Exploring the future

of ecommerce
A LO O K AT T HE TREND S I N TECHN O LO GY, TEC H N I Q UE S
A N D TE AMS T HAT ARE RESHA PI NG TH E I N D US TRY
Exploring the future
of ecommerce
In the world of ecommerce, things are changing fast. New technologies,
new shopping behaviors, and new customers are entering the market
every day. These changes are opening up big opportunities for
ecommerce brands that can pivot quickly, but it’s also creating stumbling
blocks on the way.

At Facebook, our ecommerce team wants to empower brands to achieve

their goals. We’ve done a deep dive into the latest and most defining
trends of 2021. This collection of insights and thought starters will
help brands keep tabs on today’s and tomorrow’s disruptive changes in
ecommerce. It will also help brands start thinking about areas to explore
to future-proof their businesses. Whether you are a traditional retailer or
a disruptive brand, we believe that 3 pillars will play a key role in adapting
to the future: teams, technology, and techniques. Let’s dive in.
The state of the
ecommerce landscape
Right now, there are some big factors driving change in the ecommerce landscape that brands need
to respond to in order to deliver for their customers.

TECHNO LO GY I N N OVAT I ON I S H AP P E N IN G EV EN FAS T ER

Things change fast in ecommerce and innovation comes in all shapes and sizes. Think about the
shopping calendar. The first ever Prime day was just five years ago, and now there are year-round
moments that create opportunities around ecommerce. Think about shipping. Not long ago drop
shipping was seen as innovative, and now it’s now seen as a legacy fulfillment model. Think about
technology. Considered a niche topic a few years back, brands like Wayfair are using augmented
reality so people can see how a new piece of furniture might look in their homes. This type of
innovation is an added benefit as people are shopping more from home. With innovation happening
faster than ever in all industries, the landscape is more competitive than ever.

Customers want speed and convenience

As the bar for digital experience keeps rising, customers are expecting better shopping experience,
convenience and immediacy. The purchase journey used to look like this: People took their time to
discover, research and then purchase. Now, people expect instant gratification at the speed of a click.

Customers want brands to reflect their values

Customers are also redefining value through the lens of the impact their purchases have on the
world. 55% of global shoppers say it’s important that the brands they choose use environmentally
friendly, and 56% of consumers globally say it’s very important that the brands they buy from
support the same values they believe in.1

1 Facebook IQ source: “Industry Micro-Shifts Monthly Tracker” by Kantar Profiles (Facebook-commissioned online survey
of 96,938 adults across AU, BR, CA, DE, ES, FR, HK, ID, IN, IT, JP, KR, MX, TW, UK, US), May–Aug 2020. Unless otherwise
specified, data is a cross-country average across all 16 markets.
Digital shopping is surging, but it’s still friction-filled

At the beginning of 2020, things were already moving fast. Then the COVID-19 pandemic happened.
It’s been reported that the pandemic has accelerated the shift away from physical stores to digital
shopping by roughly five years.2

• The COVID-19 pandemic has accelerated the adoption of ecommerce, adding a projected 145M
new digital buyers globally in 20203

Against the backdrop of an evolving marketplace and emergence of new customers, there are still
known barriers to wider adoption

• Nearly 9 out of 10 consumers face barriers while shopping online 4

• 75% of consumers who experience difficulty navigating a site/app have abandoned a purchase as
a result5

These are just some of the major changes happening in the world of ecommerce. Let’s look at three
key areas where brands will have to adapt to these changes.

145M
new digital buyers globally
9/10
consumers face barriers
75%
of consumers who experience
in 2020 while shopping online difficulty navigating a site/app have
abandoned a purchase as a result

2 TechCrunch, “COVID-19 pandemic accelerated shift to e-commerce by 5 years, new report says” August, 2020.
3 eMarketer Global Retail Sales Forecasts, May 2020.
4 “Industry Micro-Shifts Monthly Tracker” by Kantar Profiles (Facebook-commissioned online survey of 96,938 adults across
AU, BR, CA, DE, ES, FR, HK, ID, IN, IT, JP, KR, MX, TW, UK, US), May–Aug 2020. Unless otherwise specified, data is a cross-
country average across all 16 markets.
5 “Annual Consumer Journey Study” by Kantar Profiles (Facebook-commissioned online survey of 106,816 people ages 18–64
across, AU, BR, CA, DE, FR, ID, IN, JP, MX, SK, UK, US, 2019). Unless otherwise specified, data is a cross-country average
across all 12 markets.
Three pillars of
innovation in
ecommerce

TECHN OLOGY TEC HN IQ U ES T EA M S

To keep pace with the ecommerce landscape, brands need to be able to

transform fast. While there’s plenty of innovation in the marketplace to act
on, there are 3 areas where ecommerce businesses may be falling behind:
technology, techniques and teams.

