
Trends 2040
AI, robotics and the social forces reshaping your sector. A look ahead to 2040: the changes beyond AI heading your way, and the choices that already matter.
Download the PDF of Trends 2040 (PDF, 3 A4 pages, 1.1 MB)Choose your keynote
Six keynotes, each of which can be tailored to your sector and audience.
The AI Revolution
Agentic AI
The Organisation of the Future
Leadership and Management in the AI Era
Cybercrime in the AI Era
Trends 2040You are viewing
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The decisions you make today shape what your organisation looks like in 2040. The organisations still in the race then are the ones already looking ahead.
Trends 2040 is about a world that is changing fast, and how you prepare for it now. AI, humanoid robots, quantum computers, biotechnology and many other astonishing technologies will shape how we live, work and do business. AI is changing how organisations work, but it is not the only force heading your way. Robots are gaining a brain and learning to work in spaces built for people. Sensors measure more of the world around us. Biotechnology edits DNA and produces food in bioreactors. Energy systems are changing. These forces reinforce one another, with AI involved in each. This keynote examines what is happening already, what remains uncertain and what each force could make possible in 2040. It looks far ahead, with evidence behind it: a future scenario is clearly labelled as such. Every organisation is first impacted by a different force, and that is where preparation begins.
Forces shaping 2040
Seven forces shaping the years to 2040: the signs already visible, the uncertainties and what lies ahead.
Download the keynotePDF, 3 A4 pages, 1.1 MB Trends 2040- 01
Future scenarioIntelligence everywhere
In this scenario, AI becomes a utility like electricity, built into machines, software and buildings. Dedicated chips bring it onto devices.
In this scenario, AI becomes a utility, like electricity or the internet. You no longer open a separate application: intelligence sits inside machines, software, buildings and phones. The early signs are here. More AI runs on devices themselves, using dedicated chips, while assistants work within programs employees already use every day. Quantum computers calculate according to the laws of quantum mechanics. They could greatly accelerate specific tasks, such as simulating molecules, though it remains uncertain when they will be reliable enough for everyday use. In this version of 2040, almost everything people work with can think alongside them, including the forklift and the office building.
- 02
Pilot phaseMachines with a brain
AI gives robots, vehicles and drones a brain: they understand everyday instructions, learn by watching and adapt.
Robots have long followed programmed movements exactly. AI changes that. Models that understand language are learning to interpret images, space and movement. Given an instruction in plain language, such as "tidy this shelf", a robot works out the steps itself. It learns by copying people and practising a task thousands of times in simulations. Driverless cars already carry passengers in some cities; humanoid robots are being tested in factories and warehouses. In the 2040 scenario, machines share their learning: something one warehouse robot learns could be available to every similar robot the next day. Cost and reliability will determine how quickly this happens.
- 03

A world we can measure
Sensors, cameras and satellites collect data. Digital twins model machines and grids; AI helps predict maintenance needs and congestion.
Sensors and cameras give the digital world its senses. Smaller and more affordable, they measure temperature, vibration, movement and congestion. A digital twin is a virtual copy of a physical asset, such as a machine, building, electricity grid or port, continually updated with these measurements. AI spots patterns that reveal when a pump may falter or where congestion will build. Grid operators and factories already use it. By 2040, digital twins could connect entire supply chains, provided measurements are accurate and organisations share data. Data becomes a raw material: ownership and willingness to share it help determine what a connected supply chain can achieve.
- 04

Biotech and human biology
Researchers already edit DNA and produce proteins in bioreactors. AI supports the research; in the 2040 scenario, people stay healthy for longer.
Biotechnology uses living cells and their DNA to make or repair things. CRISPR lets researchers edit specific stretches of DNA, work that earned Emmanuelle Charpentier and Jennifer Doudna the Nobel Prize in Chemistry. Regulators including the FDA have approved the first CRISPR treatment, for an inherited blood disorder. In bioreactors, yeast and bacteria produce food proteins, including milk protein without a cow. AI accelerates this work by predicting protein structures and suggesting molecules for researchers to test in laboratories. In the 2040 scenario, these applications help more people stay healthy for longer. Progress depends on research, price and what society considers ethically acceptable.
- 05

