Christianity isn’t just history; it’s alive and influencing lives today. Glenn Scrivener, Anglican minister, author, and CEO of Speak Life, explores its global reach and impact on modern society.

Christianity’s Global Growth

“Christianity is doing great guns, all over the world, especially in the global South and East,” says Scrivener. He points to China as a remarkable example. “By the end of this decade, there may be more Christians in China than in the United States.”

Scrivener emphasises that Christianity isn’t just a Western faith. Its roots lie in the Middle East, with the Ethiopian church and Byzantine influence shaping centuries of global culture.

Christianity’s Hidden Influence

In his book, The Air We Breathe, Scrivener compares Christianity’s impact to the air we inhale, often unnoticed, yet essential. “Certain moral intuitions, like equality, have become gut instincts, something that feels self-evident.”

He argues that values such as equality, compassion, and freedom are deeply shaped by centuries of Christian teaching, even if modern Western societies assume they exist independently.

Gen Z’s Fresh Exploration of Faith

Scrivener sees a resurgence of curiosity among younger generations. “At a recent UK event, dozens of young men under 25 queued to talk about faith.”

He attributes this interest to life experiences that challenge the assumption of constant progress: global crises, economic uncertainty, and social change. “Gen Z is realising the good might have been in the past and maybe Christianity has something profound to offer.”

Polling data support this revival. Between 2018 and 2024, monthly church attendance among young men in the UK jumped from 4% to 21%.

Why Christianity Appeals Today

Young people are drawn to Christianity for its depth, stability, and tradition. “The secular story is pressurising. You must create your own meaning. Christianity offers something robust.”

Scrivener explains that the Bible, at its core, is a love story: “The Prince of Heaven comes to us full of debt and sin. He absorbs our debts and offers all He has for free and forever.”

This storytelling resonates with a generation seeking substance in a chaotic world.

Sharing Faith in Everyday Life

Scrivener encourages believers to share their faith authentically: “Start with, ‘That’s what I love about Jesus…’ Let your excitement overflow, and some will want to hear more.” Faith-sharing doesn’t have to be overwhelming; it’s about genuine conversation and inspiration.

Article supplied with thanks to Sonshine.

Feature image: Canva

As the world of work rapidly evolves, forward-thinking leaders are turning their attention to one of the most powerful forces shaping organisational performance: the intergenerational workforce.

Today’s teams are more diverse in age than ever before, bringing together the experiences, expectations and energy of five generations. This mix presents both opportunities and complexities, particularly for leaders seeking to build resilient, future-ready organisations.

A Changing Workforce Landscape

The workforce is set to undergo significant changes over the next decade. Generation Z is on track to make up 34% of the Australian workforce by 2034, with Generation Alpha entering the workforce around the same time. In fact, by 2034, Generation Z and Alpha will comprise half of the workforce.

This demographic transition is not simply about age. It reflects deep changes in values, work expectations and communication styles. Older generations often bring stability, experience and a long-term perspective, while younger generations bring digital fluency, adaptability and a hunger for purpose. The key challenge for leaders is not viewing this diversity as a problem to be solved but a tension to be managed, alongside learning how to unlock it and use it as a strategic advantage.

With this change will come interesting intergenerational dynamics. Across the generations there are different approaches to the various aspects of work. When it comes to leadership, Baby Boomers respond to traditional, authoritative leaders who provide clear directives and demonstrate integrity. Gen X values autonomy, appreciating approachable leaders who offer guidance while promoting individual ownership. Generation Y, juggling competing priorities, seeks clear communication and work-life balance. Generation Z thrives under coaching or mentoring styles, valuing approachable and transparent leaders who support professional growth.

In terms of communication preferences, all generations prefer face-to-face meetings. The difference, however, is in the strength of this preference across the generations. Among Baby Boomers, almost nine in ten (87%) prefer face-to-face meetings compared to 59% of Gen Z. Younger generations, however, are more likely to prefer online chat messages with 40% of Gen Y, and 35% of Gen Z preferring this method, compared to 26% of Gen X and 11% of Baby Boomers.