Having insight into the current trends and future of each of these pillars can
help ecommerce brands identify opportunities to create better experiences
for their customers and build more loyal and lasting relationships.
 P ILLAR 1

Evolving with
technology
There’s a wealth of innovation happening in the world of ecommerce technology. Whether it’s
automating customer experiences, scaling up operations, or blending physical store and digital
experiences, technology is opening up many opportunities for ecommerce brands to explore.

ST REAMLI NI NG DI GI TA L E X P E R IE N C E S
Building trust with customers means providing consistency and clarity around products, service and
shipping. 84% of shoppers are unlikely to shop with a brand again after a poor experience.6 Digital
pain points commonly cited by customers include: ads linking to the wrong page, items being out
of stock, websites not showing in-store product, availability, no option to buy online and pick up in
store, unclear delivery options and costs, shopping carts that don’t save items for return sessions,
too many steps to complete purchase and difficult to input payment information. At Facebook, we
often see how the above impacts ecommerce brands. We have created a resource for you to use to
see how customer feedback and purchase experiences impact your ad and commerce performance.

AU TO MATI NG C U STOM E R SE RV IC E
87% of the global smartphone population messages.7 Conversation is at the center of all
relationships, and that includes relationships between businesses and customers. Consumer
expectations for being able to communicate with businesses in real time keeps growing with nearly 3
in 4 expected to be able to do so.8 There’s a wide range of reasons why people chat with businesses,
such as asking about store hours, booking appointments, ordering deliveries and resolving issues.
These common inquiries can be removed easily by bots, a common exception.

AU TO MATI NG OP E R AT I ON S
Automation across supply chains is growing increasingly common in the ecommerce industry. It’s
enabling scale and speed in fulfillment, which is particularly important for brands that need to
streamline operations across large and multinational supply chain operations.

6 “Last Mile Delivery: What Shoppers Want and How to #SaveRetail,” Convey, 2018.
7 Facebook IQ source: eMarketer, Aug 2019.
8 Facebook IQ source: “State of the Connected Customer” by Salesforce Research, survey of 8,000 people across AU, CA,
CH, DE, ES, FR, GB, HK, IE, IN, IT, JP, NZ, SG, TH and the US, Apr 2018. Unless otherwise specified, numbers are an average
across markets.
ENABLI NG M AC HI NE L E A R N IN G
Machine learning is poised to play a larger role in how ecommerce brands serve their customers. In
years past, Gartner predicted that 85% of interactions with a customer will be handled without a
human by 2020. And worldwide, AI and process automation expenditures are expected to top $15.4
billion by 2021. AI will increasingly be used for things like analyzing big data, logistics/warehouse
robotics, customer expectations and shipping. A number of leading brands are already deploying AI.
For example, H&M uses AI to analyze purchases and returns at physical stores—and these patterns
help determine whether a specific store should promote or increase stock of certain items.9 Another
great example is wedding dress customizer, Anomalie. They are using machine learning, building a
repository of body measurements and rolling out operational processes to enable affordable, mass
customization of wedding dresses and other garments.10

PROTEC TI NG C U STOM E R DATA P R IVACY

Personalized advertising is effective, and it also brings value to people, but they also want more
privacy. In response, new regulations and policies are evolving to put control in the hands of people.
Businesses need to evolve to meet this moment, or people may face a digital world dominated once
again by less personalized and potentially disruptive ads. The path to personalized advertising in a
privacy first world starts with understanding the 3 key evolutions:

How data is managed

Regulations like the GDPR, CCPA and LGPD have emerged to put control of data into the hands of
people. Here, it’s growing increasingly important for brands to respond by explaining in clear
terms how and why they use the customer information they collect and clearly ask for consent
when required.

How data is surfaced

The way data is surfaced is evolving as long-standing mechanisms are being phased out. Businesses
will have to think differently about the mechanisms they rely on to understand where their
customers are in their journey. Consequently, they will have to adopt new tools that don’t rely on
browsers or device IDs.

