We are living in an era of increased scepticism. Amidst a sustained decline in institutional trust whether in government, media, or large corporations consumers are reconsidering where they place their confidence.

For marketing, branding and communications teams the key takeaway is clear, trust is shifting from faceless entities to relatable, authentic individuals.

In this environment, a brand’s most valuable asset is no longer just its market dominance, but its personality and it’s human element. Brands must now move beyond merely selling a product to actively cultivating a relationship and injecting a soul back into the corporate narrative.

Shifting Trust to Leaders

As institutional trust wanes, the connection is sought elsewhere: in the human element. The perceived integrity and story of an organisation’s leader is becoming a decisive factor in brand engagement. More than half of Australians (56%) find trusting the organisation’s leader to be extremely or very important to their decision to engage. This is amplified among younger cohorts: Gen Z are 1.8 times more likely than Baby Boomers to see knowing the story and values of an organisation’s leader as extremely or very important (52% vs. 29%).

This generational demand for the human narrative necessitates an exploration to make organisational leaders visible and humanise the brand’s story. In a globally connected world, brand expression often trends towards safe and uniform. This corporate staleness stifles the sense of community and connection that consumers crave.

Engaging Brand Personalities

When consumers were asked which brand characteristics they look for, authenticity, consistency and transparency ranked highest. Although humour ranked lower there was an interesting difference between generations. Gen Z are 2.6 times more likely than Baby Boomers to look for humour when engaging with an organisation (27% cf. 11%). Gen Z especially have moved past corporate and vanilla language, and value humour and personality in a brand. 

To overcome this, marketing teams can consider how they can strategically invest in differentiation. If integrity and transparency are the floor, then creativity and humour are the ceiling. Look for areas where brand expression is identical to competitors and inject creativity and uniqueness into the product design and customer experience. Use the brand personality to facilitate meaningful connection and community among customers.

Article supplied with thanks to McCrindle.

About the Author: McCrindle are a team of researchers and communications specialists who discover insights, and tell the story of Australians – what we do, and who we are.

Feature image: Canva

The current environment marked by persistent cost-of-living pressures, heightened geopolitical volatility, and increasing social polarisation isn’t just a temporary market condition, it’s a psychological stress test on consumers.

One of the trends we expect to see in 2026 is defined as ‘Hope Under Strain’: a state where optimism has contracted, forcing individuals to actively build resilience and agency rather than passively relying on external institutions.

For leaders across businesses, marketing, finance, understanding this pivotal shift is essential for recalibrating strategy, communications, and product design.

The collective outlook for Australia is noticeably cooling. While two in five Australians (64%) remain optimistic about the country’s future in three years, this figure represents a tangible decline from the 72% recorded just four years ago in 2021.

This decline is a direct response to tangible external threats perceived to be outside of personal control. Those include the rising cost of living, being the single most prominent concern, affecting 77% of Australians (Extremely/Very Concerned). Geopolitical Threats, emerging or growing international wars/conflicts (62%) and global uncertainty (57%) rank as significant anxieties.

Despite these overwhelming external threats, reliance on the government to build a better world is only marginally increasing, cited by 31% of Australians a reliance that is clearly strained given the overall decline in optimism.

The data confirms that the customer’s mindset is dominated by a complex interplay of personal financial insecurity and global instability.

Hope Under Strain defines the new psychological state where consumers are grappling with simultaneous, non-negotiable pressures. It forces a strategic contraction of focus.

Taking Agency Despite Uncertainty

Faced with an increasingly turbulent world, the consumer response is not one of paralysis, but of agency. This shift from passive coping to cultivating personal agency is the counter-measure to the ‘Strain.’

Just over half of Australians (55%) are hopeful about their future, and 50% strongly or somewhat agree they can navigate challenges without the loss of hope. Just under half, however, strongly/somewhat agree they have the agency to shape the future they want (47%) or see themselves having a responsibility to shape the world they want through their actions (46%).

Young People Finding a Sense of Agency

The greatest sense of hope and agency resides within the younger generations. Gen Y (31-45) is the most likely to strongly agree they have the agency to shape a positive future for themselves (55%), compared to just 37% of Baby Boomers. This represents a 1.5x multiplier in personal belief. Gen Y also leads in taking responsibility to shape the world they want (55%), compared to 35% of Baby Boomers.

This heightened sense of ownership contributes to the higher optimism seen in the younger cohort, with 73% of Gen Z (18-30) remaining optimistic about the future, contrasting sharply with just 53% of Baby Boomers.

Article supplied with thanks to McCrindle.

About the Author: McCrindle are a team of researchers and communications specialists who discover insights, and tell the story of Australians – what we do, and who we are.

Feature image: Canva

As futurists we often look to the future and assess trends to determine what might be ahead.

While the future is what we look to, we also need to look back and see the events that have preceded us. In this article we provide a year in review and look at the key trends and events that impacted 2025.

Key Trends and Events of 2025

Welcoming Generation Beta: January 1, 2025, marked the birth of Generation Beta (those born 2025–2039).

