For generations, the career advice seemed straightforward: get educated, learn to think, and try to make a living with your brain rather than your back.

Knowledge work was the safe end of the labour market. The plumber did something useful, certainly, but the accountant, analyst, lawyer or coder had the more future-proof career.

Artificial intelligence is beginning to scramble that logic. Generative AI lives in the environment we have spent decades making machine-readable: documents, databases, spreadsheets, code, email and screens. A plumber, nurse or electrician still has to navigate an unruly physical world full of awkward spaces, unpredictable people and endless edge cases. In some settings, it may be easier to automate the first draft of a legal memo than to replace a leaking pipe behind a wall.

That does not mean the white-collar job apocalypse has arrived. The evidence so far is much more complicated. But it does suggest we may be asking the wrong question when we obsess over which jobs AI will take. The more useful question is this: what becomes valuable when intelligence gets cheap?

Capability is not the same as displacement

There is no shortage of dramatic predictions. AI companies are scenario-planning for unemployment levels that would once have sounded unthinkable. Business leaders have warned of enormous disruption. At the other extreme, optimists point to every previous technological revolution and argue that new jobs will emerge as old ones disappear.

At this point, neither camp has enough evidence to declare victory.

One of the more useful pieces of research in the material I have been studying came from Massachusetts Institute of Technology researchers who tried to move beyond conventional AI benchmarks. They identified more than 11,500 workplace tasks, ran workplace-style versions of those tasks through more than 40 AI models, and had people in the relevant occupations judge whether the output was actually usable. By 2025, AI could complete roughly 65 per cent of text-based tasks to a minimally acceptable standard, up from around half the year before.

That is extraordinary progress. It is also easy to misread. ‘Good enough’ is not the same as reliable, error-free or ready to run unsupervised inside a real organisation. Legal work, for instance, performed relatively poorly because precision, judgement and strategic guidance matter. Management tasks could often be accelerated, but coordination and decision-making remained harder.

This is the distinction that gets lost in much of the jobs debate. A technology being capable of performing a task does not mean an organisation will immediately deploy it, that customers will accept it, regulators will permit it, or that the surrounding job disappears.

Jobs are bundles of tasks. AI can remove some, accelerate others and increase the value of the remainder. We may therefore see a great deal of task displacement before we see equivalent job displacement.

The safest jobs may not be where we thought

For years, automation anxiety focused heavily on factories, warehouses and transport. Robots were coming for physical labour first, or so the story went.

Physical automation is certainly advancing. Humanoid robots can now run, kick footballs and perform eye-catching demonstrations. Yet the World Humanoid Robot Games also test machines on wonderfully mundane activities such as connecting cables, handling warehouse goods and completing industrial assembly. The reason is revealing: the physical world is messy.

Molly Kinder at The Brookings Institution has described this as the ‘messy middle’. Hospitals, restaurants, construction sites, airports and nursing homes require dexterity, situational awareness, trust and constant adjustment to circumstances nobody anticipated in advance. Cognitive work conducted inside a computer is often much more structured.

There is an irony here. The economy spent decades telling young people that manual work was vulnerable and knowledge work was secure. AI may make that distinction considerably less useful.

NVIDIA chief Jensen Huang has even argued that the AI infrastructure boom will create huge demand for electricians, plumbers, carpenters and construction workers. Someone still has to build the data centres, factories, power systems and physical infrastructure behind all this supposedly immaterial intelligence.

None of this makes trades immune from automation. It simply reminds us that technological exposure is not distributed according to old assumptions about occupational status.

When Abundance Arrives, Scarcity Moves

Economics has a habit of rewarding scarcity. For much of modern working life, competent intellectual output was scarce enough to command a premium. Research took time. A polished first draft took skill. Code required specialists. Analysis depended on people who had spent years learning a field. AI is beginning to make some of those outputs abundant.

Organisational psychologist Adam Grant recently put the creative version of this idea neatly: when ideas become abundant, taste and tenacity matter more. Good judgement and execution become scarce. I think the same principle extends far beyond creativity.