How data is sourced for use in digital advertising

Businesses can create real value across the customer journey by rethinking the way they source data
to inform advertising. The industry used to rely on passive data collection through mechanisms like
cookies. Now, businesses may need to share data through means that are more browser- and device-
ID independent.

9 Towards Data Science, “AI-driven retail: How H&M Group does it”.
10 TechCrunch, “Wedding dress customizer Anomalie raises $13M as bridal stores crumble,” June 2019.
OP TI MI ZI NG M OB I LE E X P E R IE N C E S
Consumers spend over three hours a day on their
mobile devices and the majority of all website traffic
comes from a mobile device. Consumers have high
expectations around the experiences they’d like to
have. When websites don’t live up to their mobile
expectations, it’s quite costly. A $1.4 trillion loss in
revenue was projected due to poor UX in 2020.11
Companies who invest the time and effort to test best
practices to optimize their mobile user experiences
reap the benefits. For example, direct-to-consumer
mattress company, Lull, found that they could generate
additional purchases at a lower cost per action. Using
split testing, they saw a 12.9% decrease in cost per
action when using Conversions API plus the Facebook
pixel, compared to using the pixel alone.12

IN T EGRATI NG DI GI TA L A N D
STO RE EXPER I E N C E S
A study by Accenture and IPSOS revealed that out
of 66% of respondents who start shopping online,
12.9%
decrease in cost per action when using
82% buy in-store and 18% buy online.13 Physical store Conversions API plus the Facebook pixel,
locations are increasingly being used to enhance the compared to using the pixel alone
digital shopping experience as well. People discover,
research online and then go to the store for human
interaction and pickups. For example, more retailers in
the US are offering buy online, pick up in store (BOPIS)
since the COVID-19 pandemic began—up 259%
from last year.14 Google searches of BOPIS have also
skyrocketed. Year over year, “click and collect” is up
600% and “curbside pickup” is up 3,000%.15 This shift
has led Best Buy to convert a quarter of their stores
into shipping hubs and regional fulfillment centers. As a
result, Best Buy’s online sales grew 242% in its
second quarter.16

11 “The Trillion Dollar US Problem: A Comprehensive Guide to the ROI of UX” by The Career Foundry’s UX School.
12 Facebook Success Story, January 2021
13 Online+Offline Omnichannel Consumer Research” by Ipsos (Facebook-commissioned online study in the U.S. of 7,200
Facebook and Instagram users age 18+, September 2019).
14 Digital Remedy, “2020 Trends: Holiday Shopping,” Oct 2020.
15 shark&minnow, “Google Think Retail On Air 2020: Top 5 Takeaways,” September 2020.
16 Modern Retail, “Retailers are racing to turn stores into fulfillment hubs,” August 27, 2020.
PIL LAR 2

The future of
techniques
As consumer behaviors continue to change and technology continues to advance, ecommerce
brands are finding new opportunities to help customers shop for products in new and engaging ways.
Whether it’s discovery, live shopping or elevated loyalty experiences, brands are opening up new
experiences for customers that previously didn’t exist.

Several techniques are helping brands connect with customers by employing the
following techniques.

EMPOWERI N G DI SC OVE RY
Consumers have new decision-making processes and definition of value. With reputation and
corporate social responsibility becoming increasingly important, consumers are also taking into
account brand values for their purchase decisions—when looking to discover new products, goods
and services.17 74% of weekly platform users globally say they get shopping ideas from Facebook,
Instagram, Messenger and WhatsApp.18 Direct response businesses typically rely on creative that
showcases a product or service in the simplest terms. Using differentiated motivation-led creative in
a broad environment is a successful approach for unlocking new audiences.

PAR TNERI NG WI TH I N FLU E N C E R S

84% of surveyed online shoppers discover new brands and products online.18 Out of online shoppers
who discovered a new product online, 60% saw something while browsing online and wanted to
buy it.18 The rise of influencer marketing has been growing fast with the global market increasing
from $1.7 billion in 2016 to a forecasted $9.7 billion in 2020.19 In 2019 alone, more than 380 new
influencer-marketing-focused agencies and platforms were established around the world.19

