Changemaker Report 2020
Hey, 2020 came along a bit fast, didn’t it?
Welcome to our 3rd annual Changemaker
Report, with a difference. This report will
hopefully be a refreshing take on the slew of
2020 forecasting. Rather than a list of the micro-
trends, we will frame the macro-themes and
their drivers. We define what Changemakers
are doing and feeling and what that means to
brands across categories. In our new format, we
also pose four trend directions being initiated
by these Changemakers as they embark upon a
new decade.
We have partnered again with our friends at
Opinium to quantify and validate our thinking,
with an in-depth international survey by
Opinium of over 2000 Changemakers from 10
countries across the globe: thus ensuring our
projections have actionable recommendations
for the next 18-24 months.
As the world both collapses and reforms,
brands, businesses, and institutions need
to do the same: they must stay tuned in, be
genuinely agile and ready to change with the
people and so the world.
We hope you finish reading this report
feeling optimistic, inspired and sufficiently
armed to take action. 87% of consumers
believe that stakeholders, not shareholders,
are most important to long- term company
success (Edelman Trust Survey 2020). Art and
culture will be crucial to making the much-
needed transformative shift in attitudes and
behaviours.
Remember, there is no normal to go back to.
The Akin x
Contents

04 - 05
Introduction

09 - 12
Changemakers

13 - 26
Trends

27
End Note

03 - Contents
Introduction

Humans have basic needs which do not tend to change radically over a
year, decade, century or even millennium. Safety, trust, security, privacy,
shelter, belonging, community, social status, knowledge and connection are
cornerstones to our existence. While these basic needs won’t change, how
they are satisfied is continuously evolving, thus developing new attitudes
and behaviours. The next 18 months will create a significant realignment of
the fundamentals. Pressures are coming from all angles, and we must be
aware of and understand the cause and effect - and the entanglement of
systems.

2019 felt like a year of despondency. In 2020, we are at a critical inflexion

point. It is time to make some hard decisions and really begin mapping
out new needs and possible futures. With the perspective of the ‘10’s,
we can see the harm of speeding up cycles. Growth and acquisition are
being tasked with minimal marketing spend within a quarter, and so the
exhaustion of innovation and campaign fatigue is real for businesses and
consumers. Concerningly, the average CMO currently spends 68.5% of their
time on the present, and only 31.5% on the future (The CMO Survey), and
80% of CFOs at 400 of the world’s largest companies would sacrifice a firm’s
economic value to meet this quarter’s earnings expectations (McKinsey).
But, as is evident at every level, we are all thinking too short term.

For those born in a pre-internet age, we must especially remember that

the world is not what it was. The promise of a better life through stable
economies, better leaders, or new technologies is not as credible as it once
was. ‘Always-on’ services are now observed as an addiction and a curse.
Social media is no longer seen as a mirror to society, but the very reason for

04 - Introduction
its downfall. Dramatic improvements in conditions have resulted in higher
expectations of contentment. What is clear is that after the terrible ‘10’s
we all want some form of autonomy, whether that is moments of release or
peace, or the ability to make a change.

Often global change, change of infrastructures or calls for accountability

are met with vitriolic resistance. Sure, we occasionally hold brands
and organisations accountable - unless we benefit from it - such as an
inexplicably cheap but carbon-heavy flight. We shouldn’t forget that
we are the organisations, we are in policy positions. We are demanding
brands to offer competitive prices or more efficient offerings, and so we
are setting the KPIs.
What we do all need to see, and is often lost in the onslaught of attention-
grabbing headlines and political campaign promises, is that progress is
being made in solving the world’s most significant problems. Globally we
are less violent and more tolerant; we are leading healthier longer lives,
and poverty around the world is declining (OWiD 2019).

Our hope for the ’20s is that the world enters a new age of awareness,
values and new possibilities. Challenging learned logic and acceptance of
the status quo will be imperative. We have to learn from our past, and in
many cases rewrite it accurately and sensitively. The work we do around
our individual and collective feelings will not only reform how we see
ourselves, our roles and our impact, it will also be vital for a successful
future. Changemakers are the influencers who are beginning this shift.

05 - Introduction
Drivers /

To predict scenarios for the future, we must understand the fundamental

drivers and environment in which these trends live.