Harnessing The Power of Diversity

Diversity, when not intentionally harnessed, can become a source of division, particularly when people are approaching problems from different angles without shared understanding. But when teams are aligned around a common purpose and facing the same challenge side by side, the true power of generational and cognitive diversity is unlocked. In this posture, differences in perspective become strengths rather than stumbling blocks. Leaders who create clarity around the “why” and foster mutual respect across age groups enable their teams to collaborate more effectively, think more creatively and solve problems more holistically. It’s not about everyone thinking the same, it’s about everyone thinking together.

Work As A Means To Create A Life You Want

Beyond earning an income, work is often used as a tool for individuals to craft a life tailored to personal purpose and fulfilment. Almost four in five workers (78%) believe their work serves as a means for crafting the life they want, rather than believing work is an opportunity to use their expertise to positively impact the world (22%).

Gen Z (80%) and Gen Y (80%) are slightly more likely to believe work serves to craft the life they want than Gen X (76%) and Baby Boomers (73%), who are slightly more focused on impacts.

Gen Z Are Looking For Regular Feedback

All generations thrive at work when they receive regular and constructive feedback. Yet, there are differences in how communication is best received by each generation. More than half of Gen Z (54%) would prefer praise at least a couple of times a week compared to 28% of Gen X. While this amount of praise may sound like a lot, Gen Z are looking for constructive feedback in equal measure.

With more generations contributing to the workforce, working in a cohesive generational team will be paramount for success. Given Gen Zs preference for frequent feedback, it is unsurprising that Gen Z are 1.5 times more likely to see feedback delivery (35% compared to 24% Gen X) and 1.4 times more likely to see feedback frequency as challenges of an intergenerational team (26% compared to 19% Gen X).

Alongside feedback from their leaders, Gen Z prioritise a safe space to share ideas (48%) and collaboration (48%) more so than their older counterparts. Generation Z thrives under coaching or mentoring styles, valuing approachable and transparent leaders who support professional growth. Ultimately they’re looking for leaders who value them and create a fun working environment. Fun in the workplace may seem like a nice-to-have but is increasingly becoming a non-negotiable. It is not enough to just have a compelling vision, accessibility and strong remuneration, people want to enjoy coming to work to bring about lasting impacts.

Generational Intelligence: A Strategic Leadership Capability

To lead effectively across generations, leaders need to develop generational intelligence – that is, the ability to understand, value and respond to generational differences in the workplace. This goes beyond flexible policies or communication adjustments. It is about creating a culture where everyone, regardless of age, feels respected, heard and able to contribute meaningfully.

For example, Baby Boomers tend to respond to leadership grounded in integrity and experience. Generation X often values autonomy and trust. Gen Y seeks balance, feedback and authenticity, while Gen Z craves transparency, mentorship and personal development. Leadership sets the tone for any organisation. Therefore, leaders who recognise and adapt to these preferences can unlock higher engagement and performance across the board.

Measuring and Improving Cultural Health

It is culture, not goals, that sets teams apart and, therefore, needs to be on the radar of leaders. Culture is the personality and values of an organisation that dictate how things are done and determines the overall organisational health. Culture is integral to achieving organisational goals and attracting and retaining talent of all generations.

Recognising the integral role culture plays for organisation health, McCrindle developed the Cultural Health Index (CHI), a cultural analysis framework comprising seven domains, to help leaders create thriving workplace communities with culture at the centre.

By collecting team-wide insights and benchmarking them against national norms, leaders can gain a clearer picture of where cultural strengths and gaps exist. Insight into these domains, particularly from a generational perspective, can help shape engagement and retention strategies that hit the mark. If leaders are not investing in culture for the health of the organisation today, then they must invest in it for the future of the organisation and its ability to attract talent from emerging generations.