17 Facebook IQ source: “The Future of Shopping Has Come Early: Perspectives From the Industry”, October 2020.
18 “Discovery-Led Shopping Study” by GFK (Facebook-commissioned online survey of 13,136 people ages 18+across AU,
BR, CA, FR, DE, IN, ID, JP, MX, SK, UK, US, Q3 2020). Qualifying respondents made an online purchase of beauty, furniture,
electronics and/or apparel in the past 3 months at the time of the study.
19 “The State Of Influencer Marketing 2020: Benchmark Report”, Influencer Marketing Hub, March 2020.
CR E ATI NG S HOP P E R TA I NM E N T
It’s not just the product that matters, but the entire shopping experience. According to McKinsey,
“By 2030, we expect that ecommerce businesses will be able to create new retail ‘worlds’—virtual
stores that use augmented reality to give customers the experience of walking down a store aisle,
for instance, or personalization engines that link to real-time biometric data to recommend meals
with optimal nutritional content.”20 Gamification is also a great way Facebook sees brands playing
into this. Flipkart created a game that unlocks deals. By looking at the $6B for ecommerce marketing
opportunity, Flipkart partnered with Creator and Bollywood superstar ‘Big B’. Big B as a bot invited
people to unlock the best deals.

Click to Whatsapp ads on

Facebook and Instagram

Influencers on
LinkedIn

400+ Railway stations

via Google Station
FULLY INTEGRATED
CAMPAIGN
What started with WhatsApp ended
Posters
up as a fully integrated digital
campaign driving traffic from
different platforms

Earned media

Twitter ads and

influencers

20 McKinsey & Company, “The consumer sector in 2030: Trends and questions to consider” December 2015.
 46%
OFFERI NG AT- HOM E T R I A LS
42% of online shoppers globally say they sometimes
order several different items online with the intention The brand offers me exclusive sales
of trying and returning the ones they don’t like. 21 In on products/services for my loyalty 21
response to these kinds of behaviors, more ecommerce
companies are letting customers try products for a
certain amount of time and then offering easy returns
to customers if a product doesn’t work for them.

PROVI DI NG GLOBA L SHOP P I N G

38% of online shoppers globally have bought
32%
The brand posts content that makes me

something from a foreign country.22 feel like I am part of their community 21

FOSTERI NG LOYA LT Y

34%
POST-PURCH A SE
66% of consumers globally say customer service is
very important when deciding where to shop online. 23
The brand makes me feel valued by
As purchasing products online becomes easier, it’s
seamlessly canceling, returning or
important that brands provide support post-purchase
to foster brand loyalty. The following makes online replacing orders 21
shoppers feel they have a personal connection with
the brand:21

26%
I can ask questions directly to product
experts through social media 21

21 “Discovery-Led Shopping Study” by GFK (Facebook-commissioned online survey of 13,136 people ages 18+across AU,
BR, CA, FR, DE, IN, ID, JP, MX, SK, UK, US, Q3 2020). Qualifying respondents made an online purchase of beauty, furniture,
electronics and/or apparel in the past 3 months at the time of the study.
22 “Global Retail Re-emerge Study” by Ipsos (Facebook-commissioned online survey of 43,474 people ages 18+ across AU,
BR, CA, DE, FR, IN, JP, MX, SK, TH, UK, US), July - August 2020.
23 “Industry Micro-Shifts Monthly Tracker” by Kantar Profiles (Facebook-commissioned online survey of 96,938 adults across
AU, BR, CA, DE, ES, FR, HK, ID, IN, IT, JP, KR, MX, TW, UK, US), May–Aug 2020. Unless otherwise specified, data is a cross-
country average across all 16 markets.
A number of enabling technologies are opening up new techniques for brands to explore by:

Leveraging augmented reality

Augmented reality is enabling experiential shopping by bridging the gap between the physical and
digital world. 49% of global consumers said they are interested in exploring products/experiences
through AR or VR devices before purchasing them. 24

Enabling live shopping

Nearly half (47%) of online shoppers agree, “I would buy products directly from live videos where
brands, celebrities or influencers I follow are launching new products.” 25 Inability to test/touch/see
products in-person is the number one reason people don’t buy in-store. 26

Providing interactive demos

63% of online shoppers agree, “I want to virtually try on products from the comfort of my own
home.” Using interactive demos can help customers experience products in their own homes and
encourage them to make a purchase. “No longer should ‘the experiential’ be diminished as a mere
marketing tool or a fad; instead, consumers are experiencing powerful emotional connections to
brands that are creating a point of differentiation. 27

Leveraging increased internet speed

5G is expected to link 125 billion devices by 2030 (11 billion in 2019). 27 This means that augmented
reality and virtual reality will be commercialized and available widely, which is a trend that was seen
with the latest iPhone releases, as well as other devices around the world.

