The looming threat of technology taking over commonly held positions continues to rear, and while some roles have, indeed, been replaced with automated tech, for the most part, the workforce still needs people to carry out crucial work (a real person is writing this story!). Stor.

The shift around The Jobs Our Kids Will Be Doing In 20 Years Says a Lot is not purely structural. It changes what capabilities organisations value, how people find meaning in their roles, and what conditions make good work possible. Leaders who understand this early retain the talent they need and build cultures that attract it.

The most important question is not whether The Jobs Our Kids Will Be Doing In 20 Years Says a Lot will matter, but how quickly it will matter in your specific context. Leaders benefit most from mapping the ripple effects early — not just the direct impact but the second and third-order consequences that arrive later and hit harder. That is the practical work of foresight.