Culture As The Anchor For Retention

Culture is no longer a soft metric. It is a strategic asset, and in many cases, a competitive advantage. A strong workplace culture is one of the most effective retention strategies an organisation can have. When people feel connected to their team, valued by their leaders and aligned with the organisation’s purpose, they are far less likely to seek opportunities elsewhere. This stability is not only good for morale, it is good for business. High retention reduces recruitment and onboarding costs, preserves institutional knowledge and builds momentum toward long-term goals. A flourishing, cohesive team creates a sense of continuity and confidence that drives performance. In a competitive talent market, culture is no longer just an HR initiative, it is a leadership imperative.

McCrindle’s Cultural Health Index found that the strength of cultural health is positively correlated with retention. More than three quarters of workers (77%) at organisations with excellent cultural health (score of 90+) intend to remain with their organisation for the next 12 months. Comparatively, 66% of workers at organisations with poor cultural health (<10) intend to look for a new job in the next 12 months. The tipping point occurs around organisations with low cultural health, where workers are almost equally likely to look for a new role as they are to stay.

Practical Strategies For Leaders

To build high-performing, intergenerational teams, consider these strategic approaches:

1. Develop Generational Intelligence across leadership teams
   Provide executive and middle managers with training and tools to better understand generational motivators, behaviours and communication styles. Make this a core leadership capability.
2. Use data to inform culture strategy
   Employ tools like the Cultural Health Index to gain real-time feedback from employees. Use these insights to guide investment in leadership, communication and employee experience programs.
3. Establish cross-generational mentoring
   Pair emerging leaders with experienced professionals to facilitate knowledge transfer and build mutual respect. This supports succession planning for the intergenerational knowledge transfer while fostering collaboration.
4. Invest in multi-channel communication
   Different generations prefer different communication styles. Provide a mix of in-person briefings, digital platforms and collaborative tools to ensure key messages are consistently understood.
5. Promote shared purpose across the organisation
   Unite teams through a strong organisational purpose that resonates across generations. Reinforce how each role contributes to larger outcomes, particularly those that create positive social change.
6. Create tailored growth pathways
   Offer diverse development options that cater to different career stages and aspirations. Younger employees often seek clear progression and feedback, while older employees may value mentoring or legacy-building opportunities.
7. Celebrate generational strengths
   Design recognition programs that acknowledge a wide range of contributions, from digital innovation to long-term service and mentoring. Reinforcing the value of all contributions builds cohesion and respect.

Leading for The Future

In a world where the pace of change is accelerating, building culturally healthy, intergenerational teams is no longer optional, it is essential. The future belongs to organisations that can blend experience with innovation, tradition with transformation, and structure with agility.

Leaders who invest in understanding and responding to generational dynamics will be better positioned to drive engagement, attract top talent and build adaptable, high-performing cultures. Tomorrow’s teams will not be built by accident. They will be shaped by leaders who are curious, courageous and committed to creating workplaces where every generation thrives.

Article supplied with thanks to McCrindle.

About the Author: McCrindle are a team of researchers and communications specialists who discover insights, and tell the story of Australians – what we do, and who we are.

Feature image: Canva

For decades, intergenerational discourse has been dominated by narratives of hardship and advantage.

Each generation believes they faced unique economic challenges that others simply don’t understand. But what does the data actually tell us about who had it toughest?

A Financial Reality Check

The generational debate about who had it hardest economically is more complex than it first appears. Looking at data comparing the financial realities faced by Baby Boomers, Gen X, Gen Y, and Gen Z reveals surprising insights about affordability, opportunity, and economic challenges across the decades.

It is clear from this analysis that each generation has had to navigate a unique set of economic and social realities. From the post-war boom to the digital age, the financial landscape for young Australians has transformed dramatically. But has it become progressively harder to build a life? A look at key financial indicators for four generations at a similar life stage aged in their late teens to early thirties paints a compelling picture of shifting challenges and opportunities.

The foundations: Earnings and the Economy

To understand the financial world of each generation, we can look at their circumstances in a reference year when they were in a similar age bracket.