49%
of global consumers said they
are interested in exploring
products/experiences through
AR or VR devices before
purchasing them
47%
of online shoppers agree, “I
would buy products directly
from live videos where brands,
celebrities or influencers I follow
are launching new products.”
63%
of online shoppers agree,
“I want to virtually try
on products from the
comfort of my own home.”

24 “Annual Consumer Journey Study” by Kantar Profiles (Facebook-commissioned online survey of 106,816 people ages 18-
64 across, AU, BR, CA, DE, FR, ID, IN, JP, MX, SK, UK, US, 2019).
25 “Discovery-Led Shopping Study” by GFK (Facebook-commissioned online survey of 13,136 people ages 18+across AU,
BR, CA, FR, DE, IN, ID, JP, MX, SK, UK, US, Q3 2020). Qualifying respondents made an online purchase of beauty, furniture,
electronics and/or apparel in the past 3 months at the time of the study.
26 “Omnichannel Study” by Accenture and IPSOS (Facebook-commissioned online study of 55,281 people aged 18+ across
AU, BR, CA, FR, DE, IN, ID, JP, MX, SK, UK, US, Dec 2019-Jan 2020).
27 Mintel Press Team, “Mintel 2030 Global Consumer Trends”, November 2019.
PIL LAR 3

Rethinking the
future of teams
In today’s marketplace, companies make decisions and implement changes quickly, which involves
transforming organizational designs and team cultures. In the areas of technology and techniques,
much of the insights we explore are forward looking. But, when it comes to teams, a look back at
brands that have stood the test of time reveals some interesting lessons on fostering agility and
collaboration to adapt to change. Let’s take a look at the approaches of Centennials, which are
brands that have lasted for 100 years or more.

ORGANI ZATIONA L DE SI GN: C EN T E N N IA LS 2 8

Maintaining flexibility

While most companies strive to own talent and reduce staff turnover, Centennials do the opposite.
They deliberately employ up to 70% of staff part-time to stay fresh and create a continuous flow of
new ideas. There are many ways to stay flexible outside of this, such as job rotations, bias training to
ensure all voices are heard and openness to allow for reorganization as business and customer
needs change.

Staying agile

A recent study of all the Centennials in the world found that 89% of them employ fewer than 300
people. “And companies that more actively reallocate investments deliver 30 percent higher total
returns to shareholders annually than companies with more static budgets. Yet agility in resource
allocation is still rare. At most organizations, the current year’s allocation serves as the basis for the
next year’s, with only marginal changes.” This leads to issues that don’t allow for agility.

28 “2018 Corporate Longevity Forecast: Creative Destruction is Accelerating,” 2018.

CU LTURE ELE M E N T S: C OL LA B O R AT IO N , P U R PO S E
AND EXPERIM E NTATI ON

Having a clear purpose, but also adapting with the times

“Centennials are incredibly strategic, looking 20 to 30 years ahead to understand how society is
evolving, how they can shape it and how they can get the talent to do this. All the Centennials we
studied talked about their impact—on the beliefs and behaviors they’ve changed.” 29

Create disruption through collaboration

“It’s more important to find new ideas and practices than squeeze every last drop out of the ones
you’ve already got. Put different people together rather than similar ones, and design your offices
so they have to move around and bump into each other.” 30 Silos, such as digital marketing, brand
marketing, CRM teams and IT teams, rolling up to different teams is one of the most disruptive
organizational designs we see. Best-in-class companies always put the customer experience first and
design their organizations accordingly so those customers experiences aren’t disjointed.

Fostering a culture of openness

Leading brands often have open cultures, where they invite people in to see what they do, how they
do it and the impact it has. Not only will this encourage everyone to perform at their best, it will also
build trust.

Learning and experimenting

Rather than trying to be efficient, by putting similar people together, Centennials make people work
on different projects to create movement and bumps. That way, employees from different disciplines
continually question each other and share problems, ideas and opportunities. 31

Committing to versatility

Versatility is the ability to pivot to capture new opportunities, whether it’s a new business model,
marketing strategy or product launch. What we see in our own organizations at Facebook, the ability
to quickly pivot, is that versatility. Take the COVID-19 pandemic, for example: Our full marketing,
product and sales orgs realigned within weeks to deliver on three key areas: React, Respond and
Re-emerge. Having focused themes with loose timeframes gave us all just enough direction to stop
everything and rally around what our customers needed most, both in the short-term and long-term.