Tech advancement - Technology is progressing at a frightening pace,

connecting more people across the globe than ever before. Almost 4.54
billion people were active internet users as of January 2020, encompassing
59% of the global population (Statista). Social media users have passed
the 3.8 billion mark (Digital 2020 Global Overview Report), and discussions
are already being had about implementing 6G networks in China. This
would be fast enough to bring augmented reality experiences to everyday
users through wireless download speeds as high as 1 terabyte per second
(CNBC).

Epistemic crisis of information - We are in a whirlwind of data generation

and consumption. 90% of the world’s data has been produced in the last
two years (Statista), making consumers feel overloaded. They are losing
faith in how their personal information is being used and want brands to
be transparent about how they engage with their personal details. 73% of
people worry about false information or fake news being used as a weapon
(Edelman).

Climate emergency - The world is getting hotter and global consumers are
increasingly aware that we’re at a critical point of much-needed imminent
change to save the planet. 2019 concluded a decade of exceptional global
heat, retreating ice-caps and record sea levels driven by greenhouse gases
produced by human activities (WMO). Consumption levels need to decline
to meet scientists’ target of keeping temperature levels at 1.5C yet they
are steadily rising. 80% of countries will consume more biocapacity (e.g.
cropland, fisheries, forests, etc.) than is available within their borders this
year (Future Centre).

06 - Introduction
Economic uncertainty - To say 2020 will be a year of economic uncertainty
is an understatement. Capitalism is having a midlife crisis, income inequity
now affects trust more than economic growth (Edelman 2020), the
average net worth for those under 35 has tanked 35% since 1996, and
so Millennials are falling out of the middle class, resulting in a ‘prosperity
collapse’ across 14 global markets (OECD).

Disruptive geopolitics - There’s a sense of unbalance within global

governments that is bringing about consumer anxiety. The growth of
extreme political groups such as Populism, Socialism and Limitarianism
are vital movements that will impact this year’s politics. 57% of people
globally worry ‘people like me are losing the respect and dignity we once
enjoyed’. 66% do not have confidence that our current leaders will be
able to successfully address our challenges (Edelman).

07 - Introduction
Perma-flux /

In 2019, we embarked on an experimental project with Superimpose, to try and define the feeling
consumers we identified were experiencing.

Humans always have been and always will be contradictory. It is now more
confusing to find and live by principles as we have more choices than ever,
we learn new truths every day, and so the values we want to align to shift
frequently. One consistent narrative of our history is change: it comes from
everywhere, at any time, and yet we still can’t handle it. The global flow of
ideas, commodities and technologies have created a multilateral discourse
and inner feeling of chaos, anxiety and fear - the PERMA-FLUX.

Core consumer traits are more and more frequently bouncing between two
or more extremes that live at opposite ends of the spectrum. When working
in branding, user experience or design, it is crucial to understand and
consider these contradictions and the flux we permanently live in.

The way to live in an age of ambiguity is through using emotional

intelligence and to gain perspective on our realities. Emotional contagion is
a behavioural trait in which people mimic the feelings of those around them.
Thanks to the digital age, we rapidly transmit these feelings on a global
scale - 4.68 billion people in the world are instantly connected through
a screen they carry in their pocket (Statista). There are new emotional
contradictions for Changemakers.

When listening to or reading the next sections ask yourself:

• Was the obsession with certainty the last decade’s biggest problem?
• If we live in contradictions, can we find the grey areas easier and mend
the breaks?
• If permanence isn’t a viable option, what is the mission?

08 - Introduction
Changemakers

A Changemaker has many names: early adopter, progressive consumer,

influencer, ‘hipster’. They are the consumer group that drives change.

If a brand gains advocacy with this group, it won’t be long until the mass
market follows. They are a marketer’s Achilles heel - they rapidly change
and are hard to please, and falling out of favour with them can be fatal.

This group is difficult to understand. They evolve constantly and

sometimes in no logical manner. They remix their multifaceted identities,
depending on mood, environment, company, and even time of the day or
week. They don’t fit into simple boxes or pre-defined subcultures.

Due to their fickle interests and fast-changing needs, the best way to
define this group is by their attitudes and values. These are extremely
important to them; their moral compasses are strong and undeterred.
Understanding this is crucial to any brand or business wanting to engage
with them.