Baby Boomers: At ages 16-34, Baby Boomers faced a high inflation rate of 10.1% and a top tax rate of 60%. Full-time average annual earnings at this time were $13,500.Gen X: Aged 16-30, Gen X entered a workforce with 8.9% unemployment. Average annual income sat at $36,500, but a high standard variable interest rate of 10.5% made borrowing expensive.

Gen Y: Also aged 16-30, Gen Y (or Millennials) saw lower inflation at 2.9% and interest rates at 7.4%. Average annual earnings at this time had increased to $69,000.

Gen Z: For today’s emerging adults, aged 16-30, the economic climate is one of relatively low unemployment (4.3%) and inflation (2.4%). The average annual income now sits at $106,000.

The Great Australian Dream

The most striking shift across the generations is the accessibility of housing. For a young Baby Boomer in 1980, the median Sydney house price was $69,000, which equated to 5.1 times their average annual earnings. Fast forward to 2025, and for Gen Z, that same dream carries a median price tag of nearly $1.5 million, a staggering 14.1 times their annual income.

While Gen X saw the house price-to-earnings ratio remain relatively stable at 5.4, it was Gen Y who experienced the significant leap, with the ratio jumping to 9.3. This demonstrates that while incomes have grown, the price of entry into the property market has grown exponentially faster, placing unprecedented pressure on younger generations.

The Cost of Living: From Cars to Colour TVs

The story of affordability becomes more nuanced when looking at consumer goods and lifestyle costs. Here, technological advancement and global manufacturing have worked in favour of younger generations.

Technology: A colour TV in 1980 would have set a Baby Boomer back 233% of their average weekly income, or the equivalent of 88 hours of work. For Gen Z, a far more advanced television costs just 15% of a week’s wage (5.6 hours). The affordability of computers tells a similar tale, dropping from 191 hours of work for a Boomer to just 15 hours for Gen Z.

Transport: The cost of a new Toyota Corolla has fluctuated. For a Baby Boomer, it represented about 3.6 months of their annual income. This peaked for Gen X at 8.3 months before settling back to 3.9 months for Gen Y and 3.3 months for Gen Z. Interestingly, the cost of a tank of petrol has remained remarkably consistent as a proportion of weekly income, requiring between 1.7 and 2.4 hours of work for all generations.

Travel: Global travel, once a significant luxury, has become more accessible. A return flight from Sydney to London for a Baby Boomer was equivalent to 176 hours of work. For Gen Z, that has fallen to just 45 hours.

The Intergenerational Challenge

Each generation’s economic experience must be understood within its broader context. Baby Boomers faced high inflation and interest rates but could access affordable housing. Gen X navigated economic uncertainty but still found reasonable property prices. Gen Y pioneered the digital economy while watching housing slip away. Gen Z inherits technological advantages but faces unprecedented housing costs.

The question of who had it toughest depends on what we value most. If homeownership and traditional wealth accumulation matter most, Baby Boomers and Gen X clearly had advantages. If technological access and economic stability are priorities, Gen Y and Gen Z have benefits their predecessors couldn’t imagine.

Rather than determining a winner in the “who had it toughest” debate, the data suggests each generation faced unique challenges that required different strategies for success. The economic game hasn’t become easier or harder, it has fundamentally changed.

Understanding these differences is crucial for policy makers, employers, and families navigating intergenerational relationships. Each generation’s economic reality shaped their values, expectations, and opportunities in ways that continue to influence Australian society today.

The true challenge isn’t determining who had it toughest, but understanding how these different economic realities created the intergenerational dynamics we see today.

Click here for the Generational Worker Profiles Infographic

So, Who Had it Toughest?

Every generation has faced its unique economic headwinds, from high inflation and interest rates for Baby Boomers to periods of high unemployment for Gen X. However, the data points to a clear and escalating challenge for younger generations in securing the foundational asset of a home.

While Gen Z and Gen Y enjoy unparalleled access to cheaper technology, consumer goods, and international travel, the barrier to entry for housing is higher than ever before. The sheer scale of the house price-to-income ratio for Gen Z suggests that despite higher earnings and a favourable economic environment in other areas, the goal of home ownership, a cornerstone of financial security for previous generations, is now a monumental challenge.