Researchers Roberto Rigobon and Isabella Loaiza at MIT Sloan School of Management have developed a useful framework for the human capabilities that remain particularly complementary to AI. They call it EPOCH: Empathy and emotional intelligence; Presence, networking and connectedness; Opinion, judgement and ethics; Creativity and imagination; and Hope, vision and leadership.

What makes their work interesting is not merely the list. In an analysis spanning 19,000 tasks across 950 occupations, they found that newly emerging workplace tasks showed higher levels of these human-intensive capabilities than tasks that had disappeared. In other words, work may already be evolving towards some of the things humans remain unusually good at.

This leads to what I think of as the Scarcity Shift. Whenever technology makes a capability abundant, look for where scarcity moves.

When answers become abundant, good questions appreciate. When content becomes abundant, taste appreciates. When synthetic communication becomes abundant, trust appreciates. When competent analysis becomes abundant, judgement appreciates. When execution gets easier, deciding what deserves to be executed becomes more important.

The point is not that these qualities are uniquely or permanently human. It is that their relative economic value can rise as other capabilities become easier to access.

The Apprenticeship Paradox

There is one part of this transition that worries me more than most: entry-level work.

Junior roles have always contained a fair amount of low-value activity. Graduates research, summarise, prepare first drafts, build presentations, check documents and perform routine analysis. Organisations tolerate the inefficiency partly because this is how people learn. You do the basic work, watch more experienced colleagues, make mistakes, develop judgement and gradually earn responsibility for harder decisions. AI is becoming very good at the bottom rungs of that ladder.

Randstad’s Gen Z Workplace Blueprint, drawing on more than 11,000 workers and an analysis of 126 million job postings globally, found postings for roles requiring zero to two years’ experience had fallen 29 percentage points since January 2024. Technology, logistics and finance recorded particularly large falls. Randstad does not attribute that decline solely to AI, and neither should we. Economic conditions and hiring cycles matter too. But the direction deserves attention.

It creates an apprenticeship paradox: if AI removes the work beginners used to do, how do beginners become experts?

Hybrid work adds another wrinkle. Research on remote work increasingly describes the office not simply as a place to complete tasks but as social infrastructure: a place where younger workers overhear conversations, observe how experienced colleagues handle ambiguity, build networks and absorb tacit knowledge that is difficult to put in a manual.

We could therefore end up removing junior tasks at the same time as we weaken some of the informal mechanisms through which juniors traditionally learned to move beyond them.

That is not an argument for dragging everybody back to a desk five days a week. It is an argument for redesigning early-career development deliberately. If AI does the first draft, a graduate may need earlier exposure to clients, decisions, critique and judgement rather than simply being given less work.

AI Fluency will be Baseline, Not the Differentiator

There is a danger in all this talk about human skills. It can quickly turn into comforting advice to focus on empathy and leave the technology to somebody else. That would be a mistake.

Randstad‘s 2026 Workmonitor surveyed 27,000 workers and 1,225 employers across 35 markets and analysed more than three million job postings. Vacancies asking for ‘AI agent’ skills had surged 1,587 per cent. Governments are responding too. The UK has announced an ambition to provide practical AI skills training to 10 million workers by 2030.

AI fluency is rapidly becoming part of basic professional literacy. The advantage will not come from choosing between technical and human capability. It will come from combining them.

The person who can use AI well and exercise sound judgement over its output is more useful than the person who does only one of those things. The manager who can automate routine analysis but still read a room has an advantage. The marketer who can generate 100 ideas in minutes but has the taste to discard 97 of them has an advantage. The adviser who can retrieve an answer instantly but knows which question the client is really asking has an advantage.

Being human is not, by itself, a career strategy. Human capabilities have to be developed with the same seriousness we once reserved for technical expertise.

Organisations Will Move More Slowly than the Technology

Another reason to resist precise predictions about mass unemployment is that organisations are stubborn things.

AI models can improve in months. Companies do not. They have legacy systems, budgets, risk committees, regulators, customers, employment laws, managers, incentives and habits. A technically possible automation can take years to become an operational reality.