09 - Changemakers
Changemaker vs Mass /
Opinium Analysis

To understand how Changemakers differ from the general population, we

compared a nationally representative sample of Brits with a sample of British
Changemakers.

While the Changemakers barely differ from the general public in terms
of their fundamental values of racial equality, openness towards sexuality,
gender equality and the seriousness of the climate crisis, their view of the
world is somewhat more complicated – and so are their influences.

Changemakers are keen to change things when they’re not going the way
they want them to – the clue is in the name! It’s perhaps because of this lack
of patience and tolerance for unhappiness that Changemakers are kicking
into gear more when it comes to adopting new behaviours. They are more
ready to make challenging changes in their behaviour than the Mass.

The Changemakers’ relationship with technology is also more complex.

Changemakers are technology junkies and are very aware of their power
over the way they interact with technology. Many like to go on a technology
cleanse and are decluttering who they follow on social media.

Changemakers also shop differently. Almost half of Changemakers say they

are always shopping in some way – whether through Instagram links or
simply continually being on the lookout. The same is true only for 19% of
the Mass.

The bottom line is in the way Changemakers and the Mass feel about
the future. The general population is concerned (42%), cautious (35%)
and pessimistic (22%) about the future. And the Changemaker? Well,
they too are concerned (27%) and cautious (22%). But they wouldn’t be
Changemakers if they weren’t excited (32%) about a little change more than
anything else.

10 - Changemakers
 Changemakers / Mainstream /
• 69% have gone plastic free. • 53% have gone plastic free.

• 61% have gone meat free. • 27% have gone meat free.

• 52% have attended a protest. • 32% have attended a protest.

• 79% have attended a • 65% have attended a

community event. community event.

• 73% will ditch technology • 33% will ditch technology

entirely for a weekend. entirely for a weekend.

• 85% have used a voice • 44% have used a voice

assistant. assistant.

• 84% have chatted to a bot. • 44% have chatted to a bot.

• 59% believe brands are • 66% believe brands are

differentiated. homogenous.
Definitions

• 50% expect brands to • 66% just want brands to

challenge social norms. entertain them.

• 50% are positive about the • 42% are concerned about the
future. future.

11 - Changemakers

Beauty /
What attracts you to a beauty
and care brand ...
• Thoughtful (30%)
• Smart (29%)
• Optimistic (29%)
Finance /
What attracts you to a finance
and drinks brand ...
• Optimistic (30%)
• Smart (30%)
• Thoughtful (30%)
Entertainment /
What attracts you to an
entertainment or media brand ...
• Smart (31%)
• Thoughtful (31%)
• Optimistic (30%))
Technology /
What attracts you to a
technology brand ...
• Smart (38%)
• Simplified (33%)
• Thoughtful (30%)
Values
Fashion /
What attracts you to a fashion
brand ...
• Smart (30%)
• Exclusive (30%)
• Thoughtful (29%)
Food & Drink /
What attracts you to a food and
drinks brand ...
• Thoughtful (31%)
• Simplified (30%)
• Optimistic (27%)
Health & Wellness /
What attracts you to a health
and wellness brand ...
• Optimistic (33%)
• Thoughtful (32%)
• Smart (29%)
Travel & Hospitality /
What attracts you to a travel &
hospitality brand ...
• Thoughtful (32%)
• Optimistic (31%)
• Personalised (29%)
12 - Changemakers
 64% of Changemakers would
rather buy a brand to show their
support for something.
86% of Changemakers have
unsubscribed from a brand
recently.
67% of Changemakers believe
brands dilute their messages.
73% of Changemakers think brands
rely on influencers too much.
59% of Changemakers think brands
don’t understand people like them.
73% of Changemakers will
switch brands due to their lack of
direction.
66% of Changemakers think brands
all sound/ look like each other.
64% of Changemakers say they are
always overextending themselves
and too busy.
65% of Changemakers believe
brands only make short term
moves.
Facts
59% of Changemakers believe
brands are becoming less
important.
71% of Changemakers will switch
brands due to a lack of optimism.
68% of Changemakers would pay
for media that cuts out the noise.
Ideological / say they are
84% of Changemakers
aware of the value of my personal
data.
74% of Changemakers will switch
brands due to their lack of creativity.
80% of Changemakers will switch
brands due to their long-term
strategy.
81% will switch brands due to their
alignment with my values.
Romantic / think luxury
71% of Changemakers
is freedom. 66% of Changemakers
think luxury is safety.
70% of Changemakers like to reset
and escape regularly.
64% of Changemakers are happy to
wait for something they really want.
87% of Changemakers have
decluttered who they follow on
social media.
Vulnerable / have used
60% of Changemakers
an alternative browser in the last 12
months (i.e. Tor, Brave).
55% of Changemakers admit to
struggling to differentiate between
fact and opinion
13 - Changemakers
 Trends

