Forging a Dental Renaissance


Dentacoin partner dental clinics in 14 countries accept payments in Dentacoin. Copyright: SWISS Dentaprime

Forging a Dental Renaissance

Established in March 2017, Dentacoin is the first blockchain solution for the global dental industry. It is designed, fundamentally, as a way to improve dental care on a global scale. In May, Corporate Vision magazine named Dentacoin as the Best Blockchain Solution Provider in Dental in the 2018 Corporate Excellence Awards. On the back of the win, we spoke to Co-Founder and Core Developer, Jeremias Grenzebach to find out the secret to their success.

Designed foremost as a solution in the face of an overwhelming problem, Dentacoin is pitched as the answer to granting access to higher quality dental care around the world. To achieve this, they have designed a three-tiered process defined by mutual benefits for both the service provider and the patient. To go into more detail; Dentacoin can be earned through activities such as taking surveys, providing feedback and maintaining proper dental care. As such, more people can afford treatment. The completion of activities provides valuable insight for the dentists, who receive regular feedback and nurture a loyal patient community. Lastly, as the number of overall treatments increases, the number of treatments for preventable problems decreases, reducing wasted resources, and increasing overall service efficiency. It’s a novel approach, putting the responsibility of engagement firmly in the individual and making them an active part of the sector’s reinvention.

By all regards, Dentacoin are at the cutting edge of their industry. They have no direct competitors. But, naturally, as their growth accelerates, others will want to capitalise on this emerging market. We asked Jeremias how they plan to stay ahead of emerging trends and competitors following in their footsteps, “Important emerging trends can be recognised only when looking at the global industry. That’s why we are working closely with professionals with different competences worldwide. Also, we are highly engaged with the patient community. This combination helps us detect in advance trends with a chance for significant impact on the industry.”

Jeremias continues, building on what makes Dentacoin different from other services, “Blockchain-based technological solutions are highly relevant to the healthcare services market, therefore there are general Healthcare-centric Blockchain solutions, which are mainly focused on providing decentralised storage of patient records. Within the dental sector, currently, we do not have real direct competitors at a similar development and adoption level. The concept stands out with the innovative Blockchain application for the purpose of creating a global dental ecosystem where patients’ health has a central place. Our project success can be solely measured by its adoption, by its growing network of users. Within this newly-created framework, network effects are triggered meaning that each new participant increases the value of the greater network for all existing participants. This, and not speculations, is what gives real value to Dentacoin.

“Additionally, the first three tools developed by Dentacoin, that have already attracted more than 60,000 individuals and 4,000 dentists, are: DentaVox, Trusted Reviews and Dentacare.”

A large part of Dentacoin’s initial success comes from the internal culture of the firm; a culture defined by ambition, and forward thinking, “The main prerequisite for providing the best service possible is always this inner ambition which makes you eager to go forward, to learn new things, to improve your skills constantly. Our main goal from then on is to keep this ambition alive and stronger through many challenging projects and constant development support – this lays in the centre of our internal culture.”

Jeremias was eager to emphasise the extent of the problem that Dentacoin was created to rectify, “Dentacoin is a solution, designed to work on a global scale. Therefore, when speaking about industry overview, we should look at the market worldwide. We strongly believe that it should be a basic right for every person to have access to high quality dental care. The reality, however, shows that less than 20% of the global population can afford such. Moreover, USD 440 billion are spent annually on dental treatment; 90% thereof is wasted on preventable problems. The high level of fragmentation on the global dental market turns over dentists worldwide into lone fighters, unable to achieve efficiency and forced against their beliefs by the current system of tariffs, settlements and insurances.

The future of Dentacoin is one that seems set in stone, an immovable stalwart, paving the way for dental innovation in the years to come. From the outset, Dentacoin was designed to be for the long haul, with plans to improve on their existing toolkit, and develop new tools as and when their growth necessitates them. Furthermore, Dentacoin are actively planning expansions to their partner network, which will allow for mass real-world adoption, and are developing a means of buying, selling and storing Dentacoin. Perhaps more importantly, Dentacoin are driving the discussion on how cryptocurrency can be used to solve problems in other sectors, and inspiring discussions on the alternative uses of emerging technology in areas that would be unthought of just a couple of years ago. Currently, patients at 38 clinics in 14 countries can pay for their treatments in Dentacoin cryptocurrency. Dentists, on the other hand, can pay to laboratories and other service companies within the network too.