Australian middle-market research from Pitcher Partners illustrates the gap. In its 2025 Business Radar survey, 72 per cent of leaders said they were actively using AI tools, yet only 13 per cent had made AI a genuine strategic priority with dedicated budgets and plans to scale. Adoption is widespread; transformation is not. That gap buys people time. But it would be foolish to confuse slow organisational change with low eventual impact.

Walmart offers a more plausible picture of the next phase than either utopia or apocalypse. CEO Doug McMillon has said AI will change essentially every job in the company. Walmart has been automating warehouse and back-of-store work while creating roles such as ‘agent builders’ and continuing to need people in high-touch roles. The company has indicated its overall workforce could remain broadly flat while the business grows, meaning the composition of work changes even when total employment does not collapse.

That may be the pattern to watch: not jobs vanishing in neat occupational blocks, but organisations progressively unbundling work and redistributing tasks between people and machines.

The Repricing of Human Capability

Nobody can responsibly tell you today whether AI will eventually create more jobs than it destroys. The range of credible possibilities is simply too wide. Anthropic is openly scenario-planning for everything from modest disruption to a world in which demand for human labour is persistently lower. Other researchers point out that we have not yet seen anything resembling that level of displacement in aggregate labour-market data.

Both facts can be true. The job apocalypse is not here, and preparing for significant disruption is still sensible.

What we can see more clearly is a repricing already underway. Some cognitive tasks that once required scarce expertise are becoming cheaper. Some physical skills look more resilient than expected. Early-career pathways need redesign. AI literacy is becoming baseline. And capabilities such as judgement, trust, taste, curiosity, leadership and human connection are becoming more important precisely because information and competent output are becoming easier to produce.

For leaders, that suggests a useful exercise. Don’t only ask which jobs AI could automate. Ask three questions instead:

What just became cheap?
What remains scarce?
What becomes more valuable because of the change?

Those questions will produce different answers in a law firm, hospital, mine, school, retailer or construction company. They will also change as the technology improves.

That is why I suspect the future of work will be less about protecting a fixed list of ‘human jobs’ and more about continually noticing where value has moved.

The future of work won’t simply be shaped by what machines learn to do. It will be shaped by what remains valuable once they can.

Article supplied with thanks to Michael McQueen.

About the Author: Michael is a trends forecaster, business strategist and award-winning conference speaker. His most recent book Mindstuck explores the psychology of stubbornness and how to change minds – including your own.

Feature image: canva.com

In this time of global unrest, is there room for the return of hope?

As this year opened with local unrest and worldwide conflict, a growing sense of instability and unpredictability took hold.

To better understand the impact of current events across our communities, researchers at McCrindle have researched our current responses to world events, comparing them with the ways we acted in the face of the COVID-19 pandemic, publishing The Impact of Global Events on Australia’s Morale and Behaviour report.

“Taking the pulse of the nation matters because people matter. The best leaders understand people and this study provides the evidence needed to transition from reactive responses to strategic, empathy-based leadership,” the report stated.

From how Australians feel about safety through to their thoughts on electric vehicles, the report provides a window into how the community is responding to current events.

For more than a quarter of Australians the world doesn’t feel safe now

A sense of safety underpins strong communities, yet many Australians feel unsettled: 27% say the world feels unsafe, and concern about global conflict has risen sharply since 2023.

According to the report, “Younger generations are disproportionately affected by negative emotions, feeling more overwhelmed or scared than their older counterparts. This mirrors experiences from the pandemic.”

While most people feel safer close to home, this uncertainty can lead many to withdraw, spend less and stick to what feels familiar.

Building connection across our communities is essential in these volatile times.

Australians are divided on how long the Iran conflict might last

Behaviour is shaped more by perceived risk than present conditions, so expectations about the conflict’s duration reveal how deeply habits may shift.

Over a third of Australians (36%) expect the situation in Iran to stabilise within three months, while 28% anticipate instability lasting a year or longer.

Longer timelines can result in reductions in spending, investing and career moves as people try to manage their own risk.