Regenerative / Conjunction /
Future proof simplified thinking Analytical individual thinking

Subversion / Common /
Quantum rebellious thinking Inclusive altruistic thinking

14 - Trends
Regenerative /

While we watch the world literally burn in front of us, Changemakers are
radically accepting that we must use our eco-anxiety to design a better
future.

This trend is where the Climate Crisis meets both Sustainable Market
Policies and The Marie Kondo Effect.

82% of Changemakers agree that the world should be aiming for

regeneration, not just sustainability.

Recompose is a new kind of after-death facility, dated to open in spring Opinium Analysis
2021 in Seattle. It will be the first facility to offer a regenerative option to
traditional burial and cremation. Recompose will provide a proprietary
system for corporeal composting, which “gently converts human remains
into the soil so that we can nourish new life after we die.”
Changemakers are acutely aware of the state our planet is in,
with 88% saying they believe there is a climate crisis – and 83%
The slow movement has reached mass consumerism, activism is a global
of them finding themselves constantly thinking about the future
mindset, and consciousness is the new behaviour. What is next is to
and their part in it. 4 in 5 are investing in making themselves more
move beyond sustainable thinking to regenerative system approaches -
sustainable.
reduction at its most mindful and beautiful.
The current state of the world is driving Changemakers to actively
We can see this thinking playing out in Changemakers’ attitudes; they
think about the decisions they are making, including seeking out
are questioning their consumption, lifestyles, purpose and exploring their
brands that are sustainable (with 81% agreeing they do so). They
contradictions. They understand, to a sophisticated degree, how our
particularly consider the carbon footprint of the purchases they’re
habits are impacting the planet, human health and societal happiness.
making (75%), although they agree that buying less in general is
What is essential is that Changemakers feel they are making a positive
freeing (71%). But being sustainable isn’t always straightforward,
impact, and making mindful decisions with the desire to regenerate.
with two thirds of Changemakers admitting they struggle with
navigating sustainability.

15 - Trends
Tenet / Planet thinking
For too long, we have built products, UX, brands
and campaigns around human-centred approaches.
Planet-centred design and thinking, which aims to
work with the environment and create a positive
impact rather than slowing or reducing impact, is vital
to supporting consumer expectations and needs.
Tenet / Impact measurement
Measurements help people make positive decisions.
A key metric for Changemakers is distance; through
being more physically connected to the products we
consume, from their manufacture to their end-of-life
cycles, this audience feels more grounded in reality
and has more autonomy to make a change.
Case studies /
• FORGO is a sustainable and subscription-based
personal care brand. Refills come in paper
envelopes directly to your door in sets of three.
• Future Food Today is a cookbook that aims
to overhaul non-sustainable foods in today’s
fridges and pantries and offer wholesome,
environmentally friendly options that are
futureproofed.
• Rohvi provides a white-label platform for brands
such as Isabel Marant and Stuart Weitzman
using past transaction data to help them create
personalised buy-back schemes.
• Arctic Blue Hotel uses carbon billing at the end
of your stay, based on your food and activity
choices, to encourage guests to consider their
impact during the visit.
• Climate Visuals is an online image library based
on international social research that aims to build
a more compelling and diverse visual language
for climate change.
• Doconomy is a no-nonsense credit card that cuts
off spending when you reach a carbon limit, rather
than a financial limit.
16 - Trends
Conclusion /

The age of individualism must come to an end. As

we try to cling on to an ever-warming world, we
must stop with humans and start with the planet and
reconnect.

