Everything old is new again and this was never truer than in COVID toy sales, when nostalgia, retro and family time were the main drivers of an impressive rise in global toy sales. And toys purchases weren’t contained to just the 60,000,000 children globally who had someone in th.

The window between a signal arriving and it demanding a response is shortening. Future of Toys is already shaping strategy conversations in forward-looking organisations. Treating it as a future concern rather than a present one builds a preparedness gap that will have to be closed under pressure.

The most important question is not whether Future of Toys 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.