Anxiety and frustration are higher now than in March 2020

Even though the Iran conflict is happening at a distance, it’s resulting in higher levels of anxiety and frustration than Covid 19 did for the average Australian.

While we might not feel as likely to be impacted by the unrest in Iran, our levels of frustration are higher, with 50% or Australians using the word to describe their current feelings about the conflict.

Younger generations are more likely to be feeling negative emotions

In Australia, Gen Z and Gen Y are feeling the impact even more than the older generations.

…people are changing what they do, reducing non-essential spending and travel and changing behaviour to support their own wellbeing through prayer, managing anxiety and turning off the news.

According to the report, “Younger generations are disproportionately affected by negative emotions, feeling more overwhelmed or scared than their older counterparts. This mirrors experiences from the pandemic.”

The majority of Australians are changing their behaviour as a response

While the conflict is happening on the other side of the world, the impact is being felt by Australian households and businesses every day. As a result, people are changing what they do, reducing non-essential spending and travel and changing behaviour to support their own wellbeing through prayer, managing anxiety and turning off the news.

“These shifts are important because they demonstrate a proactive focus on maintaining personal stability and resilience during times of uncertainty,” explains the report.

Even in these volatile times, the older generations are bringing stability to the country, with 36% of Gen X and 43% of Baby Boomers making no change to their routines.

The impact on cars and their drivers

It’s at the petrol pump that most Australians are feeling the impact of world events, with only 23% reporting no change in their driving habits due to petrol prices.

The pressure of rising fuel prices is also pushing more people to consider moving to electric vehicles either now or in the future, with 31% indicating that they are very open to making the switch and another 37% being somewhat or slightly interested.

What next? Leading through challenge

The truth is that with challenge also comes opportunity. Opportunity to do things differently, to engage communities together and to develop creative solutions to what is in front of us.

In the same way that Jeremiah called the Israelites to be fully committed to seeking the best for the place they were in, we too can choose to be wholehearted in bringing hope and life to our country even in uncertain times.

The report illustrates the opportunity we all face, to respond with hope and step up to lead those around us, in our families, workplaces and especially in the wider community.

In the same way that Jeremiah called the Israelites to be fully committed to seeking the best for the place they were in, we too can choose to be wholehearted in bringing hope and life to our country even in uncertain times.

“For I know the plans I have for you,” declares the Lord, “plans to prosper you and not to harm you, plans to give you hope and a future.” Jeremiah 29:11 (NIV)

Article supplied with thanks to Hope Media.

Feature image: Canva

Younger Australians are building portfolios instead of looking at property as the key to a secure financial future.

In a landscape defined by cost-of-living pressures and housing affordability debates, it would be easy to assume that financial optimism is dampening. Despite the Great Australian Dream of home ownership remaining elusive for many young Australians, they aren’t giving up.

The emerging generation are pivoting their financial aspirations, likely out of necessity as much as preference. Gen Z is an engaged investing generation, balancing current financial anxiety with a belief that their best financial days are ahead of them. This future may just look different from what they imagined. While property is the dominant asset class for older Australians, as the baton passes from Baby Boomers to Gen Z, there is a structural shift from a nation of property owners to a nation of portfolio builders.

From brick and mortar to digital portfolios

For decades, the path to wealth in Australia was clear. Buy a home, pay it off. As the pathway to ownership gets more challenging, the younger generations are carving a new path. Despite facing high entry barriers to housing, Gen Z and Gen Y are not being passive, they’re pivoting to more accessible investment opportunities.

Gen Z and Gen Y are more likely to be active in other investment classes (shares, crypto, managed funds) compared to Baby Boomers.

The younger generations are no longer just a future home buyer in waiting. They are sophisticated, active, diversified investors, who are building wealth through other means.

The optimism paradox

An interesting trend is the disconnect between current anxiety and future hope. Currently half of Gen Z (53%) are worried about their financial future (strongly/somewhat agree). This anxiety is real, driven by the immediate cost of living and inflation pressures.