The Return of Trump: The inauguration of Donald Trump on January 20 set the tone for a year of tariffs and volatility. The “America First” approach rippled through global markets, accelerating the trend toward economic fragmentation, tariffs and the U.S government shutdown.

Hollywood had a mixed year for movies, but in global news the Chinese animated film “Ne Zha 2” shattered records, grossing nearly $2 billion globally, signaling a shift in the center of gravity for cinema. Meanwhile, “A Minecraft Movie” became a nearly billion dollar hit driven by Gen Alpha fans and their craze for Chicken Jocky.

Taylor Swift and Travis Kelce announced their engagement with a wedding expected in 2026. Jeff Besos also got married to media personality Lauren Sánchez in Italy.

Rage Bait and Parasocial Voted Words of The Year

The Oxford word of the year being ‘rage bait’ is defined as “Online content deliberately designed to elicit anger or outrage by being frustrating, provocative, or offensive, typically posted in order to increase traffic to or engagement with a particular web page or social media account.”

Capturing a key feature of social media platforms that amplify not which is correct or true, but that which gets engagement and increases time on device, rage baiting has become a strategy for content creators to create engagement and provoke conversations.

The Cambridge Dictionary named ‘parasocial’  their word of the year. Defined as “Involving or relating to a connection that someone feels between themselves and a famous person they do not know, a character in a book, film, TV series, etc., or an artificial intelligence”. Again amplified by social media, streaming and now AI platforms, people can have a sense of connection to celebrities or influencers they know only through a screen.

Other words considered include aura farming, biohack, tariff and AI slop.

Colour of The Year

Pantone’s Colour of the Year 2025 was Mocha Mousse “Capturing a Global Mood of Connection, Comfort, and Harmony”. The color expresses a level of indulgence but has a nod of humility in its grounded and foundational nature.

“For Pantone Color of the Year 2025, we look to a mellow brown hue whose inherent richness and sensorial and comforting warmth extends further into our desire for comfort, and the indulgence of simple pleasures that we can gift and share with others.” – Laurie Pressman, Vice President of the Pantone Color Institute

In our research on the megatrends shaping the consumer landscape, we wrote that even during economic strain, consumption decisions are intertwined with identity. People try to navigate financial challenges with dignity and style. Prioritising small luxuries during these times can often provide comfort, when other aspirations feel out of reach. Customers are stuck between valuing affordability due to their circumstances and splurging on what makes them feel good.

Generation Beta started Being Born

This year was particularly special as we welcomed Generation Beta. Coming after Gen Z and Gen Alpha, Generation Beta is defined as those born between 2025 and 2039. By 2035 they will make up 16% of the global population, they will be the children of younger Gen Ys (millennials) and older Gen Zs and many will live to see the 22nd century.

We’ve seen the impact of AI on adults over the past few years, for Generation Beta they will be immersed in it from birth. If the trend of digital payments and currency continue they’re likely to be the last generation to touch physical money, and may even live in a world where the majority of cars are self driving. For more on Generation Beta download the infographic.

TIME Person Of The Year

The TIME magazine announced “The architects of AI” as the person of the year. The acceleration of AI and it’s growing investment made it’s mark on 2025 with ongoing competition from companies creating the frontier models, along with companies like Nvidia making chips and the companies providing data centres that run the infrastructure.

What’s Ahead For 2026?

Every year at McCrindle we launch research on the trends we expect to influence the year ahead. For leaders and decision makers looking to understand and engage with the different generations and respond to the trends download the Trends of 2026 infographic.

Article supplied with thanks to McCrindle.

About the Author: McCrindle are a team of researchers and communications specialists who discover insights, and tell the story of Australians – what we do, and who we are.

Feature image: Canva

Every year we launch our research backed trends that will impact businesses and organisations in the year ahead. In this article we provide a summary of the trends.

1. Supply-demand squeeze

Housing shortage meets population growth, eroding the Australian dream

In this we are seeing the growing pressure on communities, families and individuals who are experiencing the housing supply – demand squeeze.  The problem with this shortfall is that housing becomes more expensive when demand exceeds supply, incentivising further investment into a rising price, further reducing accessibility to affordable housing and disadvantaging a younger generation of Australians who are simply priced out of the housing market.

This challenge is slowly eroding public confidence and creating intergenerational frustration, especially among young people who feel they are being actively disserved by past policy decisions and a system that no longer rewards hard work with the same security their parents enjoyed.

2. Intentional living

A shift from passive engagement to active choice, where people are living life on their terms

Intentional living is a purposeful shift from passive consumption to active creation. It’s a mindful rejection of “hustle culture,” where people make conscious choices about their time, energy, and resources. When it comes to the long-term goals people have there is a lift in the social, health and financial goals as well as simplicity of life and time spent outdoors.

People are being more selective with their relationships and investing in social currency. This trend prioritises community connection, personal well-being, and alignment with core values over societal pressures or expectations.

3. Productivity pivot

Integrating AI through workflow redesign, unlocking AI-driven productivity

The future of work is undergoing a fundamental shift, moving past the old fears of human vs. machine and into a new era defined by the productivity pivot. As artificial intelligence and powerful tools like ChatGPT become commonplace, the focus for both businesses and employees is no longer on if AI will impact their jobs, but how to effectively integrate it. This has raised the skills floor for everyone, creating a new imperative to redesign workflows and retrain the workforce.

