A 2030 Future of Work Report

A Vision
for the
Modern Age.

Welcome to the future of work! For all the conversations in the media and amongst politicians, there is no fact more certain than that the future of work has already arrived, and we are already living in it. 

Automation; machine learning; the gig economy; universal basic income, and everything in between - these are the buzzwords and quandaries we must face when designing a meaningful career and purposeful life, not just for ourselves but for future generations. 

Framed by these trends, the ‘Vision for the Modern Age’ report has been developed with one overarching question in mind: ‘what might the future of work look and feel like in Western Australia in 2030?’

The report first explores the pilot data from our Future of Work Index diagnostic tool, delving into collected data on the current state of our workers’ readiness and sentiment for the future of work. Through a codesign process with leading Western Australian thinkers, we then cast our eyes forward to 2030, painting four potential future scenarios on what work and life may be.

In undertaking this research, our intention was not to provide neat or tidy answers to the very difficult questions we collectively are facing around jobs, education, economic growth and globalisation. Instead, we hope to incite thoughtful enquiry on what an individual and collective view of a thriving future of the work ecosystem may look like for all stakeholders. 

Our question to you throughout the report is simple: ‘What role do you want to play, and what future do you want to create?’


Codesigned with community.

As part of our research for this report, we brought together a diverse group of future of work thought leaders and innovators in WA for a community codesign session. Representing a cross-section of WA’s design, innovation, education and entrepreneurship ecosystems, this group collaboratively identified key trends and mapped out a series of possible futures for our state.

Four scenarios
for the future of work.

To define our future of work scenarios, we leveraged a long-used technique called Scenario Planning. This technique saw the group first collaboratively identify two critical uncertainties upon which future outcomes hinge: two ‘megatrends’, or groups of important driving forces that could pull our future in very different directions. 

For each critical uncertainty we then identified two poles, representing the opposite extremes that could result from that uncertainty. The intersection of these two uncertainties, then, yields four possible scenarios for the future; four distinct directions in which events might unfold.

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