29 “How Winning Organizations Last 100 Years” HBR September 2018.

30 “2018 Corporate Longevity Forecast: Creative Destruction is Accelerating,” 2018.
31 Corporate Longevity: Turbulence Ahead for Large Organizations.
Key takeaways for
ecommerce brands
During this time of change in the ecommerce world, there are many
different avenues that brands can take to innovate and adapt. At
Facebook, we’ve seen a number of things work well in our work with
ecommerce brands. Below are our recommendations for how ecommerce
brands can leverage Facebook to achieve their business objectives.
TECHNO LO GY TA KE AWAYS
Due in part to the COVID-19 pandemic, innovation across all businesses is speeding up faster than
many businesses can keep up, which is causing more competition. Brands can respond by:

Getting rid of friction points

Removing friction points on ecommerce sites and experiences is critical when it comes to driving
revenue and keeping customers happy. Here, we’ve gathered together the lessons we’ve learned
from our partnerships to help you move toward a zero-friction future.

Powering up machine learning

There are lessons to be learned from H&M Group’s approach to AI-driven retail called “Amplified
Intelligence,” which is the collaboration between machines and humans, science and art, data and
gut feeling. Ecommerce brands that augment human intelligence with AI can create more accurate
merchandise decisions, streamline supply chains and drive better top-level customer experiences.

Optimizing experiences with data and testing

In our work with ecommerce brands, we’ve seen that identifying opportunities to improve customer
experiences—and then iterating, testing and learning on them—leads to meaningful business
outcomes. For example, Bitsbox—which provides a code academy for children—streamlined their
subscription signup flow to live on a single page, going through several iterations to create the
optimal experience. As a result, they saw a 71% increase in mobile conversion rate, 59% increase in
revenue and more than a 60% improvement in return on advertising spend. 32

TECHNI Q U ES TA KE AWAYS
As consumers demand more digital experiences, ecommerce brands have the opportunity to meet
their needs and open up new experiences to create more connection. Brands can do this by:

Empowering discovery with creative

Customers discover and learn about new products across Facebook apps. In the discovery phase,
brands can use creative to create connections with customers by going beyond simple product
showcasing. Learn more about what makes for effective creative based on the research from our
platforms here.

32 Bitsbox Internal Data, January-March 2020.

Providing shoppertainment

More and more experiences are moving into the world of augmented reality—a trend that is
only being accelerated by the COVID-19 pandemic. If you are interested in getting started with
augmented reality, we recommend checking out this powerful AR software called Spark AR Studio. A
great example is Lazada using Facebook Live to increase sales by 38x. 33

Fostering loyalty

Although savings are a key factor for purchase decisions, many other values are top-of-mind as
people trial new brands and services during the COVID-19 pandemic. The new elements of modern
loyalty include: Availability, attributes, altruism, affordability, accessibility, action and assurance. 34
Honda, for example, launched “The Power of Dreams” to communicate a message of optimism and
solidarity, creating a sense of reassurance from their brand to the community.

T E A MS TAKE AWAYS
Change happens fast in the ecommerce industry. Adapting smoothly in these fluid times calls for
companies to be fluid too—both in terms of their organization and culture. A couple key takeaways
to consider:

Reducing organizational layers

By creating work across different groups, you tend to find more innovation and creativity. On the
subject, Sigve Brekke, CEO of the telecommunications company, Telenor Group, says, “We can
actually bring down the number of layers in the organization through a more project-based way of
work. You swap some of the traditional silos and the hierarchical ways of work for a more cross-
functional, project way of working.35

Fostering an open culture

Openness can take many forms. To build for the future, companies should consider a wide range of
ideas, where they come from and how quickly they can be enacted. A question to consider: if you
had to throw out all your goals today, and be set up to take on new ones tomorrow, is your culture
adaptable enough to handle that?

33 Facebook Success Story, November 2019.

34 McKinsey & Company, “COVID-19 Australia Consumer Pulse Survey,” June 2020.
35 World Economic Forum, “Is flexible working here to stay? We asked 6 companies how to make it work,”
August 2020