) to be addressed in Horizon Europe. The overarching goal of the project was to support the
reflections of the Mission Board from a forward-looking perspective.

The team of experts was set up by the ‘Foresight on Demand’ consortium to provide the Board with wellversed
expertise in both foresight methodology as well as thematic developments on the future of
oceans and water. The objective was to think along with the board and to stimulate the debates by
raising surprising and challenging issues based on forward-looking analysis and exploration. The project
provided the Mission Board with new information, (systemic) insights and/or alternative future visions
that connect the extremely multi-dimensioned topics tackled by this Mission Board.

The project had started with the scoping phase of identifying focal areas of which results were discussed
in the meeting with the Mission Board. Subsequently, the foresight team explored further future
uncertainties and knowledge gaps via a real-time Delhi survey to stakeholders. The scoping phase
began with the scanning of 33 foresight reports looking towards 2050, foresight databases and news
feeds to address long-term developments and emerging signals of change. In particular, the foresight
expert team developed five focal areas, which were presented to the Mission Board to provide
interconnected insights as well as challenging and provocative ideas to enrich their work. The five focal
areas are summarised in the table below:

After the initial phase of scanning and analysing emerging issues and synthesising the findings into five
focal areas the results were discussed with the Mission Board. In the meeting the discussion led the
Mission Board request the foresight team to continue the foresight work and identify further data and
knowledge gaps related to oceans and waters, the recovery of oceans and waters and their role in
climate change mitigation.

In line with foresight practice as well as with the Mission Board’s explicit desire to involve a wider public,
the study engaged stakeholders via a real-time Delphi method highly suitable to address future
uncertainties. The Delphi method is a structured group communication process, dealing with subjects,
on which often unsure and incomplete knowledge is available, that are judged upon by experts. The
idea is that the respondents can learn from the views of others, without being unduly influenced by the
hierarchies or other societal structures and power relations.
Invitations to the survey were sent to stakeholder groups in different sectors of society, in particular:
research and development, policy, industry and civil society. Approx. 3000 European stakeholders were
invited. The survey platform was open two weeks in February 2020 leading to the total of 238 registered
participants of which 138 finished the survey.

Participants assessed the total of 15 future statements and proposed new ones to be considered by the
Mission Board, in three areas: i) oceans and other water ecosystems, ii) the recovery of healthy oceans
and waters and iii) the role of oceans and waters in climate mitigation. The results of the assessments
presented in mean values are summarised in the following table in each of the three areas.

The findings form the survey can be summarised on each of the areas as follows:

• Oceans and other water ecosystems: In this area, all proposed issues are accepted as
  important but, with the current attitude towards marine and water ecosystems, respondents
  believed that actions will not be sustained properly. The reason for this lack of consistency
  between “right things to do” and what is actually done probably resides in cultural gaps that
  make it difficult to pass from theoretical analyses and legislation to action, with the reversal of
  current trends. Nonetheless, the survey indicates consensus about the adoption of the
  ecosystem approach, recognising that humans, with their cultural diversity, are an
  integral component of ecosystems and emphasizing the need for collaboration between the
  scientific community, the economic sector, policymakers and the public at large.
• The recovery of healthy oceans and waters: In this area, the survey showed a remarkable
  consistency, from all stakeholders, on the actions contributing to healthy oceans and waters.
  This point could almost guarantee the success of the mission as it seems that the society
  understands the enormous contribution of healthy oceans and waters on the planet earth.
  Although the list of what can be achieved in the near future could be endless, the fact that we
  have to include society at large in addressing challenges, should be our first step.
• The role of oceans and waters in climate mitigation: The respondents provided a global
  impression that Europe can be leader in several fields of climate mitigation. If, however, the
  rest of the world is not addressing these efforts of climate mitigation, the role of Europe will not
  have significant impact. There is no single major technological solution that, alone, would curb
  the climate change, a goal that might be achieved by a mix of technologies and regulations, at
  the right geographic scale, and as early as possible. Furthermore, positive and negative
  impacts of each technology have to be assessed carefully as very little is still known on the
  mid-term and long-term impacts of the different technologies available today. Much more
  research and stakeholder cooperation are required to select the right technologies and
  the optimum strategies on time, in order to avoid unmanageable trends.
• Further areas to be explored: Next to the topics proposed by the foresight expert team,
  stakeholders were asked to suggest other topics that should be understood better and acted
  upon in the EU. Three main topics emerged: research and research infrastructure, civil
  society, and corporate social responsibility.