Changemakers are open to enforce that the smallest

social unit we should be designing for is two, no
longer an individualist approach. They believe in
optimism, minimalism and love— and they expect
that products reflect this change. They want to stop
being reactive to short-term problems and start
embedding long term vision as to where we want
to go. Regenerating through using future-proof,
simplified thinking.

Springboards /

• How efficient and beautifully mindful is your approach - can

you strim access and simplify?

• How circular is your approach? Have you considered indirect

or upstream waste?

• Think bigger than aiming for sustainable, change mindsets

from neutral to positive and regenerative.

• What are your products or services carbon footprint? How are

you resetting or regenerating it?

17 - Trends
Conjunction /

We live in a connected, chaotic, demanding world where our time

continues to be precious, and our privacy is under negotiation.

Changemakers are learning how to self-optimise through navigating

algorithms and utilising their power over the data market.
This trend is where the perpetual improvement and omnipresence of
technology, meets GDPR/ CCPA and time-poor individualism.

80% of Changemakers would like algorithms to be more customisable.

Advertising accelerator Watson is a first-to-market offering that leverages Opinium Analysis

artificial intelligence (AI) to predict the optimal combination of creative
elements. Pitched as a marketing solution, this technology aims to make
AI more accessible and help drive high engagement and conversion for
any particular audience.
Changemakers are very aware of their power over the way they
interact with technology. Many like to go on a technology cleanse
Over the last decade, we have welcomed voice assistants into our homes,
every once in a while, decluttering who they follow on social media
we have allowed cookies, and we have been shown one-sided content.
(87%), clearing out their email subscriptions (86%), rejecting cookies
But what has become clear is that for too long we have given up privacy
on a site (82%) or ditching technology for a weekend (71%).
and transparency for convenience without asking questions or having a
clear perspective about the consequences. A radical and global-scale
Changemakers are happy for technology to improve their busy lives
struggle is underway, which will change the future of technology.
– but it has to be on their terms. Four out of five Changemakers
say they’re happy for algorithms to help them save time and think
Our lifestyles are continuing to put pressure on our time and personal
they work well for them – but the same four out of five would
performance and output. Services which optimise these still attract
like algorithms to be more customisable and, in fact, expect
substantial investment, though Changemakers are seeking a better
customised experiences from brands as a result. Furthermore, while
balance between convenience and control of their privacy. What is
Changemakers like their technology, they prefer a human touch,
paramount is their feeling of autonomy and privacy when self-optimising.
with 71% saying they prefer communicating with brands via text
Convenience can no longer come at a cost.
messaging over chatbots.

18 - Trends
Tenet / Customisation
Their previous desire for personalisation is shifting
to customisation. Personalisation is created by the
system; customisation is controlled by the user and
so enhances a users experience because it allows
users to design their interaction. This way, autonomy
is supported by well-designed opt-in experiences
and services that have a transparent collection and
actioning of big data. Smart companies are aiming
to minimise data capture, which also, in turn, is
making them more efficient and their products more
enjoyable.
Tenet / Humane communication
Another facet of this trend is the desire for a
more human form of digital connection.
Changemakers are preferring a more human approach
to interact with branded bots - SMS over a chatbot.
Human connection is becoming a luxury, and so even
though AI offers more efficient customer service,
communication style and format is essential.
Case studies /
• Skintelli, based on your gene activity, uses the
science of epigenetics to analyse the current
quality of your skin and matches it to best-suited
products from thousands of brands.
• The Chromomics health service uses extensive
biological data to provide personalised and
proactive information that each of us can use to
avoid dying from preventable diseases.
• Social Studies provides curated tablescapes
delivered straight to consumers’ doors, leaving
the host more time to focus on the cooking and
guests.
• Quibi is quick bites of captivating entertainment,
created for mobile. The streaming service features
traditional serial themes such as comedy, drama
and reality, in a non-traditional format of 7-10
minute episodes.
• Junius is on a mission to revolutionise workplace
nutrition. By partnering with forward-thinking
businesses, its health-themed, desk-delivered
lunch menus are designed to beat the bland,
often unhealthy standard offerings.
• Equinox Hotel has launched a new health service,
which includes in-room Vitamin drips and creating
the ultimate sleep chamber through consultations.
19 - Trends
Conclusion /

The time where big data collection had no frameworks

has come to an end. Giving up privacy will no longer
come at the cost of customised experiences.