Energy, climate and raw materials
Smart grids, predictive AI, solar, wind and geothermal energy. Small nuclear reactors could supply electricity to data centres.
The energy system of 2040 draws on many sources. Solar and wind depend on weather; batteries balance fluctuations. New drilling techniques make geothermal energy accessible in more places. Smart grids measure supply, switch automatically and shift consumption to times of plenty. AI forecasts solar and wind output and tomorrow's demand. Demand is rising, with the International Energy Agency expecting sharp growth in data centres' electricity use. Technology companies are already signing contracts for small modular nuclear reactors intended to power data centres from the 2030s. Batteries, grids and turbines need metals such as lithium and copper. AI is helping search for materials that could replace them.
- 06

Power and sovereignty
Ownership of chips, data and models brings power. Countries want less dependence on others, while power blocs set different AI rules.
Technology has become geopolitical. The most advanced chips come from a few manufacturers; the largest AI models come from a handful of providers. Governments restrict chip exports and want their own data centres, models and access to raw materials. This ambition is known as digital sovereignty. The European Commission invests in AI factories, and the EU AI Act sets rules for AI development and use. Other power blocs make different choices. In the 2040 scenario, several technology blocs coexist, each with its own chips, models and rules. Organisations operating across borders move between these different worlds.
- 07

Fewer workers, more older people
Ageing changes the workforce and what customers need. AI and robots help organisations get work done with fewer people.
In many countries, the number of older people is growing faster than the number of people of working age. The United Nations and OECD expect further ageing and, in many places, fewer working-age people. Employment levels also depend on participation and policy. Healthcare, engineering, education, logistics and government compete for the same workers. Automation becomes less about saving money and more about getting the work done. AI handles administration, robots lift and drive, and people stay in the workforce longer and increasingly work part-time. Customers change too: older populations need different products and services. In this 2040 scenario, an organisation's capacity depends more on how people, AI and robots work together than on how many applicants it attracts.
- 08
Future scenarioWhat 2040 makes possible
The forces shaping 2040 reinforce one another, bringing care at home, clean electricity and less physically demanding work closer.
Major changes often happen where different forces meet. In this scenario, AI designing molecules and robotic laboratories testing around the clock could shorten the search for new materials and potential medicines from years to months. Sensors, AI and care robots could help many more older people live safely at home in 2040. A grid that balances itself could coordinate solar, wind, geothermal and nuclear power. Machines with a brain take on heavy and repetitive work, leaving people more time for what they do well: judging, caring and designing. Nobody knows which combination will break through first. The building blocks for 2040, though, are already here.

Laboratories are already building the world of 2040: robots that learn by watching, medicines co-designed by AI, electricity from heat deep underground. A visit reveals just how much is becoming possible.
Richard van Hooijdonk
The organisation in 2040
Long-term strategy: planning for several futures, a new business model and the employee of 2040.
- 09
Future scenarioThe AI-first organisation
By 2040, AI, robots and agents do the repetitive and predictive work in many organisations. People judge, choose and work with others.
By 2040, AI-first will be ordinary for many organisations. AI, robots and agents will do the work people need not do, including the repetitive and predictive work: ordering, planning, checking and forecasting. Where staff are scarce, that helps get the work done. People focus on what they do better: judging, choosing and working with customers, patients and colleagues. A distribution centre runs largely on robots, with a small crew handling unusual situations; in a GP practice, AI prepares test-result messages and the schedule, and the doctor has time for conversation again. What sets organisations apart is what they do with the time this frees up.
- 10