71% of workers are integrating AI into their workflow in some capacity. But not all workers are integrating AI into their workflows, Gen X are twice as likely as Gen Y and Gen Z to not currently use AI in their work. The Gen Y cohort is leading the redesign of workflows, they’re now well into their careers and have become experienced workers and managers. They’re closely followed by the digital natives Gen Z who are also redesigning workflows.

The two big benefits of AI integrated workflows is the improvement in productivity and efficiency, as well as the improved quality of work. As AI becomes more embedded into workflows it’s more than just a mindset shift from seeing AI as threat to a tool. 2026 will be a time to train your people to review and redo workflows, and the best place to go to start is where there’s repetitive elements in your current workflows.

4. Personality premium

Amidst declining trust, consumers are looking for unique and relatable brand personalities to engage with

In an era marked by declining institutional trust, consumers are turning away from faceless corporations and placing their trust in individuals. As society becomes more sceptical of traditional institutions, be it government, media, or large companies, people seek genuine connection and authenticity from the people behind the products and services. This has given rise to a new marketing paradigm where a brand’s most valuable asset is its relatable, authentic, human element.

As society becomes more sceptical of traditional institutions, be it government, media, or large companies, people are seeking genuine connection and authenticity from the people behind the products and services.

5. Hope under strain

Cultivating agency in an uncertain world

The pressures of rising cost of living, geopolitical volatility and polarisation is taking a toll on global wellbeing. The current outlook for Australia is marked by declining optimism, a reflection of the external threats and challenges many face. While 64% of Australians remain optimistic about the country’s future in three years, this has declined from 72% in 2021.

Across society, uncertainty is rising and people are responding by building personal resilience and agency. It’s a shift from passive coping to proactive action, where individuals actively cultivate hope. By focusing on what they can control, their well-being, skills, and values, they empower themselves to navigate a complex environment, reducing reliance on external institutions.

Article supplied with thanks to McCrindle.

About the Author: McCrindle are a team of researchers and communications specialists who discover insights, and tell the story of Australians – what we do, and who we are.

Feature image: Canva

People of all ages love to play sport. It’s key for young people to get active, adults to stay socially connected, and excellent for mental health and wellbeing for people of all ages.

Yet as we live longer, how does engagement with sports evolve, and as we live in increasingly urban environments, what will the future of sport look like?

Pickleball is a great example of what the future of sport could evolve to. As a relatively new sport, invented in 1965 in the USA by Joel Pritchard and Bill Bell, the game began as a backyard pastime that combined elements of tennis, badminton, and table tennis. As a game designed for the whole family, it is fascinating to see how six decades later, it has evolved into one of the fastest-growing sports around the world.[1]

Pickleball has captured the world’s attention, particularly in recent years with global search of the term peaking in the northern hemisphere’s Summer of 2025.

Pickleball has captured the world’s attention, particularly in recent years with global search of the term peaking in the northern hemisphere’s Summer of 2025.

Despite almost 14m players in the US alone , the sport has not yet made its way into the Olympics, but some say that is just a matter of time. There is, however, 3 international peak bodies which most likely need to merge into one international federation before it can become a part of the Olympic games, which may happen by Australia’s 2032.

Why is Pickleball rising in popularity so quickly?

In the United States and Canada, online searches for pickleball have risen sharply over the past five years, showing its shift from a casual activity to a national favourite. The same growth can be seen in the Asia Pacific region, where more communities are embracing the game. Its appeal lies in how simple it is to learn, how social it can be, and how it brings together players of all ages.

Pickleball’s rise reflects five key trends shaping the future of sport:

Social connection through play. Many people are choosing activities that allow them to stay active while building relationships. Pickleball supports this by creating a friendly and inclusive team atmosphere both on and off the court.

Health and wellbeing focus. With increasing awareness of the importance of movement and wellbeing for people of all generations, pickleball offers a low-impact yet energising way to stay fit and engaged. And despite it being low-impact, pickleball is fast-paced which is great for reflexes, focus and agility.!

Inclusivity and accessibility. The game requires minimal equipment and space, making it easy for anyone to join in, regardless of age, skill or experience.

Community-led growth. The sport’s success has been driven largely by local groups, schools, and neighbourhood courts rather than large professional leagues, showing the power of community enthusiasm and grass roots movements.

Low cost, mobile and minimal gear requirements. The sport of pickleball only has three simple pieces of equipment. The ball, paddles or bats and the net. It is lightweight, easy to set up and quite easy to carry and move quickly.

From small neighbourhood gatherings to international tournaments, pickleball is more than just a trend, it is a reminder that sport, in all its forms, has the power to bring people together. Whether through friendly competition, shared goals or simple moments of play, every sport contributes to stronger, healthier and more connected communities. That’s what every generation needs more of in the future.

Article supplied with thanks to McCrindle.

About the Author: McCrindle are a team of researchers and communications specialists who discover insights, and tell the story of Australians – what we do, and who we are.