Changemakers are increasingly savvy to how systems

work and with the enormous pressure of modern
life, pushing them continually to self-improve, they
want good services to work harder for them. To create
advocacy with Changemakers, brands must empower
their autonomy - making opt-ins present throughout
the funnel, not just at the start. Conjunction through
using individual analytical thinking.

Springboards /

• How are you planning for CCP?

• Can you rethink your approach to personalisation, using opt-in

as a way to build advocacy but also optimised customised
service?

• How are you empowering your consumers through big data?

• How well are you balancing privacy with customisation?

20 - Trends
Subversion /

Innovation is a vague word, and over the last decade, anything new or
developmental has been labelled as such. Changemakers are looking for
more radical new ways of thinking which take risks and challenges the
status quo.

This trend is where global uncertainty meets quantum computing and

meets optimism.

83% of Changemakers believe a system shakeup is crucial for our future.

Pornhub’s sustainability campaign, “Dirtiest Porn Ever” wants to help Opinium Analysis
clean up our disgusting beaches by producing a video in which a well-
known pornstar couple has sex on a litter-covered beach. Each view
generates a donation to Ocean Polymers to help fund their projects that
clean ocean waste.
Four in five Changemakers say that brands play it safe – 85% are
looking for brands to lean into new thinking and shake up the status
We are flooded with carbon copies of lifestyle brands using the
quo.
same advertising style and tone. It has become almost impossible to
differentiate the truly groundbreaking. We have seen the danger of
Changemakers have strong beliefs – but they like to be challenged
playing in safe spaces, seeing things from the same gaze and applying
and see others challenge themselves. Four in five Changemakers
linear thinking. It often results in an incremental change that sadly isn’t
say they like to challenge the status quo and think the same should
going to work anymore.
apply to brands and businesses who need to lean into new thinking
(85%) and look beyond their sector to create change (84%). In fact,
Changemakers are bored. They need a shakeup, to be awed by
they say they respect risk-taking (83%) and think that a system
something, and they are giving brands the permission to challenge them.
shake-up is crucial for our future (83%).
We could really begin designing and creating for a new decade that is
non-binary and genuinely excited about innovation.

21 - Trends
Tenet / Awe
The emotion we feel in response to something vast that
defies our existing frame of reference in one area or
another and leads us to change our perception of that
frame of reference. It helps us question and see new
answers or possibilities.
You can experience awe at varying intensities, and in
your own ways: listening to a moving piece of music,
seeing an incredible piece of art. Fundamentally, awe is
about novelty and vastness.
Tenet / Quantum
As the world around us rapidly evolves, it is clear
that many mindsets will increasingly become limited
and outdated. Applying quantum thinking could
change all this, going beyond what is a true or false
view of the world and trailing multiple outcomes or
answers. Quantum thinking means approaching the
same problems from different starting points and using
different people to gain various perspectives: This helps
us to gain a much more organic understanding of the
natural and social world around us.
Case studies /
• The Dazed Beauty Digital Spa is an online space
where wellness seekers can go to escape the
stresses of everyday life.
• PANGAIA has launched a global open-source
platform for the latest eco-fashion solutions.
Bringing together top scientists, technologists,
artists and designers, the label is co-signed by
rapper Pharrell.
• SKPS Beijing is conceived as an incubator
environment for luxury labels including Prada,
Gucci, Louis Vuitton, Valentino, Dior and
Balenciaga. It encourages the brands to experiment
with future versions of themselves by stocking out-
there prototypes that have a sustainable twist.
• Xbox has launched a travel book in partnership
with travel publisher Rough Guides, the first
edition by the company to be dedicated to holiday
destinations in virtual worlds.
• The Financial Times launched ‘The New Agenda,’
in September 2019, a business tool for “ungrowth,”
which calls for a better form of capitalism. It aims
to encourage business leaders to “find opportunity
in the new normal and promote stronger corporate
purpose.”
22 - Trends
Conclusion /

Innovation is moving into a new era. The

transformation will come from working in the grey
areas, not finding small unmet needs to deliver on.