Despite this, Gen Z are the most optimistic generation. Two in five Gen Z (39%) strongly agree they will be in a better financial position than they are today, compared to just 10% of Baby Boomers. This optimism is largely related to life stage, where many Baby Boomers are likely drawing on their super to fund retirement and considering passing wealth onto the next generation. Many may also feel their wealth creation phase is over, and are therefore less optimistic about their financial future. Younger generations, however, see their current financial struggles as a chapter, not the whole story. For financial services, the opportunity lies in easing financial worries, validating optimism and giving the next generation tools to create their financial future.

While the active investment numbers are encouraging, there is a gap between the genders. Males are twice as likely as females to strongly/somewhat agree they’re actively investing in various asset classes (38% vs 21%).

A nation of financial DIYers

Despite the complexity of the modern financial landscape, crypto, global markets, ETFs, non-traditional retirement funds, prediction markets only 32% of Australians strongly/somewhat agree they seek professional advice before making major financial decisions. This indicates there is a large proportion that may be making financial choices based on self-education, social media, or family advice.

The cost alone is not a barrier to advice, as even among high-income earners, the trend persists (35% earning 156k or more per year strongly/somewhat agree they seek advice before making a major financial decision). The challenge for the financial services industry, therefore, is to demonstrate value in a world where information is free, but wisdom is scarce.

Gen Z re-brands budgeting

Contrary to the stereotype of younger generations engaging in reckless doom spending, Gen Z are the most disciplined budgeters. Half of Gen Z (52%) strongly/somewhat agree they have a monthly budget they stick to, which is the highest of any generation Gen Y (48%), Gen X (44%) and Baby Boomers (45%).

In this budget rebrand, it’s no longer just for the frugal, it’s a primary tool for the ambitious younger generations who are building for the future. When it comes to budgeting, those doing it aren’t just the family CFO or the family financial advisor, it’s the 24-year-old trying to navigate rent, HECS, and a side-hustle simultaneously.

The bottom line

When it comes to financial identity people are resilient. Despite difficult conditions the younger generations are taking agency and a long-term view. For leaders, brands, and institutions the message is clear: don’t mistake anxiety and disappointment for pessimism. The next generation of wealth builders is active, engaged, and looking for ways to create their future.

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

Have you ever sat with a friend or colleague and thought, ‘How are they still standing?‘

They’ve faced loss. Trauma. Disappointment. And yet somehow, they’re not bitter. They’re resilient.

More often than not, a key ingredient behind that inner strength is gratitude.

And it’s not just anecdotal. Science backs it up, too. Studies show that gratitude doesn’t just feel good, it actually changes your brain.

When we practice gratitude, it activates key areas like the prefrontal cortex and anterior cingulate cortex, regions that help regulate emotion, boost empathy, and process reward.

It also increases levels of dopamine and serotonin, the “feel-good” brain chemicals that support mood, motivation, and overall wellbeing.

Dr. Robert Emmons, one of the world’s leading researchers on gratitude at UC Davis, puts it simply: “Gratitude isn’t just a positive emotion. It’s a state of mind that changes the way we see and engage with the world.”

And here’s the really fascinating part: the effects of gratitude aren’t just short-term.

Brain imaging research has shown that when people regularly practice gratitude, their brains actually change. Weeks after the practice ends, even when they’re not actively doing anything ‘gratitude-related’ certain regions of the brain remain more active, especially those involved in emotional regulation and empathy. It’s like the brain stays tuned to gratitude, long after the moment has passed.

The ripple effects are just as impressive. In one well-known study, people who kept a simple gratitude journal for just ten weeks reported noticeable shifts in their day-to-day wellbeing. On average, they felt 25% happier, exercised more consistently, had fewer physical symptoms, and experienced better quality sleep. And these weren’t major life overhauls, they were small, intentional moments of reflection.

Gratitude doesn’t erase the hard things in life. But it helps retrain the brain to notice what’s still good, still safe, still worth being here for. Over time, it becomes less of a practice and more of a perspective, one that can support emotional and physical health in lasting ways.

In trauma therapy, the brain often gets stuck in survival mode, hypervigilant, constantly scanning for threat. Gratitude doesn’t pretend life isn’t hard. Instead, it gently redirects our focus toward what’s still good, grounding, or meaningful.