Feature image: Canva

Think back a decade. Your shelves were likely lined with DVDs, your car’s glovebox full of CDs, and buying software meant purchasing a physical box with a disc inside. Today, that world feels distant.

In its place is a new ecosystem built not on one-off purchases, but on ongoing access. From the entertainment we stream (Netflix, Spotify, Audible) and the news we read, we’ve seen the rise in the subscription economy, and it represents one of the most significant shifts in consumer behaviour and business strategy in the 21st century. In 2008, Spotify didn’t exist. Fast forward to 2025 and there are 696 million monthly active users.

This is more than a trend – it’s a fundamental change in the relationship between a provider and a consumer. The traditional, transactional model of selling a product has been replaced by a relational model built on ongoing value, and convenience. There has, however, been a shift in the sense of what ownership means. While consumers have unlimited access, they own less.

Understanding consumer sentiment behind this reveals insights on what modern consumers value – flexibility over commitment, experiences over possessions, and seamless integration into their lives.

Divided sentiment across generations

As digital natives, younger generations are the most enthusiastic adopters of subscription services. Almost half of Gen Z (48%) say they love or like subscriptions, compared to just 12% of Baby Boomers. Yet despite being less enthusiastic, older generations are still active users. More than four in five Gen X (83%) and two in three Baby Boomers (66%) hold at least one subscription. In contrast, subscriptions are near-universal among younger cohorts, with almost all of Gen Z (99%) and the vast majority of Gen Y (85%) signed up to at least one.

What are people subscribing to?

The most common subscription service to use across the generations is video streaming, followed by audio streaming. Gaming services are also common among Gen Z, Gen Y and Gen X, however publications are the next most popular service for Baby Boomers.

What drives the use of subscription services?

Almost half of Australians (45%) choose subscriptions for their convenience. Similarly, more than half of Australians who use subscriptions (54%) strongly or somewhat agree that subscriptions save them time and effort. The decision is also influenced by value for money and access to exclusive content.

Organisations that succeed in the subscription economy understand a key tension: consumers want the convenience of subscriptions but also fear being trapped. While younger generations are more likely to subscribe, they also desire agency, customisation, and personalisation. To build a lasting relationship with these customers, businesses must put them at the centre of their product, providing a constant stream of new content and a clear sense of value that not only justifies the ongoing cost, but empowers them with choice.

Article supplied with thanks to McCrindle.

About the Author: McCrindle are a team of researchers and communications specialists who discover insights, and tell the story of Australians – what we do, and who we are.

Feature image: Photo by CardMapr.nl on Unsplash

In an increasingly competitive and dynamic education landscape, school marketers are navigating more than just enrolment targets.

They’re adapting to a new wave of students, increasingly discerning parents, shifting demographic patterns, and a broader cultural shift in how education is perceived and prioritised.

At McCrindle, we work with a range of schools to understand the changing needs and expectations of families, and how best to communicate a school’s value in a cluttered marketplace. Whether it’s responding to the changing parent-school relationship, engaging a multi-generational audience, or marketing within the context of economic pressures, the role of school marketing professionals has never been more strategic, or more complex.

In this article, we explore five key trends reshaping school marketing today and what they mean for your enrolment strategy, communication style, and community engagement in the years ahead.

1. A New Wave of Students

In just five years’ time, the first Generation Beta children (born 2025-2039) will start their schooling years. Born typically to Gen Y and Gen Z parents, these children are being raised in an era of technological acceleration. They will only know a world of Artificial Intelligence (AI), and predictive generative technology, where the interaction between the digital and physical world is seamless. Gen Beta will be characterised by AI integration, borderless lifestyles, hyperconnectivity, global citizenship and immersive experiences. These characteristics may then flow into classroom experiences, where AI and technology are viewed as co-creators, learning is personalised and on-demand, borderless lifestyles bring greater flexibility to school structures, and learning is truly an immersive experience. As you market your school, consider how you position the opportunities that these changes present, as well as how you will help students to navigate the challenges.

2. From Contributors to Consumers: Understanding Today’s Parent-School Relationship

Time-poor and often rushed, many parents are shifting from a contributor to a consumer mindset when it comes to their child’s education. While some still prioritise involvement, others bring clearer expectations and less capacity to engage. This evolution is reshaping the parent-school dynamic. Our latest Education Future Research reveals that only 37% of parents and 32% of educators view the relationship as a true partnership, where both parties actively support the child’s development. More commonly, it’s seen as a collaborative partnership—led by the school but with some parent involvement (51% parents, 52% educators). Notably, 15% of educators and 11% of parents describe the relationship as transactional, where schools are seen as service providers. For marketing professionals, understanding these shifting expectations is key to strengthening trust, engagement, and communication with today’s families.

