We are in the midst of a period of great change in organizational structure and consumer behavior. Hierarchies are flattening, networks are being created, the traditional “American Dream” is being challenged, and constant disruption is forcing established industries to work harder to remain relevant. Savvy clients have information at their fingertips and platforms to share opinions.

Our ability to understand the factors that shape the behaviors of future clients and employees is critical as we create innovative solutions in an ever-changing landscape.

The three most impactful future factors identified and researched by the Inlay Team are unprecedented access, the experience economy and mainstream mindfulness. In this program, we’ll explore how these future factors are changing the way we work, the way we buy and the way we live.

Future Factor #1: We now have unprecedented access to one another and to information.

• Build stronger client relationships by understanding and adapting to client expectations of speed
• Explore ways to help clients sift through the barrage of information in order to offer peace of mind
• Identify the most impactful ways to be a transparent advisor and leader
• Define what it means to lead in an age of access and learn how to win the war for talent in the financial advising space
• Best – and worst — case studies

Future Factor #2: We now value experiences over stuff—the experience economy is on hyperdrive.

• 78% of Millennials would rather spend money on experiences over “stuff”
• Understand the shift from a service economy to an experience economy
• Identify ways to capitalize on the experience of human-to-human financial advising in order to come out ahead of Robo-advisors
• Define what a meaningful experience is to different demographics and learn how to create experiences that will encourage client loyalty

Future Factor #3: Burnout is at an all-time high and workplace engagement is at an all-time low. From the intern to the C-suite, people are looking for better ways to be more present, more fulfilled and more productive. Mindfulness practices have officially gone mainstream.

• Define Mindfulness: Being present in an age of distraction
• Identify best mindful practices from Fidelity, MassMutual, Bank of America, etc.
• Uncover why Americans spent $42 billion on mindfulness-related purchases last year (think yoga, meditation, retreats, holistic medicine, etc.)
• Earn a competitive advantage with clients by being more present as you help them through intimate and highly emotional transitions

We are in the midst of a period of great change in organizational structure. Hierarchies are flattening, networks are being created, the traditional “American Dream” is being re-examined, and constant disruption is forcing established industries to work harder to remain relevant.

Our ability to understand the factors that shape the behaviors of colleagues and employees is critical for organizations to create engaged and productive workforces and gain a competitive advantage.

Learning Objectives:

• Decode the major factors changing the way we work
• Identify how these factors change work expectations
• Provide actionable solutions for leaders to better engage their workforce
• Explore best—and worst—case studies from organizations who are finding success, or failure, in this new world of work
• Transform workplace conflicts into growth opportunities

The Empowered Consumer has arrived. With information at their fingertips and platforms to share opinions, consumers understand the power they yield in the marketplace. It’s time to turn The Empowered Consumer into your greatest brand evangelist.

Learning Objectives:

• Explore the factors that change how we buy and what we value
• Uncover changing purchasing behaviors
• Identify how we shift from a service economy to an experience economy
• Explore best – and worst — case studies about customer and client loyalty
• Create an action plan to leverage the voices of empowered clients and consumers

Building a strong network of champions, mentors, and leaders is critical to be competitive in today’s workforce. Building these networks has also never been more complex. There are streams of social platforms meant to provide connections—from LinkedIn to Facebook to Twitter—but how do we really create meaningful relationships? How do we leverage those relationships to create change?

Learning Objectives:

• Explore the new theory on Connectional Intelligence—the ability to create value by leveraging networks in this hyper-connected world
• Uncover key communication tools to gain influence in an authentic way
• Discover the power of empathy, vulnerability and transparency
• Develop a roadmap to create stronger and more meaningful relationships
• Define the bottom line impacts of authentic relationships and leveraged networks

The Sharing Economy is a social and economic system driven by network technologies that enable the sharing and exchange of assets from spaces to skills to cars in ways and on a scale never possible before.
Who we trust:

• People who participate in the sharing economy are more likely to believe that most people are good
• Our trust in institutions has waned, our trust in each other has stayed the same but our trust in the collective has skyrocketed
• Reputation is the currency of the sharing economy. The reputation of an individual and of a company will determine how they will perform in this new economic model

What we value:

• We are re-evaluating our relationship with “stuff”
• 80% of the items people own are used less than once a month
• Access is now valued more than ownership

How we work:

• If current growth continues, nearly 40% of the workforce will be independent contractors by 2025
• Profit sharing will be key to retention in the workforce of the future

Data Highlights:

• The sharing economy has created 17 billion-dollar companies (Venturebeat)
• Uber, the world’s largest taxi company, owns no vehicles
• Facebook, the world’s most popular media owner, creates no content
• Alibaba, the world’s most valuable retailer, has no inventory
• AirBNB, the world’s largest accommodation provider, owns no real estate (Tom Goodwin, TechCrunch)
• If the sharing economy keeps up current growth, its value will go from $15 billion in 2015 to $335 billion by 2025 (PwC)
• Disruptive sharing technologies impact every generation. In some cities, Baby Boomers comprise 40% of Uber riders (Forbes)