To finish, Jeremias spoke briefly on the immediate future of the firm, “The progress achieved so far makes us optimistic about the future. Nowadays, there is no doubt that digitisation is the way forward for each industry, including dentistry. On that note, we believe that developments such as Blockchain, AI, IoT will have a significant impact on dentistry in future as they will allow for higher efficiency, exceptional diagnostics and treatment quality and excellent customer service. Lastly, we have already developed concepts about possible integrations of those technological advances into our products.”


Contact: Jeremias Grenzebach, Co-Founder and Core Developer

Company: Dentacoin Foundation

Address: Wim Duisenbergplantsoen, 1 6221 SE Maastricht, The Netherlands

Web Address:

Changing the Game


Changing the Game

Alexander Janssen has an extraordinary 25 years of progressive board, executive management and consulting experience under his belt. In addition, he was recently selected by Corporate Vision in our 2018 Corporate Excellence Awards where he was awarded the righteously deserved accolade Most Influential CEO of the Year 2018 – Belgium. Taking time out of his busy schedule, Alexander dives into great detail about two companies: TopSportslab and Juran Institute.

TopSportsLab aims to optimise the long and short term physical preparedness of athletes through workload management, injury prevention and prediction. Some of the key customers that Alexander has worked with include UEFA, FIFA, Belgian field hockey team, Saudi National Football team, and clubs.

Juran Institute, is the world’s leading consultancy in Quality Management. From 1994-2011, Alexander ran the European office where the firm served all Oil & Gas majors.

Beginning the interview, we take a closer look at the firm’s approach when undertaking a new client. Alexander is keen to highlight how both TopSportsLab and Juran Institute ensure that the clients that they worked alongside received the best possible outcome.

“TopSportsLab makes sure that the client acquires and gets trained in using the latest monitoring devices e.g. GPS and heart rate systems. These are used to continually track the physical efforts of the athlete. We advise them to use either StatSports or Catapult GPS trackers. More importantly, we work with their local physical coaches to make sure he reports all statistics on trainings, games, physical test, rehab, injuries, wellness (daily) questionnaires etc. This will allow them to eventually assess ‘where’ and ‘when’ an athlete might get injured and then subsequently act with preventative measures.

“As for Juran Institute, for the annual global benchmarking programs, a long list of metrics was gathered for each participating oil/gas asset (i.e. an oil or gas installation could be a processing factory, platform, pipeline, gas network etc). This allowed Juran to quantify and qualify the strengths and weaknesses for each asset. Learning events were organised to transfer the knowledge of the best practitioners to the other participants. The focus for the clients lies in ‘improvement’, therefore they participated every year and their improvements were measured in all key business processes.”

When discussing what differentiates both TopSportsLab and Juran Institute from their competitors, Alexander focuses on one key point – knowledge.

“For both companies KNOWLEDGE was being sold. Therefore, it was key to stay ahead of the competition. We did this in both companies through 1) Hiring the best people in the field, 2) Attracting high-end customers, and 3) Ensuring innovation.”

Bringing the interview to a close, Alexander reflects on the current state of the industry, noting on the challenges that are affecting it.

“For TopSportsLab the threats are enormous as the technology progresses continually at a very rapid pace. Moreover, the sports industry has reported double-digit growth for many consecutive years now. This attracts new comers. It also attracts the big players who throw in much bigger budgets. However, given the customers’ search for an all-encompassing solution software, an exit and/or partnering with a global player is the only long-term alternative for a functional expert such as TopSportsLab.”

Moving forward, Alexander signs off by envisioning what the future holds for the firm him as a CEO. By adapting and adopting best practices demonstrated in other industries, he wants to make a difference in the world of sports.

“My next objective is to own a professional football club. Football has become a global business. Most clubs are loss-making. Therefore, there are numerous clubs for sale. The improvement potential is huge, short termism is the rule and not the exception, there is a scarcity of organisational and managerial talent and there are no controls in place for business processes. The focus is invariably on the first team, youth teams is (often) another organisation. We will re-introduce value-chain thinking starting from the youth team. Install a best-in-class youth academy. Prepare individual youth players for the first team. Minimise incoming transfers, maximise outgoing transfers. Moreover, we will introduce the latest techniques to fill the stadium using top-notch social media advertising, loyalty systems, stadium technology etc.” Another high growth area is women football. It requires a paradigm shift by a macho, testosterone driven industry.  