3. The Big Build and Population Growth

As Australia experiences rapid population growth fuelled by net overseas migration, urban expansion is reshaping the nation’s landscape. For schools, this “Big Build” era offers significant opportunities. Growing regional areas, new housing developments, and increased infrastructure investment mean new communities – and new families – emerging in growth corridors. School marketers can capitalise on this by targeting these areas with tailored campaigns. Highlighting modern facilities, proximity to expanding infrastructure, and programs designed for diverse student needs can appeal to relocating families. Collaborating with local developers or councils on community events can further cement a school’s presence in these regions. By positioning your school as a cornerstone of new neighbourhoods, you can foster early connections with families looking for education that aligns with their aspirations and values.

4. Marketing Schools in An Era of Consumer Trade-Offs

Rising living costs are driving families to make tough decisions about their spending and is impacting consumer behaviour. For school marketers, this environment of “consumer compromise” means clearly communicating the value of your offering. Parents want reassurance that tuition fees are not just a cost but an investment in their child’s future. Schools that showcase programs emphasising academic excellence, extracurricular opportunities, and personalised learning pathways will stand out. Additionally, incorporating themes of sustainability and social responsibility – values increasingly important to families – can help justify costs. Transparency about scholarships, flexible payment options, or community contributions also builds trust. In this era of financial trade-offs, school marketers must craft messages that highlight not only the tangible benefits of their education but also the long-term value it delivers to students and families.

5. Adapting School Marketing for Diverse Audiences and Generations

With the emergence of Generation Beta (born from 2025) and the growing influence of Generation Alpha, marketers are now navigating a complex generational landscape. Today’s school decision-makers include younger, tech-savvy Millennial parents and older Gen X families, each with unique values and expectations. Tailoring messaging to meet their preferences is critical. Millennial parents value authenticity, digital engagement, and sustainability, while Gen X families often prioritise stability, tradition, and proven outcomes. School marketers will do well to leverage data to personalise campaigns, utilise social media platforms to connect with younger parents, and offer in-depth, results-driven content for older audiences. Highlighting intergenerational programs and community inclusivity will also resonate. By recognising generational nuances and adapting strategies, marketers can build stronger connections and position their schools as leaders in catering to the diverse needs of today’s families.

In a time of rapid change, school marketing professionals are not just storytellers – they are strategists, data translators, and community connectors. As the education landscape continues to evolve, staying attuned to emerging trends and the needs of both current and future families is essential. Tools like McCrindle’s Thriving Schools Index can provide schools with valuable insights into parent perceptions, student experience, and community engagement, equipping leaders with the evidence they need to communicate their strengths and shape strategies for long-term success. Get in touch today to find out how we can help your school measure it’s impact and have data at the ready for informed, strategic decisions.

Article supplied with thanks to McCrindle.

About the Author: McCrindle are a team of researchers and communications specialists who discover insights, and tell the story of Australians – what we do, and who we are.

Feature image: Canva

We’re living in a time of paradoxes.

As we explore the consumer landscape, we see it shaped by both innovation and change and timeless human needs. In this tension lies a powerful story: of consumers seeking both speed and meaning, digital convenience and personal connection, individual empowerment and community belonging.

There are the trends like the rise of Artificial Intelligence (AI) and automation to demographic shifts, global connectivity, and sustainability demands are rewriting the rules of engagement. Yet amid this flux, timeless human drivers remain, such as trust, authenticity, and purpose. These are not just buzzwords but benchmarks for brands seeking relevance. The paradoxes are stark. Consumers crave simplicity in an age of abundance. They demand transparency in a world of curated realities. They are globally minded but hyper-local in values. These juxtapositions don’t signal confusion, they reveal a complex, evolving consumer shaped by layered expectations.

To navigate this terrain, organisations must become both agile and anchored, embracing change while staying grounded in human-centric drivers. In decoding these paradoxes, we explore the roadmap to  meaningful connection in a rapidly transforming world. Here are the megatrends shaping the consumer landscape.

7 paradoxes shaping the consumer landscape

1. Living longer, spending later

As we look across the operating environment today, the purchasing lifecycle is no longer linear, or age bound. Wealth is held by older generations who are living and spending longer, while younger generations, often without buying power yet, hold cultural and household influence. We see that the intergenerational commerce landscape is shifting.

Older Baby Boomers (aged 65-74), comprise 9% of the Australian population, yet hold 26% of national wealth and continue to spend despite their lower relative income. While Gen Xs (aged 45-54), who comprise 12% of the population, have just 17% of national wealth despite being the highest income earners. With an average annual household income of 158k.

By comparison Gen Z/Y in their early earning years comprise 15% of the population and hold just 5% of national wealth. And have an average household income of 128k.

Historically financial power was directly linked to consumer decision making power. Today, however, people are spending throughout the lifecycle. There is a young, empowered generation coming through and purchasing decisions are no longer siloed by age. We even see that older generations are spending longer, and not even necessarily on themselves and today’s Gen Alpha children, yet to enter their earning years, are influencing household spend and purchasing decisions.

55% of families with dependent children agree their grandparents often buy day to day items for their household or children. Therefore Older people aren’t retiring from consumer culture but many are purchasing for self but also for others, which is fuelling the rise in the Grandparent economy.