Changemakers are increasingly demanding

nonconformity and giving more and more permission
for brands to try something radically new. Risk-
taking will create excitement and advocacy with this
audience. Approaching challenges from multiple
starting points, multiple gazes and creating multiple
answers will help create a dynamic non-binary
future. In short: one of subversion through rebellious
quantum thinking.

Springboards /

• Can you rethink your approach to innovation to challenge the

status quo?

• How are you empowering your consumers through acting

rebelliously?

• Apply quantum thinking to your problems or new projects.

• Does your business need a real shake-up? How far can you
push it?

23 - Trends
Common /

Civic action is at an all-time high, the systems have long been failing us,
and we can no longer deny our involvement. Changemakers are looking
to level the playing field for all, shifting systems from exclusive to inclusive
of tackling and healing divisions to find the common good and to find
resilience.

The societal disparity and division meets civic technology, meets

Corporate Social Responsibility.

79% of Changemakers think of themselves as citizens over consumers.

Opinium Analysis
Decide Madrid is the first e-participation platform that allows citizens,
associations, NGOs and companies to be involved in the policy cycle in
Madrid municipality.
Changemakers are asking more of brands, with 74% of
The management of societal impact to the benefit of the community is
Changemakers saying that brands are too focused on sales over
crucial for earning customer trust. Trust is now granted on two levels -
culture – but focusing on culture can be profitable, with 80% of
competence and ethical behaviours (Edelman 2020).
Changemakers saying they would switch to a brand that supported
a cause they cared about.
Data shows that the tangible societal impact of a brand is a key
purchase driver. For Changemakers, their relationship with corporations
Changemakers are seeking out these connections through an
needs to focus on cooperative and mutually-beneficial development
understanding of their own heritage, with 83% of Changemakers
of communities, using post-capitalist thinking. We could really begin
agreeing that learning about their heritage helps them connect with
this decade by aiming to give everyone equity of opportunity for both
their community. They expect their employers to take a stand on
resilience and success.
local and global issues, and they want to see tangible change rather
than it being a tick box exercise. Four in five Changemakers want
brands to connect with and invest in communities, starting with
being inclusive – something that 80% of Changemakers think is just
a hygiene factor in 2020.

24 - Trends
Tenet / Resilience
The World Health Organisation (WHO) has made
“Strengthening Resilience” the core theme for its
policy framework in 2020. Brands and authorities are
beginning to tackle social vulnerability and access to
power, knowledge, and resources for the common
future good. We know for a society to thrive in the
future it must have emotional intelligence; resisting,
absorbing and adapting empathetically to change -
good or bad.
Tenet / Inclusive stories
For this audience creating inclusive communities
also means giving all people the chance to create
legacies. Changemakers are aiming to recontextualise
the world as we know it, uncovering knowledge
and historical revisionism are helping write a more
inclusive future. This could be through reparations or
telling history from multiple gazes and those often
forgotten. Or creating new communities through
connecting to heritages and upholding traditions
to ensure yesterday’s learnings don’t get lost or
overshadowed by new ideologies.
Case studies /
• Red Bull Vietnam has created a billboard which lit
up space around it, providing a public area to be
used by young athletes long into the evening.
• Countr is a social media mobile app where
consumers can showcase their style, purchase a
product directly from their feed and make real
money for engagement, levelling the influencer
playing field.
• Online video game Fortnite, renowned for its
aggressive nature, is releasing a new mode
named Liferun. Giving the hugely popular game
a positive twist, players will soon be able to save
lives rather than end them.
• Airbnb Lost & Found China aims to attract the
younger generation to experience and trace their
traditional cultural roots.
• Means TV is a platform that broadcasts
anti-capitalist entertainment in the form of
documentaries, sitcoms, films and animations,
targeting politically and socially-minded
Generation Z and Generation Alpha audiences.
• Raven Indigenous Capital Partners, which only
invests in Canada’s indigenous social enterprises
to accelerate their success, revitalise their
economy and have a positive and lasting impact
on the ecosystem.
25 - Trends
Conclusion /

Brands and governments are beginning to join forces

to tackle global societal issues. The complexity of the
significant challenges of the next decade – economic
inequality, climate emergency, and technological
disruption – will require an extreme level of
collaboration between corporations, societies and
communities.