Name: Alexander Janssen

Web Address: [email protected]

Telephone: 31653408976

Is social media important for the food and drink industry?


Social media platforms and influencers have massive authority in marketing. There are now approximately 3.2 billion global social media users, according to a report by We Are Social and Hootsuite, while a study by Adobe also discovered that UK users consume around 6.9 hours of online content a day. Similarly, there was an approximate 325% increase in Google searches for “influencer marketing” in 2017, as well as 230 new platforms and agencies focused on influencer marketing over the past two years. Clearly, what we see on our phone, tablets and laptops matters.

But how does this trend towards online consumption affect British food and drink companies? And are pubs, cafes and restaurants across the country choosing to engage or disregard the influence of social media?

What do those in catering and hospitality think about social media?

Bar supplies retailer, Nisbets, recently carried out a Pulse Survey to establish the attitudes of catering businesses towards social media. When asked what each participant thought was the most effective form of marketing for their business, only 34% cited ‘word of mouth’. Instead, 48% said that digital methods were the best type of advertising — with social media making up 28% of this figure. In fact, 93% of respondents believed social media had positively impacted their business.

The survey found that Facebook was the most popular social media platform for catering businesses, with 81% citing it as the most important tool for their marketing efforts. Twitter followed as the second most popular social media platform, with 20% believing it has helped their marketing strategy.

Despite being a relatively new kid on the block, the popularity of visual platform Instagram is also on the rise, allowing brands to showcase images of their food and drink. 18% of survey respondents said that they use the platform and, as it continues to grow in popularity, we can expect to see more catering outlets incorporating Instagram into their marketing strategies.

With over 58% of UK people actively using social media, its huge reach makes it a valuable tool for restaurants, pubs and caterers more widely. Social media offers brands exposure and the opportunity to connect with their target demographic to promote their products. It also makes it easier for customers to find out key information, such as opening times or details of menu changes.

Social media and leading catering brands

Although it’s apparent that social media has great influence on consumers, it is often harnessed and capitalised on differently by some of the world’s top food and drink brands.

For example, Nando’s — currently one of the UK’s most popular restaurant chains — has been ‘liked’ by almost 4.5 million people on its UK Facebook page and has around 1.5 million followers on its UK Twitter account. Why? Partly because the chain strives to drive social media engagement. One example of this was the ‘finger selfie’ (#fingerselfie) campaign. Essentially, this was about encouraging customers to tweet a photo of their best ‘finger selfie’ using a Nando’s napkin while dining. Essentially, the aim was to spread the brand name and the Nando’s experience using something simple, quirky and interactive.

Of course, it’s possible for food and drink brands to simply engage with their consumer by noticing and responding on social media — like Greggs. The bakery chain’s digital marketing coordinator, Abby Hughes, said to PR Week in February this year: “The best performing content for us is our reactive posts. We look out for conversations that we can naturally get involved with, not bandwagons to jump on. These tend to be people making comments about our food or us as a brand.” 

Capitalising on the influence of social media is just as much about being consistently responsive as it is about being proactively creative. Simply monitoring tweets and tags about your brand and reacting to them quickly can help boost your social media standing and provide a better experience for your current or potential customers. According to the Greggs Annual Report 2017, the brand was up on sales by 7.4% to £960 million, which suggest that, whatever it is doing as part of its overall marketing strategy, it’s working.

But are there instances when food and drink companies have not embraced social media? The most famous, and perhaps most recent, is popular British pub chain JD Wetherspoon. On 16 April 2018, the company announced that it would be deleting the social media accounts of its head office and 900 pubs.

Rather than using Facebook, Twitter and Instagram, the company plans to instead “release news stories and information about forthcoming events on our website ( and in our printed magazine — Wetherspoon News”.

While the statement itself was relatively vague, JD Wetherspoon chairman, Tim Martin, offered more insight, commenting that the company’s move was: “going against conventional wisdom that these platforms are a vital component of a successful business”. Martin added: “I don’t believe that closing these accounts will affect our business whatsoever, and this is the overwhelming view of our pub managers.”

By completely removing their branded social media platforms, JD Wetherspoon will instead have to rely on customers and potential customers visiting their website, as well as other, more traditional, marketing methods.