Ultimately, defining which generation had it toughest is complex. While older generations grappled with higher costs for everyday goods and steeper borrowing costs, the fundamental building block of wealth property was significantly more attainable. For Gen Y and particularly Gen Z, the Australian dream is being redefined in an era where the cost of a roof over one’s head has far outpaced the growth in their wallets.

Article supplied with thanks to McCrindle.

About the Author: McCrindle are a team of researchers and communications specialists who discover insights, and tell the story of Australians – what we do, and who we are.

Feature image: Canva

Depending on how your social media algorithm is configured – mine is a bewildering mix of conservative theology, Forrest Frank songs, and cats singing K-Pop (thanks to my eldest daughter for that one) – you’re unlikely to have scrolled for long before coming across evidence of what is being termed ‘The Quiet Revival.’ 

Article supplied with thanks to Stephen McAlpine

About the Author: Stephen has been reading, writing and reflecting ever since he can remember. A former church pastor, he now trains church and ministry leaders, and in his writing dabbles in a number of fields, notably theology and culture.

Feature image: Canva

The number one rule in marketing is that if you speak to everyone, you speak to no one.

It’s no wonder that customer segmentation and persona building is such an integral part of any marketing team’s activities. An often overlooked segment is the generations. In this article, we explore the consumption behaviours of each generation, with key insights from our consumer profiles infographic.

Gen Alpha: The Digital-First Consumers

While they’re the youngest consumers, Gen Alpha is growing up in a world where technology is seamlessly integrated into their lives. Although their earning power might end at pocket money and chores, they’re still having an impact on household spending, with four in five parents (79%) saying their children have influenced them to be more environmentally aware in their consumption decisions.

Gen Alpha will be raised with AI-driven recommendations, short-form videos, and other digital experiences. They’re rarely going to use cash with the majority of their financial experiences, including digital wallets, contactless payments, and even crypto, making them the most cashless generation yet. For brands targeting Gen Alpha, authenticity, engagement, and interactive digital experiences are key to building long-term engagement.

Gen Z: The Purpose-Driven Spenders

Currently in their early careers and growing their side hustles, Gen Z are likely to prioritises ethics over traditional brand loyalty. Their spending habits reflect a mix of affordability concerns and a demand for brand transparency. Marketing to Gen Z requires a strong presence on social media, particularly through short-form videos and influencer collaborations. Brands that align with their values—sustainability, social justice, and authenticity—will win their business.

Gen Y: The Convenience-Seekers

Millennials are balancing careers, parenting, mortgages, and financial commitments, making value and convenience top priorities. While they are still influenced by ethical concerns, practicality is likely to win out. Their preferred communication channels include live chat, AI-driven support, and social media. Brands that offer simplicity, sustainable solutions, and personalised experiences will resonate most with this generation.

Gen X: The Practical Decision-Makers

In their peak earning years, Gen X values reliability, quality, and convenience. They are comfortable using traditional credit methods and have extensive experience with mortgages and loans. While brand loyalty is strong, it is contingent on practical benefits such as price, durability, and customer service. This generation consumes a mix of online and traditional media, making omnichannel marketing strategies effective. Providing straightforward, high-value solutions is essential to capturing Gen X consumers.

Baby Boomers: The Brand-Loyal Consumers

Baby Boomers prioritise trust and familiarity in their purchases. With pensions and retirement savings as their financial focus, they continue to favour direct debit and cash. This generation appreciates in-person service but is increasingly engaging with online support and email communications. Brands looking to connect with Baby Boomers should emphasise reliability, customer service, and value for money while maintaining a strong presence in mass media channels such as print, TV, and radio. Bottom of Form

Generational consumer profiles

Understanding generational consumer behaviour is key to crafting targeted marketing strategies and understanding the future consumer. Our infographic (download below) breaks down the earning power, key marketing channels and consumer values of each generation.

Download now

Article supplied with thanks to McCrindle.