Gratitude Is Not Toxic Positivity

Let’s be clear: gratitude is not about pretending everything’s fine or avoiding painful emotions. It’s not about ignoring grief or silencing anger. Gratitude helps us hold both realities: what hurts, and what helps.
It’s about being able to hold two truths at once: that something is hard, and that something else is still good.

In therapy, it often becomes a way to reframe, but not override, your lived experience. Noticing the good doesn’t mean denying the hard. It means you’re building emotional range and resilience.

Therapist-Tested Gratitude Practices (That Actually Help)

These practices are research-backed and regularly used in therapy to help clients shift attention, regulate emotion, and build emotional resilience:

1. Gratitude Journaling

Write down three things each day that you’re thankful for, aim for specific and fresh entries each time. This practice is linked to improved mood, sleep, and reduced depressive symptoms.

2. Mental Subtraction

Imagine your life without something or someone important (your pet, your job, your health).
This helps create contrast and deepen appreciation.

3. Gratitude Letter (Even If It’s Not Sent)

Try writing a letter to someone who’s made a difference in your life. You don’t even have to send it. Just the act of putting your gratitude into words can boost your mood, and research shows the effects can last for weeks.

4. 3 Wins of the Day

Instead of listing generic gratitude items, write down three small wins, personal actions you’re proud of, even if they’re tiny. This builds a sense of agency and self-efficacy, particularly in clients struggling with low self-worth.

5. Gratitude Voice Notes

Record a short voice memo expressing appreciation and send it to a friend, colleague, or loved one. This simple act increases emotional closeness and combats isolation.

Gratitude isn’t something you always feel. It’s something you practice. And like any muscle, the more you use it, the stronger it grows.

For the trauma survivor, the parent in burnout, the young adult navigating change, or the leader carrying invisible pressure, gratitude won’t erase pain. But it will expand your capacity. It will help you hold both joy and sorrow in the same breath. And that’s where healing and growth begin.

Article supplied with thanks to Sabrina Peters.

About the Author: Sabrina is a pastor and a psychologist who is dedicated to helping people experience wholeness and growth. Passionate about building healthy families, she spends her days raising kids, supporting clients, and creating resources that inspire freedom and hope.

Feature image: Canva

Tracking how your organisation’s brand is performing can seem either overly simplistic or tediously complex.

Moving beyond the basics of awareness levels and NPS scores, what are the brand metrics that matter? In a previous article we explored three benefits of brand tracking. In this article we suggest four brand metrics for you to consider in your next brand tracking study.

These four key metrics may be less common but are essential for you to monitor over time to ensure your brand is performing well. Going beyond the common list of brand acronyms like NPS, NRS and helpful standard brand questions around awareness and perceptions, we delve into areas of a brand study that can help strengthen your brand’s position.

4 Brand Metrics to Measure:

1. Brand Strengths

What does your target market think is your key strength as an organisation? This is more than just asking about perceptions, albeit another great area of brand tracking to explore. Knowing your brand strengths is crucial to understanding the connection your narrative is having with your intended audience.

2. Expectations vs Experience – The gap analysis

What do your customers expect of your brand because of your marketing messages? Does that expectation get met or exceeded in the experience of being your customer? If there’s a deficit, how big is that gap and can you analyse what caused the gap so you can improve the customer experience?

“The reasons for purchasing from your brand change as the market changes. Knowing what links there are between emerging competitors and your customers’ preferences will help you grow your market share.”

3. Competitor Analysis

In the customer journey, what other organisations were the customers considering and what factors influenced their purchasing decision? Knowing the decision drivers and competitive landscape helps you further refine your USP (unique selling proposition) amidst an ever-changing competitive landscape. The reasons for purchasing from your brand change as the market changes. Knowing what links there are between emerging competitors and your customers’ preferences will help you grow your market share.