2. Hyper-global and reengaging locally

Brands today are expected to have the systems, reach and convenience of a global organisation but the authenticity, and identity of a local organisation. Online marketplaces have been growing, while so too has the support of local businesses. When we asked why do you choose to purchase from an offshore retailer we can see that price is a key motivator, followed by availability. For 34% the convenience aspect comes into play as does access to a wide range of products or brands, leaning more into the convenience factor is international shipping offers or free delivery.

On the flip side the number one driver for supporting a local business is to support the local economy or community, followed by a desire to see or try the product in person. For two in five they see local providing better customer service or a more personalised experience. There is also greater trust in product quality or authenticity. Similar to global purchasing the convenience aspect comes into play with faster delivery or same day pickup.

3. Private by principle, public by practice

At our trends of 2025 event we explored the trend of the digital detox, and we are seeing that play out in the consumer landscape. Today’s customers are empowered and want to take their data back. Over the past few years there has been a shift from tech optimism to tech scepticism.

In 2021 the percentage who would rather increase their data privacy and forego a more personalized experience was 59%, today that is 78%. What is interesting though is that this is not limited to older generations with Gen Z 1.8 times more likely to value data privacy today than they were in 2021 (79% 2024 cf. 44% Gen Z). This tech scepticism is influencing behaviour with more people valuing their data privacy and foregoing a more personalised experience.

However, many are still engaged in social commerce. This is buying and selling goods alongside referring friends and influencing spend through social media platforms, which by nature are platforms designed to harvest data. We are seeing that social commerce is blurring the lines between privacy and experience.

4. Outsourced ownership

Twenty years ago, music was owned, today it is streamed; cars were owned, now many are leased. A trade off with this ongoing accessibility is a loss of permanence. Today, people may pay less upfront, but they are paying always.  When considering generational attitudes towards these subscriptions, it became clear that Gen Z and Gen Y are more likely than their older counterparts to love or like subscriptions, with as the emerging generation of consumers is seeing the rise in the subscription economy.

Established generations, however, are more likely to hate it or not like it. Generational use of subscriptions is reflective of their sentiment. Gen Z who are most positive towards subscriptions are also the highest users of subscriptions. Convenience, followed by value for money, access to exclusive content. For three in ten they identified that sometimes subscriptions are the only option, and for a quarter they found that regular payments make it easier to budget.

5. Cutting back, yet also premiumisation

We’re in a cost-of-living crisis. You probably hear it everywhere. People are cutting back because of this. Yet, we are also seeing premiumisation which is when people spend on luxuries.

Interestingly this isn’t a new phenomenon. Back in the early 2000s, Estée Lauder noticed an odd trend: when recessions hit, lipstick sales spiked. Economist Juliet Schor had already put words to it – the Lipstick Effect.

Our research shows that almost 77% of Australians are extremely or very concerned over the rising cost of living. But, a similar proportion 69%, agree that even when tightening spending in some areas, they choose to splurge on little luxuries that make them feel good. What this shows, is that even during economic strain, consumption decisions are entwined with identity. Buying things can make us feel good, meet our needs or even display status to those around us.

6. Environmental concern amidst consumer pragmatism

Today’s consumers are more environmentally conscious than ever, yet they also face real world constraints like time, money and convenience. 57% of consumers say they have had to compromise their social responsibility values to purchase a cheaper product. However people are also willing to invest in quality pieces that last a long time.

In an interesting twist, younger generations are more likely than their older counterparts to purchase something cheap even though they know it’s bad for the environment. Although younger generations are often the most vocal about environmental sustainability, we’ve seen them be pretty impacted by the rising cost of living, and therefore the least able to financially support their consumer values. Customers have their values. But they are also seeking value.

7. Post-materialism in a hyper material world

For many, material wealth is increasing, but at the same time, overall satisfaction is decreasing. 52% agree that the more they own, the less satisfaction they seem to get from new purchases. People are making room for meaning, with 77% of consumers agreeing they are more interested in experiences and meaning than accumulating material possessions.

People have a void which material possessions are not satisfying in the way they used to. There is still a desire, however, to use purchases to communicate identity and values. As the focus shifts to investing in community and meaning, there is an opportunity for organisations here to provide brand experiences that create belonging and identity expression to combat isolation and loneliness.

Despite the tides of change and these paradoxes, some timeless human needs have remained the same, and they are worth exploring when thinking about consumer behaviour and decisions.

Article supplied with thanks to McCrindle.

About the Author: McCrindle are a team of researchers and communications specialists who discover insights, and tell the story of Australians – what we do, and who we are.

Feature image: Canva

As the world of work rapidly evolves, forward-thinking leaders are turning their attention to one of the most powerful forces shaping organisational performance: the intergenerational workforce.

Today’s teams are more diverse in age than ever before, bringing together the experiences, expectations and energy of five generations. This mix presents both opportunities and complexities, particularly for leaders seeking to build resilient, future-ready organisations.

A Changing Workforce Landscape

The workforce is set to undergo significant changes over the next decade. Generation Z is on track to make up 34% of the Australian workforce by 2034, with Generation Alpha entering the workforce around the same time. In fact, by 2034, Generation Z and Alpha will comprise half of the workforce.