Future scenarios
Nobody knows what 2040 will look like. Scenarios help you plan for several futures rather than rely on a single prediction.
A scenario is a coherent account of how the future might unfold. It describes a possible outcome rather than a prediction. A common method starts with two or three major uncertainties, such as how quickly AI costs fall or how strict regulation becomes. Different combinations produce distinct futures. Governments, armed forces and energy companies have worked this way for decades. Each scenario reveals the capabilities an organisation would need and decisions that hold up across different futures. AI helps track signals and calculate consequences. The main difficulty is culture: teams accustomed to a single plan must work with uncertainty and regularly revisit their assumptions.
- 11
Future scenarioThe business model of 2040
As AI, robots and platforms do the work, value shifts towards results, trust and customer relationships, beyond hours and products sold.
Many organisations earn revenue by selling hours, products or licences. When AI completes an analysis in minutes and robots produce at lower cost, prices for that work may fall. In this scenario, customers in 2040 increasingly pay for outcomes: a machine that keeps running, a building that uses little energy, a patient who can stay at home. Value lies in what is hard to copy: trust, proprietary data, expertise and customer relationships. Platforms matching supply with demand may capture more of the margin. The organisation of 2040 increasingly earns its revenue through what the customer achieves, rather than what it delivers.
- 12
Future scenarioOrganisational structures for 2040
Three structures could coexist: a small core within an ecosystem, a platform, and an AI-first organisation operating at scale.
Technology shapes how organisations can be structured. Three possibilities are emerging for 2040, as scenarios rather than blueprints. The first is a small core within a large ecosystem: a permanent group sets direction, working with partners, specialists and AI systems worldwide. The second is a platform, earning revenue by connecting supply and demand. The third is an AI-first organisation operating at scale. AI is the starting point for every task, with people and AI agents working together in mixed teams. Many organisations will combine elements of all three. In this scenario, the boundaries between an organisation and its international ecosystem become increasingly blurred.
- 13
Future scenarioThe employee of 2040
Several careers, lifelong learning and daily work alongside machines. Organisations take responsibility for what their people learn.
Careers themselves change in this scenario. People work longer, change professions more often and work daily with AI systems and robots. As knowledge becomes outdated more quickly, learning becomes a permanent part of the job rather than just training at the start. Directing and checking AI agents becomes a larger part of many roles. Judgement, expertise, human connection and creativity distinguish people's contribution. In 2040, today's secondary school pupils will work alongside colleagues who already have years of experience today. Both groups will need to keep learning. Training programmes do not always keep pace with what organisations need, so organisations take charge themselves, for example through a future academy where the employees and leaders of 2040 develop their skills.
- 14

Leadership for the long term
Look beyond the quarter and choose what will matter in ten years. Leaders take that initiative and inspire their people to build that future together.
Leading for the long term means you deliver this year's results while building an organisation that will still matter in fifteen years. These aims often clash. Quarterly targets favour savings; the future calls for investment in people, data and experiments. The consequences often emerge only when a new technology takes hold: then earlier investments determine how quickly an organisation moves with it. AI helps examine that longer horizon by tracking external signals and calculating how decisions could play out across different scenarios. Leaders who take the initiative and share a vision for 2040 bring coherence to decisions whose effects take years to show, and inspire their people to build that future.
The other side of 2040
The risks of the same technology: threats, ethical choices and tomorrow's crime.
- 15
Future scenarioThe threats of 2040
Autonomous attacks, biotech misuse and sabotage of connected infrastructure. Resilience becomes a strategic choice, not an IT project.
In this scenario, AI agents conduct prolonged cyberattacks independently: finding weaknesses, breaking in and adapting without human direction at every step. The same AI that helps security teams find software flaws helps criminals identify vulnerable systems. Governments already test AI models for their potential to assist with biological weapons. This scenario also includes sabotage of undersea cables, satellites and energy grids. Large, fault-tolerant quantum computers could break widely used encryption methods. Attackers can already collect encrypted data, hoping to decrypt it later. In this scenario, protection depends on measures taken by both governments and organisations long before 2040.
- 16