However, while the pub chain is confident in the decision it has made, it conflicts with the perceived benefits of social media — namely, its ability to reach huge groups of people instantly. So, could this move by JD Wetherspoon be detrimental to its exposure and connection with its core demographic? Only time will tell.

Overall, social media appears vital to the success of cafes, pubs, bars and restaurants all over the country. Being available online means you are likely receptive to feedback and reviews, which in turn gives the perception that your brand is modern, available and reliable.

It also means you can create a relatable, recognisable brand persona to boost engagement and inspire consumer loyalty. When Epic Pubs won the Unique Hospitality Social Media Award 2016, marketing coordinator, Lara Busby, said: “Our saying is we are a “pub for everyone” and so our social media reflects this. We understand our audience and tailor our social media to suit this by keeping up to date with trends in the market and create posts that are engaging and draw people in.” Facebook, Twitter, Snapchat, and Instagram can all work together to give your brand a definable personality that your target audience can get on board with, which could be the key to success.

Find out more about social marketing tips for restaurants and food outlets here.


How to perfect a first impression in a business meeting


We’ve all been there. It might have been during a job interview, when you had to meet your partner’s parents, or in an in important business deal. Getting off on the right foot is crucial. It takes just seven seconds to make a good first impression, according to surveys.  Not long at all, right? It sounds even less when there are so many factors to acknowledge!

Here, we look at exactly what to do if you are to make that all-important great firs impression in a business meeting.

Vehicle choice
It’s often overlooked by many, but sometimes you will be judged before you even enter the building. We’ve all heard of stereotypes revolving around certain types of car, but did you ever think about how this may affect any potential business deals? Audis are often stereotypically linked to businessmen and women, meaning that those who drive an Audi A3 are thought to be in the business industry. This can have a positive impact on any potential clients who see you pull up!

Be punctual
Don’t waste a client’s time by turning up late. If your meeting is planned for a set time, turn up early. America’s former president, Eisenhower, was famous for his ‘when to arrive for a meeting’ philosophy, which meant that if you weren’t 10 minutes early for the meeting, then you were late. Being early helps avoid unnecessary stress by allowing you to get used to your surroundings and to compose yourself. Both of these factors can be crucial if you need to present to your potential clients.

Dress in an orderly fashion
Although it sounds obvious, it’s a factor some people overlook. If you turn up well dressed to your appointment, it really can help you go a long way. After all, if the shoe was on the other foot, do you think you would pay attention and sign a contract if the person standing in front of you was unkept? Probably not, so steer clear of those Converse trainers and ripped jeans — it’s important to dress like the professional you are trying to portray yourself as.

For men, it’s important that you turn up looking clean and well-presented from head to toe. A nicely fitted suit with clean — an emphasis on clean — shoes will give the impression that you are proud of your appearance and are likely to take pride in your client’s needs, too. Women can also benefit from tailored clothing of conservative colours and patterns. Dark grey or navy should be staple colours in your outfit choice.

Body language
This is another point that should be second nature. Be sure to smile, shake everyone’s hand who is in the meeting and keep good eye contact. Smiling will put potential clients at ease, offering a warm impression of yourself, while firmly shaking hands can command respect. Keeping eye contact portrays you as a positive person, while those who avoid eye contact can sometimes be seen as being ‘shifty’ or rude — not ideal for a business meeting!

It’s important that you don’t mumble when you talk; nobody likes needing to continuously ask what it was you said. If this happens, your client could become frustrated, which will take away from all the good that may occur in your meeting. Having an accent won’t matter as long as you are clearly annunciating your words.

It’s far easier to get your point across if you speak clearly. It will also make your meeting run more smoothly and, let’s face it, the smoother the meeting, the more likely you are to land that elusive deal! It also allows you to build a relationship via small talk. Again, speaking clearly enables this to happen, as if they don’t understand you, they won’t engage.

By following this quick and simple five-step plan, you should improve your chances of landing that all-important business deal. Remember, don’t drive a ‘boy-racer’-style car to your meeting, arrive early, dress snappy, be open and friendly, and make sure everyone can understand you! Master these points and you’ll have a great chance of getting the result you are looking for. 


Plexteq The Best Software Development Company 2018 – New York


Plexteq is a digital consulting and software engineering company that provides cost-effective solutions at the cutting edge of technology, with R&D centers in Ukraine and Estonia. We profile the firm to learn more and explore the secrets behind the success it enjoys today.