Final remarks and recommendations

The first part of the foresight study led to the descriptions of five possible focal areas for European
innovation action in the realm of oceans and waters: 1. Climate-resilient coastlines, 2. Clean water for
the blue planet, 3. Vital aquatic ecosystems, 4. Open digital twin of oceans and waters, 5. Humans at
sea. All these focal areas have similar magnitudes, notably if we consider an extensive view of "humans
at sea" not only as an island network but as a continuum between a vulnerable and densely populated
low elevation zone and a potentially harmful but also rich coastal ocean. In view of addressing the focal
areas or their elements in the future actions towards sustainable development in Europe, it is worth
prioritising such efforts in relation with the general theory of systems that establishes the hierarchy of
systems in three spheres showing that human activities and economy are nested into natural systems
and must obey their laws. Traditional illustrations of sustainability, however, show only a small overlap
of the three spheres, this overlap representing sustainability.

The real-time Delphi survey confirmed that there is a need for a holistic approach leading to more
structured actions. This is widely recognized but seldom satisfied. Too specific actions, undertaken while
ignoring the behaviour of the rest of the ecosystems, may lead to temporary success but will surely not
improve the overall situation. This calls for enhanced efforts in improving ocean literacy at all levels,
from the scientific community (too focused on reductionistic approaches) to the economic, social and
industrial sectors. Furthermore, the conceptual landscape embracing water ecosystems (linking oceanic
and inland waters) is very fragmented, with the high risk that while fixing specific problems other
problems are created. Hence, we conclude with three recommendations.

1. Adopt a holistic approach for balanced actions that calls for improving water literacy at all
   levels of society.
2. Create networks of interest using a common (not too technical) language embracing water
   ecosystems (including both oceanic and inland waters) to overcome fragmentation in society.
3. Conduct holistic impact assessments and establish monitoring mechanisms of measures
   implemented to fix specific problems to avoid creating in parallel new problems in complex
   ecosystems.

Humans have internal clocks that clock vital biological rhythms. These are innate, but can be positively or negatively influenced by the environment. Daily rhythms are regulated by the “circadian system” (the internal clock).
The circadian system is inextricably linked to the regulation of the sleep-wake rhythm. Disruptions to the circadian system can therefore cause sleep disorders and associated cognitive impairment as well as various health problems. 

How do we humans influence our future by neglecting these rhythms? And what can we individually or as an organisation do to support our rhythmic life? Currently, we are de-synchronising ourselves, our organs and our lives... we are on an unhealthy way. What we need is a future chronobiologically enlightened society. 3 Policy Briefs and a final report describe the state of the art of our knowledge and many options for the future.

The Covid-19 pandemic has shattered our sense of ‘normal’, and amplified uncertainties and issues at the core of what the future may hold. The project ‘After the new normal: Scenarios for Europe in the post Covid-19 world’ examined possible futures of 2040 for the EU emerging from the crisis of the pandemic, as possible contexts for EU R&I. The five scenarios described in this report chart different possible post-Covid-19 evolution paths, creating new perspectives on key EU R&I policy issues.

Arctik is a Brussels-based communications agency recognised for its strategic and creative communication capacity in the field of sustainability. Arctik develops tailored public relations and communication strategies that take both objectives and resulting impact into account. We facilitate the creation of communities and networks that contribute towards circulating content, whilst cultivating meaningful dialogues and synergies between influencers and decision-makers.

Arctik has substantial experience in designing and implementing communication campaigns and projects which mix creative communication and sustainability. We believe in communication campaigns which provide a setting where opportunities are created, and knowledge is shared between actors. It is an occasion to convey a message and collect insights and intelligence.
Our team has a strong commitment to sustainability. We incorporate sustainable values into operations Arctik has substantial experience in designing and implementing communication campaigns and projects which mix creative communication and sustainability. We believe in communication campaigns which provide a setting where opportunities are created, and knowledge is shared between actors. It is an occasion to convey a message and collect insights and intelligence. and consider environmental and social factors in every business decision, while encouraging our partners and clients to think circular! Arctik is also registered to obtain the Brussels ‘Enterprise ecodynamique’ label. 

Arctik, as part of Technopolis Group is present in more than 10 countries with 300 consultants originating from +45 countries and speaking +30 languages. This diversity offers a unique perspective on what local-level stakeholders are receptive to. 

Our offices are located in : • Austria • Belgium • Colombia • France • Germany • Ivory Coast • Netherlands • Greece • Portugal • Sweden • Ivory Cost • Colombia • United Kingdom.

Our solutions: Strategy • Messaging and copywriting • Online and offline engagement • Thought-provoking design • Web services • Project Management • Video and animation • Data-driven communication • Events • Social media campaigns & monitoring • Knowledge management and Capitalisation • Media and visibility.

Our expertise: Regional Policy, Circular Economy, Climate Services, Education, Entrepreneurship, Science & Innovation.