Ethics and new technology
Gene editing, implants, machines taking part in decisions. What is possible may not be desirable. In 2040, the good life becomes a practical question.
New technology presents a recurring ethical dilemma, described by David Collingridge in 1980. While you can still change its direction easily, its consequences remain unclear. Once those consequences become apparent, changing course is difficult. More decisions will face this tension as 2040 approaches. Gene editing could prevent inherited disease, raising questions about where treatment ends and enhancement begins. Implants connect body and technology; Richard has several himself. A care robot keeping a lonely older person company blurs the distinction between care and a substitute for it. Longer healthy lives could become a privilege for those who can afford them. Philosophers have debated the good life since Aristotle. In 2040, that question becomes a design choice.
- 17
Future scenarioCybercrime in 2040
Ransomware, hacks on critical systems and fraud with cloned voices: in 2040, criminal AI agents do that work on their own.
AI already makes it easier for criminals to get at valuable information: through ransomware, hacking and fraud with cloned voices and faces. In this scenario, a criminal agent does not carry out a single attack but builds its own network: it rents servers, opens accounts, puts other agents to work and adapts as soon as it is detected. Criminals use fabricated identities to deceive people on video calls and pass banks' identity checks. A robot that learns with AI to work in a warehouse or a living room can also carry out an attacker's orders once the controls are taken over. Critical systems, cars and implants can become targets in the same way. Good security is still needed to protect information and limit the damage.
On stage
A packed conference hall, a televised panel discussion, a police summit in Dubai.











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Frequently asked questions
Who is this keynote for?
Organisations looking beyond the next annual plan. It suits strategy days, anniversaries, conferences, client events and meetings of board members and managers. The talk works for twelve people in a boardroom or an audience of 3,000. It also works for events for staff, clients and business partners.
What will the audience take away?
An understanding of the forces shaping 2040, including AI, robots, energy, geopolitics and ageing populations: what is happening already and what remains uncertain. A way to plan using scenarios rather than a single prediction. And a picture of what becomes possible when these forces come together.
How does this differ from the keynote The Organisation of the Future?
The Organisation of the Future examines how organisations adapt when circumstances change rapidly: experimentation, working in an ecosystem and the organisational structures that support it, now and over the coming years. Trends 2040 looks further ahead and more broadly. It covers forces beyond AI, such as biotech, energy, geopolitics and ageing populations, alongside the business models, organisational structures and employees of 2040. If you are unsure which fits, we can advise during the introductory call.
Will the keynote be tailored to our sector?
Yes. The introductory call covers your audience, sector and the questions that matter to them. The keynote emphasises different forces for audiences from energy companies, healthcare executives at a conference or participants in a bank's strategy day. Each sector also has its own page.
Is this a prediction?
No. Nobody can be certain about 2040. The keynote shows what is happening already, clearly distinguishing evidence from future scenarios. It examines how different scenarios could affect your organisation.
Does the keynote cover risks?
Yes, always. The talk examines the other side of 2040: autonomous cyberattacks, biotechnology misuse, sabotage of cables and grids, and quantum computers that could eventually break widely used encryption methods. It considers the ethics of pursuing everything technology makes possible. It also covers cybercrime in 2040, including criminal AI agents and attacks on robots and implants. For a closer look at crime today, choose Cybercrime in the AI Era.
How long is the keynote, and is it available in English or online?
30, 45 or 60 minutes, and longer if you wish, with time for audience questions. Available in Dutch and English, in person or online. Beyond the keynote, there are masterclasses, boardroom sessions for executives, board members and managers, and workshops for all employees.
What does the Trends 2040 keynote cost?
Keynotes start from €3,500 (webinar). The price depends on location, duration and any tailoring you would like. Send your date and a brief description of the audience, and our proposal will give the fee for your event.
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