Founded in 2014, Plexteq focuses on professional consulting and end-to-end software engineering services primarily in the SaaS domain. Plexteq customers comprise large and well-known companies operating in the healthcare, communication technologies, e-government, online conferencing and data recovery industries, where the software innovation is most intense.

Plexteq offers its clients from the US, Canada, EU and UK and across the corporate market high-quality services in software engineering, software architecture,
DevOps, quality assurance and data engineering to build and deliver next-generation products and digital experiences.

The product quality and customer satisfaction are controlled at all project stages, and according to the CEO, Alex Moskvin, their exceptional results are achieved by adopting three core corporate values: efficient communication, technical excellence and high-quality processes integrated throughout the company.

Hands-on experience with building Agile processes that follow CMMI v3 and ISO 9001 has made the company efficient and competitive, offering flexibility that doesn’t sacrifice process clarity, predictability or communication. To tackle technical excellence, Plexteq has built a skilled and highly educated team of engineers who hold bachelor’s, master’s or PhDs in computer science. Team members often participate in international hackathons and conferences in order to be on the bleeding edge of technology and add to their know-how for solving ongoing industry challenges. You can see this value of knowledge sharing reflected as a core part of the corporate culture. You can often find the team organizing small in-house meet-ups for their colleagues or giving a public talk at tech conferences.

While consulting and engineering services are the main priority, Plexteq has recently introduced a set of initiatives to keep pace and support sustainable company growth as an innovative solutions provider. Plexteq is now investing in the development of its own SaaS products that allow users to monitor and analyze various types of network traffic flow through mission-critical production servers in order to facilitate the investigation of security incidents and threats.

Another initiative is the company’s contribution to various open-source projects, which supports the corporate culture of knowledge sharing and advances it to the community level.

Overall, Plexteq is a reliable and innovative IT solutions provider. By unifying consulting and engineering services, its own product development and open-source initiatives, Plexteq enhances the customer experience to provide truly cutting-edge support and unique software products.

Company: Plexteq

Contact: Alex Moskvin

Address: 616 Corporate Way, Suite 2, Valley Cottage, New York, 10989, USA

Phone: 1 415 429 10 67



The Executive Search and Recruitment Awards 2018 Press Release


Corporate Vision Unveils the Executive Search and Recruitment Awards 2018 Winners

United Kingdom, 2018– Corporate Vision Magazine has announced the winners of the Executive Search and Recruitment Awards 2018.

The way we recruit has changed. Compared to just a few years ago, candidates now have far more power during the job search. Referrals are now critical to the ability to place new candidates. Referrals from existing candidates is the single best source of talent this past year. According to research the current job market is 90% candidate driven. This means you don’t pick talent anymore. Talent picks you.

The Executive Search and Recruitment Awards 2018 celebrates those leading lights of this truly dynamic industry. Shining a spot light on those at the top of their game, enabling you to attract the best talent available.

Discussing the success of their winners, Nathan Angell, Awards Coordinator commented: “The recruitment industry can often be one the first targets when governments and industry leaders stress about productivity levels, the skills of their employees and candidates, and economic output. As such, it is more important than ever to recognise and reward the leading lights in the industry, and I am proud to do so through this prestigious awards programme. Congratulations to all of my winners and good luck for the future.”

To learn more about these illustrious winners, and to find out the secrets behind their success, please visit



About Corporate Vision Magazine

Created by a highly experienced and passionate team of business experts, advisors and insiders, Corporate Vision provides discerning readers worldwide with a wealth of news, features and comment on the corporate issues of the day.

Experience, Sophistication, and Quality at the Highest Level


MacDonald Weiss is a New York City based boutique firm that focuses on providing the business-law and transactions related services that growing companies and investors need.

New York City based boutique firm, MacDonald Weiss advises companies at all stages of growth, with an eye to US-market and international growth that aligns with overall corporate strategy. The firm offers their clients a compelling combination of elite multi-national law firm and Fortune 100 Company in-house experience and expertise.