Arctik is part of Technopolis |group|
Website www.arctik.eu
LinkedIn linkedin.com/company/arctik/
Bluesky bsky.app/profile/arctik.eu 

Collaborative research on the human capacity to understand, anticipate, prepare for, and embrace the future.

About Futures Consciousness

The futures consciousness concept and scale has been developed by researchers at the Finland Futures Research Centre (University of Turku) and University of Geneva, with help from other contributors. Teach the Future received a grant from the World Futures Studies Federation (WFSF) and the Prince Mohammad bin Fahd University (PMU) to adapt the Scale for use by young people, ages 12-18. The results of that grant are being submitted for publication by the partners. After that, the Scale will be available for use by schools and other organizations that work with youth. The details will be published on this page shortly.
Take the test.
The Five Dimensions of Futures Consciousness are:

• time perspective; the ability to be aware of the past, present and future, as well as the way events follow each other over time
• agency beliefs; basic sense of confidence that an individual has in their own ability to influence the external world
• openness to alternatives; abilities used to critically question commonly accepted ideas and influences an individual’s willingness to consider alternative ways of being and doing
• systems perception; the ability to recognize human and natural systems around us including groups, societies and ecosystems
• concern for others; relates to the degree to which an individual pursues favourable futures for a group beyond themselves
  

Our partners

Teach the Future collaborates with the University of Turku in Finland, the Finland Futures Research Centre and Digital Futures to research and promote the work in the context of education and (young) students. Sanna Ahvenharju, Matti Minkkinen and Fanny Lalot are the research experts that developed the futures consciousness concept and scale. 

Our activities

Teach the Future supports the de velopment of a scale matching the language and level of young people. This project is in collaboration with schools in the Netherlands, Italy, Turkiye, United States, and United Kingdom. And we thank our sponsor the Prince Mohammad Bin Fahd, Center for Futuristic Studies.
Next to this we support the testing. Erica Bol has wo rked with Martin de Wolf of the Master Learning and Innovation at the Fontys University of Applied Sciene. She designed a futures lesson program supporting the Master program and tested if the students futures consciousness improved. The students did a test before and after the lessons program. A paper on the project and results are published in FUTURES issue 12-2022.

From October 2022 to March 2023, we ran a forecasting tournament with a total of 54 questions. Almost all of our forecasting questions were developed in cooperation with 16 different public institutions and ministerial departments. Each institution or department defined its most useful forecasting topics, participated in a workshop to define specific questions with us, and was later provided with the results. This was intended as a proof of concept of one possible approach to incorporating forecasting in public decision-making.

Once defined, our forecasting questions were then posted on a private Metaculus sub-domain (in Czech), where an average of 72 forecasters had the opportunity to address them as they would any other question on Metaculus (median of 18 predictions per user). Throughout the tournament, we produced 16 reports detailing the rationales and forecasts, to be used by the cooperating institutions.
A handful of our partners have already reported acting on the information/judgment presented in our reports. This has concerned, for example, the national foreclosure issue (some 6% of the total population have debts in arrears) where the debt relief process is being redesigned midst strong lobbying and insufficient personal capacities; or the probabilities of outlier scenarios for European macroeconomic development, which was requested by the Slovak Ministry of Finance to help calibrate their existing judgements.

It also seems useful to explore various approaches to grow the number of policymakers with personal experience and skills in forecasting. In our case, we found curiosity and willingness to try forecasting even in unexpected institutional locations (i.e. the Czech R&I funding body). This makes us more confident that the “external forecasts” approach (as compared to building internal prediction tournaments or focusing on advancing forecasting skills of public servants) is worth investigating further precisely because it allows us to detect and draw on this interest irrespective of institutional and seniority distinctions and resource constraints.
While we hope that any readers with an interest in forecasting may find our experience useful, we expect that both this and any future projects of ours make it easier for other teams to work towards similar goals. To that effect, the write-up also contains an Annex of “Methodological Guidelines,” where we outline in more explicit terms the questions and decisions that we found were important to tackle when running the project, and what they may entail.

de introdus homepage

It would be short-sighted to assume that we, as humanity, have reached such a level of maturity that our descendants will not find some aspects of our – apparently civilised – everyday life repulsive and sad.
So we asked 60 futurists from around the world: “What will we disgust our descendants with?”
Many of the submitted ideas are already present in public discourse and confirm areas in which we need to change. But we were especially interested in novel barbarisms that humanity is still largely oblivious to.
The resulting infographic shows the futurists’ answers grouped into 93 contemporary barbarisms ranked in a public vote according to how eye-opening they are.

4CF The Futures Literacy Company