This demographic transition is not simply about age. It reflects deep changes in values, work expectations and communication styles. Older generations often bring stability, experience and a long-term perspective, while younger generations bring digital fluency, adaptability and a hunger for purpose. The key challenge for leaders is not viewing this diversity as a problem to be solved but a tension to be managed, alongside learning how to unlock it and use it as a strategic advantage.

With this change will come interesting intergenerational dynamics. Across the generations there are different approaches to the various aspects of work. When it comes to leadership, Baby Boomers respond to traditional, authoritative leaders who provide clear directives and demonstrate integrity. Gen X values autonomy, appreciating approachable leaders who offer guidance while promoting individual ownership. Generation Y, juggling competing priorities, seeks clear communication and work-life balance. Generation Z thrives under coaching or mentoring styles, valuing approachable and transparent leaders who support professional growth.

In terms of communication preferences, all generations prefer face-to-face meetings. The difference, however, is in the strength of this preference across the generations. Among Baby Boomers, almost nine in ten (87%) prefer face-to-face meetings compared to 59% of Gen Z. Younger generations, however, are more likely to prefer online chat messages with 40% of Gen Y, and 35% of Gen Z preferring this method, compared to 26% of Gen X and 11% of Baby Boomers.

Harnessing The Power of Diversity

Diversity, when not intentionally harnessed, can become a source of division, particularly when people are approaching problems from different angles without shared understanding. But when teams are aligned around a common purpose and facing the same challenge side by side, the true power of generational and cognitive diversity is unlocked. In this posture, differences in perspective become strengths rather than stumbling blocks. Leaders who create clarity around the “why” and foster mutual respect across age groups enable their teams to collaborate more effectively, think more creatively and solve problems more holistically. It’s not about everyone thinking the same, it’s about everyone thinking together.

Work As A Means To Create A Life You Want

Beyond earning an income, work is often used as a tool for individuals to craft a life tailored to personal purpose and fulfilment. Almost four in five workers (78%) believe their work serves as a means for crafting the life they want, rather than believing work is an opportunity to use their expertise to positively impact the world (22%).

Gen Z (80%) and Gen Y (80%) are slightly more likely to believe work serves to craft the life they want than Gen X (76%) and Baby Boomers (73%), who are slightly more focused on impacts.

Gen Z Are Looking For Regular Feedback

All generations thrive at work when they receive regular and constructive feedback. Yet, there are differences in how communication is best received by each generation. More than half of Gen Z (54%) would prefer praise at least a couple of times a week compared to 28% of Gen X. While this amount of praise may sound like a lot, Gen Z are looking for constructive feedback in equal measure.

With more generations contributing to the workforce, working in a cohesive generational team will be paramount for success. Given Gen Zs preference for frequent feedback, it is unsurprising that Gen Z are 1.5 times more likely to see feedback delivery (35% compared to 24% Gen X) and 1.4 times more likely to see feedback frequency as challenges of an intergenerational team (26% compared to 19% Gen X).

Alongside feedback from their leaders, Gen Z prioritise a safe space to share ideas (48%) and collaboration (48%) more so than their older counterparts. Generation Z thrives under coaching or mentoring styles, valuing approachable and transparent leaders who support professional growth. Ultimately they’re looking for leaders who value them and create a fun working environment. Fun in the workplace may seem like a nice-to-have but is increasingly becoming a non-negotiable. It is not enough to just have a compelling vision, accessibility and strong remuneration, people want to enjoy coming to work to bring about lasting impacts.

Generational Intelligence: A Strategic Leadership Capability

To lead effectively across generations, leaders need to develop generational intelligence – that is, the ability to understand, value and respond to generational differences in the workplace. This goes beyond flexible policies or communication adjustments. It is about creating a culture where everyone, regardless of age, feels respected, heard and able to contribute meaningfully.

For example, Baby Boomers tend to respond to leadership grounded in integrity and experience. Generation X often values autonomy and trust. Gen Y seeks balance, feedback and authenticity, while Gen Z craves transparency, mentorship and personal development. Leadership sets the tone for any organisation. Therefore, leaders who recognise and adapt to these preferences can unlock higher engagement and performance across the board.

Measuring and Improving Cultural Health

It is culture, not goals, that sets teams apart and, therefore, needs to be on the radar of leaders. Culture is the personality and values of an organisation that dictate how things are done and determines the overall organisational health. Culture is integral to achieving organisational goals and attracting and retaining talent of all generations.

Recognising the integral role culture plays for organisation health, McCrindle developed the Cultural Health Index (CHI), a cultural analysis framework comprising seven domains, to help leaders create thriving workplace communities with culture at the centre.

By collecting team-wide insights and benchmarking them against national norms, leaders can gain a clearer picture of where cultural strengths and gaps exist. Insight into these domains, particularly from a generational perspective, can help shape engagement and retention strategies that hit the mark. If leaders are not investing in culture for the health of the organisation today, then they must invest in it for the future of the organisation and its ability to attract talent from emerging generations.