As a whole, they cover the core business-related practice areas: cross border expansion and strategic growth, corporate, M&A, capital formation and SEC compliance, finance, blockchain and smart contracts, tech and software licensing, commercial, tax, and outside general counsel services.  The MacDonald Weiss team are curious, they enjoy doing a deep dive into their clients’ business models in order to be able to serve each client’s unique needs.  What’s more, team members have spent many years working abroad in Europe and Asia, and spent their careers advising on cross border deals; they are accustomed to building a bridge between business partners in the US and abroad, and servicing non-US clients is second nature to them.     The MacDonald Weiss team are entrepreneurs within their own space; they are lean, nimble, and flexible, and plan to remain so. As entrepreneurs, they are deeply aware of the particular needs of start-up and growth companies. Over the years they have devised a new law firm model to provide senior level, sophisticated advice at a rate structure that is more appropriate for the scale of those businesses. Without compromising quality, the team at MacDonald Weiss are able to offer their clients lower hourly rates and alternatives to traditional hourly billing.

With their combined knowledge, the team at MacDonald Weiss are able to bring superior experience, sophistication, and value to mid-market companies, entrepreneurs, emerging companies, family offices, and investors, in addition to large public and private multinationals who need the skills without the big bills, in a variety of sectors ranging from all manner of tech company, to food and wine and fashion.  [NRW1] 

Contact: Noreen R. Weiss

Company: MacDonald Weiss

276 Fifth Avenue, Suite 708 New York, NY 10001 USA

Telephone: 001 646 513 3280

Web Address:

The Emerging Markets Business Awards 2018 Press Release


Corporate Vision Unveils the Emerging Markets Business Awards Winners

United Kingdom, 2018– Corporate Vision Magazine has announced the winners of the Emerging Markets Business Awards.

The Emerging Markets Business Awards were conceived to acknowledge the efforts of the businesses which have brought prosperity to themselves and the regions in which they operate.  We understand how susceptibility to variances in currency and commodity can make these regions more demanding when operating a business or enterprise. As such, those who successfully navigate these landscapes to success are even more deserving of accolades.

Discussing the success of their winners, Steve Simpson, Awards Coordinator commented: “From continuously improving Labour Markets in CEE to the Brazil’s booming digital technology sector and Morocco’s advancement in science and research, through this awards programme we are proudly showcasing the innovators in mixed economies whom endeavour to create a better quality of life within the demanding environments found in these regions. I am proud of all of my winners and wish them well as they look to the future.”

To learn more about these illustrious winners, and to find out the secrets behind their success, please visit



About Corporate Vision Magazine

Created by a highly experienced and passionate team of business experts, advisors and insiders, Corporate Vision provides discerning readers worldwide with a wealth of news, features and comment on the corporate issues of the day.

Which trends will alter the working world by 2020?


By: Tom Blower, Managing Director & Executive Coach, Black Isle Group

As the fourth industrial revolution kicks into gear and technology moves at an ever-faster pace, societal advancements will affect the future of work in many different ways. Continuous developments in mobility, social media and cyber trends are impacting lifestyles and expectations in the workplace, requiring businesses to actively reflect on their processes and enact change to prepare for the future.

Which trends are on the radar to have substantial impacts on the workplace of 2020?


The growth in Enterprise Leadership

The phrase ‘enterprise leadership’ is already a boardroom buzzword. Businesses are moving away from a command and control structure to a more collaborative style in which common goals are chosen and staff are encouraged to join together to achieve them.

Research indicates that up to two-thirds of success in leadership is attributed to Emotional Intelligence (also known as Emotional Quotient or EQ), rather than IQ, with the implications of this shift being profound. As EQ becomes more important, the value we place on IQ will reduce. This is supported by recent research by the World Economic Forum[1] highlighting people management skills as being one of the most important skills for the next decade.  Indeed, many organisations are already adapting their internal code – their purpose and values – to represent the need to be more human and empathetic towards employees and customers.

To embrace this development, employers must consider several issues such as mental health in the work environment and placing greater emphasis on ensuring the right personality types are hired. Considering how to attract younger workers – who instinctively understand emotional intelligence over their predecessors – is also key to future-proofing.


Gen Z

By 2020, over 36% of the workforce[2] will consist of individuals born after the baby boomer generation. In the coming years, employees are projected to stay in the workforce for longer than previously seen, equating to five generations of workers from diverse backgrounds interacting together in collaborative teams. Therefore, those team members with the best ‘soft skills’ will flourish over others.

