The first thing I have come to realise about reward is that we really have no idea what might shape the future.
Ten years ago we did not predict the impact of social media, tablets or phones and smart watches.
The reality of disruption comes from all angles; Uber transforming the way taxi services are delivered and Airbnb allowing you to access millions of spare rooms worldwide.
Who could have predicted these small but significant disruptions to markets by sharing technology? If something as small as an app can transform the way we use services in such a short time, how might the employment relationship change over the next decade?
So-called "megatrends" are long-term processes of transformation on a global scale with broad scope and dramatic impact.
They affect governments, businesses and individuals. This means there could be big changes on the horizon for businesses and their leaders, and consequently how they reward their staff.
Managing in matrix organisations
Hierarchy and traditional reporting lines will become redundant, and leaders will manage through influence, not authority.
Moreover, the ‘"task" in global businesses has become so large that it is beyond the power of a single individual; the days of one or two "heroes" at the top of an organisation dictating strategy are over.
Brain drain turns to brain cycle
Increasingly, migrants will return home to use their skills and knowledge to accelerate development in their native countries.
Businesses will need to think about how to replace this talent, which has become a significant proportion of the wor