Culture As The Anchor For Retention

Culture is no longer a soft metric. It is a strategic asset, and in many cases, a competitive advantage. A strong workplace culture is one of the most effective retention strategies an organisation can have. When people feel connected to their team, valued by their leaders and aligned with the organisation’s purpose, they are far less likely to seek opportunities elsewhere. This stability is not only good for morale, it is good for business. High retention reduces recruitment and onboarding costs, preserves institutional knowledge and builds momentum toward long-term goals. A flourishing, cohesive team creates a sense of continuity and confidence that drives performance. In a competitive talent market, culture is no longer just an HR initiative, it is a leadership imperative.

McCrindle’s Cultural Health Index found that the strength of cultural health is positively correlated with retention. More than three quarters of workers (77%) at organisations with excellent cultural health (score of 90+) intend to remain with their organisation for the next 12 months. Comparatively, 66% of workers at organisations with poor cultural health (<10) intend to look for a new job in the next 12 months. The tipping point occurs around organisations with low cultural health, where workers are almost equally likely to look for a new role as they are to stay.

Practical Strategies For Leaders

To build high-performing, intergenerational teams, consider these strategic approaches:

1. Develop Generational Intelligence across leadership teams
   Provide executive and middle managers with training and tools to better understand generational motivators, behaviours and communication styles. Make this a core leadership capability.
2. Use data to inform culture strategy
   Employ tools like the Cultural Health Index to gain real-time feedback from employees. Use these insights to guide investment in leadership, communication and employee experience programs.
3. Establish cross-generational mentoring
   Pair emerging leaders with experienced professionals to facilitate knowledge transfer and build mutual respect. This supports succession planning for the intergenerational knowledge transfer while fostering collaboration.
4. Invest in multi-channel communication
   Different generations prefer different communication styles. Provide a mix of in-person briefings, digital platforms and collaborative tools to ensure key messages are consistently understood.
5. Promote shared purpose across the organisation
   Unite teams through a strong organisational purpose that resonates across generations. Reinforce how each role contributes to larger outcomes, particularly those that create positive social change.
6. Create tailored growth pathways
   Offer diverse development options that cater to different career stages and aspirations. Younger employees often seek clear progression and feedback, while older employees may value mentoring or legacy-building opportunities.
7. Celebrate generational strengths
   Design recognition programs that acknowledge a wide range of contributions, from digital innovation to long-term service and mentoring. Reinforcing the value of all contributions builds cohesion and respect.

Leading for The Future

In a world where the pace of change is accelerating, building culturally healthy, intergenerational teams is no longer optional, it is essential. The future belongs to organisations that can blend experience with innovation, tradition with transformation, and structure with agility.

Leaders who invest in understanding and responding to generational dynamics will be better positioned to drive engagement, attract top talent and build adaptable, high-performing cultures. Tomorrow’s teams will not be built by accident. They will be shaped by leaders who are curious, courageous and committed to creating workplaces where every generation thrives.

Article supplied with thanks to McCrindle.

About the Author: McCrindle are a team of researchers and communications specialists who discover insights, and tell the story of Australians – what we do, and who we are.

Feature image: Canva

Tracking how your organisation’s brand is performing can seem either overly simplistic or tediously complex.

Moving beyond the basics of awareness levels and NPS scores, what are the brand metrics that matter? In a previous article we explored three benefits of brand tracking. In this article we suggest four brand metrics for you to consider in your next brand tracking study.

These four key metrics may be less common but are essential for you to monitor over time to ensure your brand is performing well. Going beyond the common list of brand acronyms like NPS, NRS and helpful standard brand questions around awareness and perceptions, we delve into areas of a brand study that can help strengthen your brand’s position.

4 Brand Metrics to Measure:

1. Brand Strengths

What does your target market think is your key strength as an organisation? This is more than just asking about perceptions, albeit another great area of brand tracking to explore. Knowing your brand strengths is crucial to understanding the connection your narrative is having with your intended audience.

2. Expectations vs Experience – The gap analysis

What do your customers expect of your brand because of your marketing messages? Does that expectation get met or exceeded in the experience of being your customer? If there’s a deficit, how big is that gap and can you analyse what caused the gap so you can improve the customer experience?

“The reasons for purchasing from your brand change as the market changes. Knowing what links there are between emerging competitors and your customers’ preferences will help you grow your market share.”

3. Competitor Analysis

In the customer journey, what other organisations were the customers considering and what factors influenced their purchasing decision? Knowing the decision drivers and competitive landscape helps you further refine your USP (unique selling proposition) amidst an ever-changing competitive landscape. The reasons for purchasing from your brand change as the market changes. Knowing what links there are between emerging competitors and your customers’ preferences will help you grow your market share.

4. Awareness of Product/Service Offerings

Your customer is probably aware of your one big well-known product/service. You may have a high brand awareness with good perceptions, but if customers don’t know about your range of products/services you could be leaving money on the table. Getting your customer to know and explore your product/service range is crucial to increasing the LTV (lifetime value) of your customers. You’ve worked hard to win the customer with one sale, now introduce them to your expanded range and get the repeat purchases.

Article supplied with thanks to McCrindle.

About the Author: McCrindle are a team of researchers and communications specialists who discover insights, and tell the story of Australians – what we do, and who we are.

Feature image: Canva