There are behaviours of Gen Z which will work to their advantage in this environment and some which will hinder. Millennials are characterised by their collaborative approach to tasks, whilst Gen Z are observed as being more individual and competitive[3] and also being more likely to opt for face to face meetings over digital[4]. Having grown up as digital natives, Gen Z are excellent at multitasking[5], but their familiarity with being distracted by multiple notifications mean they have a shorter attention span than Millennials by an average of four seconds.[6]

Employers will need to harness these qualities via several methods, including introducing shorter meetings and giving Gen Z-ers their own development projects.

However, businesses will also need to keep in mind Gen Z’s reasons for work are largely driven by job security and pay rises, having seen the struggles their parents may have experienced during the recession. Keeping this cohort engaged, challenged and with a sense of job satisfaction will be crucial in ensuring they are utilised to their full capabilities.


Social media and transparency

Predicted to amass 2.9 billion users globally[7] by 2020, social media has seen an increase of two billion users in just ten years.

Reports show that 82% of employees[8] believe social media can improve work relationships, and employees who use social media at work are more productive and engaged. This has led some managers to encourage staff members to use social media as a collaborative platform, whilst some have gone so far as to use social media to recognise members of staff who are performing well.

The greater transparency offered by social media can be a force for good, but it can also open the gates to immediate reputational damage if social media is misused. To avoid employee slip-ups online, more companies are likely to adopt social media use policies for staff. Regardless of when it is published, one thoughtless tweet or post has the power to ruin a reputation, so adequate training regarding appropriate posts will also be important.


Increase in Social Enterprise

According to a study by Social Enterprise UK, British social enterprises are outperforming mainstream business in growth and innovation and reporting a 47% growth in turnover in comparison to 34% of SMEs. Big businesses are already taking social enterprise more seriously, with increased demand from both customers and a new generation of recruits[9] assessing the Net Promoter Score of their suppliers and future employers.

As a response, modern-day businesses must go beyond being a money-making vehicle and look at its place in society and within its local community. This must encompass more than CSR box-ticking, but cut to the heart of a company’s values and mission.


Preparing for roles that don’t exist

A recent study[10] by the World Economic Forum predicted that 65% of school children will, in future, be employed in jobs that don’t yet exist. Many of the most in-demand roles in today’s workforce did not even exist[11] five or ten years ago, highlighting the rapid pace of industrial change.

Leaders of the future need to begin preparing now to ensure access is available to a pool of talent who adapt well to an uncertain future. Nearly nine in 10 workers already anticipate having to learn new skills throughout their lifetimes in order to keep up with developments and managers should incorporate experiential learning[12] into workplace training programmes to ensure employees are constantly learning and adapting to new workplace requirements and skills.

Businesses should also prepare for the need to redeploy employees to new roles should their older role become obsolete, either through AI or otherwise. In fact, a whole new role of ‘Skills Mapping Manager’[13] may need to be created with the sole purpose of redistributing employees to stay on top of a rapidly changing workplace.


AI and Augmented Reality

Reports of automation and artificial intelligence and the possible impacts on the jobs market sends shivers down the spines of many. A variety of predictions[14] estimate the percentage of job roles at risk of being automated, with highs at 47% and lower estimates at 14% (though this still equates to 66 million job losses in OECD countries alone).

Further speculations predict that machines taking over mundane tasks should not lead to the assumption that job losses will take place. Instead, as less-skilled tasks are increasingly handled by AI[15], employers may expect more creative and complex tasks to be completed by their employees.

Augmented reality will also play a role in the workplace of the future, with wearables and other technology influencing how we interact with the office spaces around us. With 79% of businesses viewing wearables[16] as crucial to ongoing success, their increase seems inevitable. The effects these may have, ranging from predictions of increased productivity[17] to concerns of decreased employee privacy[18], should all be hot topics for consideration in any modern business.

Although the above list may at first appear daunting and vast, many of the developments impacting the workplace of the future can be combined. Encouraging enterprise leadership will take place naturally through Gen Z employees who possess instinctive emotional intelligence. Businesses can improve their reputations by becoming more socially conscious but will also need to protect reputations by addressing employee use of social media. By incorporating experiential learning into work development programmes organisations prepare their staff for redistribution into new roles as older ones become obsolete, and entirely new ones are created.

By looking at these developments in a holistic rather than fragmented manner, businesses can more easily future-proof themselves for the world of work in 2020 and beyond.