About the Author: McCrindle are a team of researchers and communications specialists who discover insights, and tell the story of Australians – what we do, and who we are.

Feature image: Photo by Jacek Dylag on Unsplash

For more than a decade, McCrindle has analysed the top baby names nationwide and compiled the top 100 list.

This analysis always reveals fascinating insights about not only the names given to babies, but how these become generational markers for the people born within a certain timeframe.

This year’s analysis is particularly important because we now have the entirety of Generation Alpha baby name data, enabling us to definitely call the top names of this generation.

Oliver and Charlotte top the list in 2025

Oliver has been crowned the top baby boy name, for the 12^th year in a row! In the time that Oliver has held the spot as the number one name for boys, the world has seen the of rise of TikTok and ChatGPT, a global pandemic, and the normalisation of remote work. The other nine names on the list of top ten boys’ names have stayed relatively consistent, with some minimal movement among the names.

The number one name for girls has swung back and forth between Charlotte and Isla in recent years, with Charlotte now back at number one with 1,330 occurrences over the last year. Charlotte has been the top rated girls’ name for ten years in total over the 15 years that spans Generation Alpha. This year, Lily and Ava have exited the top 10 and have been replaced by Sophie (which is back for the first time since 2015) and Grace, which is back from 2022.

Most popular names for Generation Alpha

Now that the entirety of Generation Alpha has been born (2010-2024), we know that Oliver and Charlotte are the top names across the generation. In fact, there are 30,818 Gen Alphas with the name Oliver and 24,256 Gen Alphas with the name Charlotte.

While some names have stayed consistent across the generation, others have risen and fallen. Theodore and Hazel are two of the names that have experienced incredible growth in popularity among Generation Alpha. Both names were ranked in the 90s in 2010 and have increased to a top 10 position today. Other names that have encountered similar growth in popularity across this generation include Athur, Arlo, Muhammad, Harvey, Hudson, Archer and Austin for boys, and Luna, Maeve, Florence, Aria, Billie, Millie, Elsie, Daisy, Eleanor, Mila, Evelyn, Harper and Ellie, for girls.

Top rising Gen Alpha names

Looking back over the last decade and a half, there are certain names that have made noticeable climbs up the ranks. The boys’ names that have experienced the biggest increase in rank (from a rank outside the top 100 to within the top 40 between 2010 and 2024) are Arthur (rising 302 ranks), Arlo (262 ranks), Theodore (253 ranks), Muhammad (174 ranks) and Harvey (90 ranks). Other notable boys’ names that have seen steady increases in popularity since 2010 include Hudson, Archer and Austin.

The names Theodore (now ranked #3) and Hudson (#7) are worth noting, as not only have they experienced these large rank increases, they now both rank in the top 10 boys’ names.

The girls’ names that have seen the biggest rise in rank include Luna (rising 811 ranks), Maeve (308 ranks), Florence (206 ranks), Aria (191 ranks) and Hazel (185 ranks).

The name Hazel is worth noting, as not only has it climbed 185 ranks to hold a spot within the top 40, but it currently sits in the top 10, at #6. Luna and Maeve are also worth noting as names that have rapidly increased, with Luna only entering the top 100 in 2017 and Maeve in 2020.

Other notable girls’ names that have seen steady increase in popularity since 2010 include Billie, Millie, Elsie, Daisy, Eleanor, Mila, Evelyn, Harper and Ellie.

Trends in boys’ and girls’ names

There are many trends we see occurring in the top 100 names:

• In true Aussie fashion, nicknames continue to be used as first names, with names like Leo (short for Leonardo), Billy (William), Frankie (Frances) and Lottie (Charlotte) becoming popular names of their own.
• Names ending in vowels are also popular, with 23 boys’ names and 70 girls’ names fitting this category.
• Aussie’s continue to draw inspiration from biblical names, royal names, and even pop culture influences.