Changemakers are shifting their hierarchy of needs

from individual self-actualisation to a collective one.
Businesses must invest in communities, and create
genuinely inclusive strategies which aim to level
playing grounds. This audience considers themselves
to be citizens and is acting as such: by truly believing
in the common good and applying inclusive, altruistic
thinking.

Springboards /

• Can we adopt a more holistic approach that really takes into

consideration not only the financial value but also the human
values of your audience?

• What is your audience’s correct hierarchy of needs for your

product/ service?

• How can you start defining success as inclusivity?

• What uncovered knowledge are you sitting on? Are there

misrepresented aspects of your legacy?

26 - Trends
End Note

A substantial shift that we have tracked in Changemakers for the last three
years is the shift from a desire to a needing to questioning value. We are
more frequently asking: what gives value, where is the value, and what is
the value to the environment?

The fundamental truth about this audience is that they are walking
contradictions. They morph radically and rapidly, ambiculturally and
idiosyncratically.

Over the next 18 months expect Changemakers to be looking for a

juxtaposition of:
• Regenerative thinking to help them ameliorate systems which impact
the planet, though they will continue to consume.
• A coexistence of privacy and customisation, though they will be
demanding transparency from businesses and institutions.
• Discomfort and challenges through subversion of status quos, though
they will be forgiving if quantum experimentation goes a little awry.
• Partners in creating common good to supercharge their activism,
though they will be seeking moments and experiences of apathy.

Remember, there is no normal to go back to.

27 - End Note
 Methodology /
We have studied Changemakers* across ten global
markets, questioning their life goals, values, wants, needs,
behaviours and attitudes towards brands and industries to
provide an unobstructed 360-degree image of them.
The collaboration with Opinium who used their global
network to bolster our predictions validates this report.
Opinium conducted The Akin’s survey with 2,030 online
changemaker interviews (early adopters engaged with
culture and politics aged 18-45): 200 in each of the UK,
Brazil, Mexico, Sweden, Germany, Russia, China, Nigeria,
US, India and Australia.
Opinium’s data analysis is highlighted in pull-out boxes
and italics throughout the report.
Opinium /
Opinium is an award winning strategic insight agency built
on the belief that in a world of uncertainty and complexity,
success depends on the ability to stay on pulse of what
people think, feel and do. Creative and inquisitive, we
are passionate about empowering our clients to make
the decisions that matter. We work with organisations
to define and overcome strategic challenges – helping
them to get to grips with the world in which their brands
operate. We use the right approach and methodology
to deliver robust insights, strategic counsel and targeted
recommendations that generate change and positive
outcomes.
www.opinium.co.uk | research@opinium.co.uk
to keep a close and regular eye on the direction of trends
Think innovation, research, creative and strategy projects.
The Akin /
We are a global collection of consultants, acting as the
connector between businesses and Changemakers
through uncovering human truths and provoking
possibilities using research and strategic thinking.
Futures are plotted through cultural anthropology;
exploring current realities and people creating change.
We specialise in assisting lifestyle brands in combining
progressive consumer insights with trends to create
future-focused strategies. We are continually tracking
the shifts, trends and ideas shaping future culture. To
understand what the future may look like, we explore
how and why culture is changing across the world. In an
ever-shifting world, nothing is certain, so it’s imperative
to inform decisions from new product development to
communications.
But done differently.
www.theakin.com | hello@theakin.com
@theakincollective
 Image Credits:
Sean Suen p.3
Chopova Lovena p. 3
Myai Anthony p.4
Ellaine Torres p. 5
Eger Tsodov p. 6
Harley Weir p. 7
Ikenna Ideh p.8
Michael Northup p.9
Marcus Branch p.10
Julian Martins Miranda p.11
Wing Snya P.13
P.15 unkown
Joseph Bsharah p.17
P.17 unknown
Crea Studio p.18

Thank you!
Alison Beonde p.20
P. 21 unkown
P. 23 unkown
P. 23 unkown
P. 24 unkown
www.theakin.com Murray Fredericks p. 26
Martina Keenan p. 26
www.opinium.com Megan Winstone p. 27