4. Awareness of Product/Service Offerings

Your customer is probably aware of your one big well-known product/service. You may have a high brand awareness with good perceptions, but if customers don’t know about your range of products/services you could be leaving money on the table. Getting your customer to know and explore your product/service range is crucial to increasing the LTV (lifetime value) of your customers. You’ve worked hard to win the customer with one sale, now introduce them to your expanded range and get the repeat purchases.

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

In 2025, we welcomed a new generation into the fold, Generation Beta.

Born between the years of 2025 to 2039, Generation Beta follows Generation Alpha (born 2010-2024). We named them Alpha and Beta (of the Greek Alphabet) to signify not just new generations, but the first generations that will be shaped by an entirely different world.

In 2030, the oldest Generation Beta children will start their schooling years. Born typically to Gen Y and Gen Z parents, these children are being raised in an era of technological acceleration. They will only know a world of Artificial Intelligence (AI), and predictive generative technology, where the interaction between the digital and physical world is seamless.

The six characteristics set to shape Gen Beta

1. AI Integration

If Gen Z was the first generation to experience social media in their formative years, and Generation Alpha were shaped in an era of the iPad and the smart device, then Generation Beta’s defining technology can be characterised as Artificial intelligence. Generation Beta will be the first generation to not know a world without Artificial Intelligence. As it evolves alongside this generation, we can expect it to define how they engage with shopping, education, work and community.

2. Hyperconnectivity

The emerging generations have only ever known a world of devices that make their lives easier. Having had access to digital devices from their first years, Generation Beta will be defined by this constant access and connectivity. The seamless integration of technology into almost all aspects of their life, means they will be used to constantly engaging with multiple devices and platforms. Not only will they be used to being constantly connected to multiple devices at the one time, but it will also be an expectation for how they engage with the world around them.

3. Immersive experiences

As the array of technological devices and social media platforms that we use becomes more sophisticated, so too does the blurring of the physical and digital worlds. It will be immersive for the emerging generation in a way that we are only seeing the start of, today. Generation Beta will likely be the first generation to experience autonomous transportation at scale, wearable health technologies, and immersive virtual environments as standard aspects of daily life. Their formative years will be marked by a greater emphasis on personalisation, with AI algorithms tailoring their learning, shopping, and social interactions in ways we can only begin to imagine today.

4. Borderless lifestyles

For Generation Beta, a borderless lifestyle means growing up in a world where traditional boundaries, whether geographical, cultural, educational, or even linguistic, are increasingly irrelevant. Thanks to global connectivity, decentralised work, and immersive digital experiences, their life will be more globally integrated than any generation before them. Just as Gen Z made online friends via social media platforms like TikTok, Gen Beta will likely grow up in immersive digital spaces where friendships span continents. It is likely that they will also have higher cultural literacy and awareness from an early age, because of it.

5. Environmentally conscious

Following in the footsteps of the values-driven generations before them, Generation Beta is expected to be even more environmentally conscious, shaped by the realities of a changing climate and a global push towards sustainability. From an early age, they will be raised in households, schools, and communities where environmental stewardship is not just encouraged but embedded into everyday life. With access to more advanced technologies and data-driven insights, Gen Beta will likely be both informed and empowered to take action, whether through the brands they support, the careers they pursue, or the innovations they help create. As the first generation to be entirely born in the 2030 agenda era, they will come of age in a world where sustainability is a central concern.

6. Real world imagined

Although Gen Beta are being shaped in a digital world, we are seeing a pushback on some of these immersive technologies and social media platforms, particularly by Gen Z parents. To combat the digital integration, we expect a greater priority to be placed on authentic relationships, the nature experience and human skills. These characteristics may then flow into classroom experiences, where AI and technology are viewed as co-creators, learning is personalised and on-demand, borderless lifestyles bring greater flexibility to school structures, and learning is truly an immersive experience.

Like any generation that has gone before, the opportunities of change are present, while so too are the challenges. As educators and leaders there is a responsibility to not just react to the changes, but adapt, with a considered approach, to these shifts for the benefit of Generation Beta. And even amidst all the change, it is helpful to remember that like the generations who have gone before, Generation Beta will benefit from environments that prioritise the deeply human needs of connection, community, growth and meaning, which are core to the human experience.

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 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

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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