Parents prefer unique names over popular/well known ones

Current/aspiring parents are gravitating more towards unique choices for first names, with 65% saying they would be more likely to choose a unique name, than a popular/well known one (35%). Those who are younger are more likely to choose a unique name compared to their older counterparts (83% Gen Z, 71% Gen Y, 60% Gen X, 43% Baby Boomers). And among those who have children and have been through the process of choosing a name, half (49%) say they agreed on a name with their partner immediately.

Middle names show a preference for tradition

NSW marked a baby name first in 2025, releasing the top ten middle names for babies born over the last year. Given that NSW accounts for around a third of all births in Australia, this list can be considered a strong indicator of middle name trends around the country. The list, featuring names like James, John, William, Michael, Robert, Rose, Grace, Mae, May and Jane shows that when it comes to middle names, parents tend to prefer traditional choices over trendy ones.

Parents of Gen Alpha inspired by Family Names

Choosing a name can be much more than deciding what’s on their child’s certificate at birth, but a meaningful social and cultural experience. Parents to Generation Alpha were asked what influenced them when choosing their child’s name. Three in ten indicated that a family name influenced them when choosing their child’s name (30%).

Names to watch for Gen Beta

With Generation Beta beginning to be born in 2025, we can now look at some of the fastest trending names that will likely take off among this generation. For girls, these include Millie, Maeve, Remi, Eden, Delilah, Eliana, Margot and Lottie, and for boys, include Beau, Theo, Ezra, Miles, Luke, Billy, Louie and Roman. Other names that have become more popular over last decade include Luna, Florence, Aria, Hazel, Arthur, Arlo, Theodore, Muhammad and Harvey. Alongside the rising names, others are sliding from the top 100. For girls, these include Jessica, Chelsea and Alyssa. For boys, these are Jake, Tyler and Matthew.

The entrances and exits from the top 100 also provide a glimpse into the naming preferences of new parents. New names to the top 100 include Grayson, Isaiah and Finley (boys) and Elodie, Amara and Lainey (girls). There are also some surprising exits of classic names such as Michael, Charles, Celo and Lara from the top 100 list.

2025 Baby Names Report

Get all the insights on the top baby names in the full report.

Download now

Article supplied with thanks to McCrindle. Feature image by Kelly Sikkema on Unsplash

By 2035, Generation Alpha will make up 24% of the global population, having been shaped in a digital world they come with unique perspectives, habits, and aspirations.

Generation Alpha are those born 2010-2024 and are currently aged 15 and under.

To try and see the world from their perspective, we teamed up with Zigazoo to develop an infographic asking Generation Alphas aged 7-15 how they like to learn, what they want to do for jobs and their feelings about the future.

Key insights in this infographic include:

• How Gen Alpha learn, spend and see the future
• Future aspirations
• How they feel about tech
• Optimism for the future

The Largest Generation in History

There are more than 2.1 billion Generation Alphas, making them the largest generation in history.

Gen Alpha prefer to learn by video than by reading, with more than 1 in 3 (36%) turning to videos to learn something new.

When it comes to money, Gen Alphas like to spend a little, and save a little. When asked what they would do with their pocket money, 46 percent took a balanced approach between saving and spending.

Asked about their future career aspirations, many Gen Alphas aspire to be traveling workers: “I want to travel and explore the world while building a business. I don’t want to be stuck in one place.” (Girl, 11)

A third of Gen Alphas are curious about technology. Around 1 in 5 are excited, with an equal number worried. Comments included: “It’s going to be really cool. There might be flying cars, robots building homes and service robots helping people.” (Girl, 11)

“I think there might be some really cool and interesting inventions, but I also think that there might be some that take over the world.” (Boy, 10)

Despite their concerns, 4 out of 10 Gen Alphas feel “very hopeful” about what the future holds: “The future gives you all new chances and you can do almost anything you want! You can try so many new activities and even graduate! It’s like a big treasure hunt!” (Girl, age 10)

View the Generation Alpha infographic

Article supplied with thanks to McCrindle.

About the Author: McCrindle are a team of researchers and communications specialists who discover insights, and tell the story of Australians – what we do, and who we are.

Feature image: Canva