2026年三十万之声洞见全球变革新时代研究报告（英文版）-

What300,000voices

tell

us

aboutthenexteraof

global

changeNow,wehave

reached

a

milestone.Atthefive-yearmarkofthis

projectwehave

amassed

almost300,000different

cutsofopinion,experience,and

beliefacross20nations,ona

growing

range

of

topics.Someoftheresultsare

longitudinal,

withresponsesacrossallfiveyears.

Othersreflectnewquestions

beingaskedto

help

us

getmorecloselyconnectedwiththe

ever-changingzeitgeist.Atfirstthedatawerenoisytothe

point

ofcacophony.

Butaswebeganto

isolate

thesignal

in

those300,000voices,we

foundclearevidenceofpeople

changing

acrossnumerousdimensions,fromwhattheyvalue

andhowtheyfeeltohow

they

work

and

lead

tohowtheyinvestand

spend.

Much

ofthis

changeis

beingdriven

bya

new

variablethathasquicklytaken

a

central

role

inbusinessandsociety:artificialintelligence.Takentogether,thesechangingsocial,

economic,andpersonaldynamics

are

helpingtorewritethe

rulesof

business.Leaderswhounderstandtheinterplay

acrossallofthesecategories

will

have

amajoradvantage

inthe

years

ahead.Wehopeyoufindenlighteningthe

essays

andgraphicsinthe

pagesthatfollow.JohnRomeo,CEO,OliverWyman

ForumAna

Kreacic,COO,OliverWyman

ForumAmyLasater-Wille,Partner,Headof

Human

Insights,Oliver

WymanHistoriansmightdisagreeaboutwhichperiodofthepastcenturywasthe

mosttumultuous,butthe2020s

are

surely

ontheshortlist.Theglobalpandemic

wasjustthebeginning;social

upheaval,geopoliticalconflict,economicshocks,andtechnological

advancementhaveleft

people

unsettledandintrospective,focusingtheirenergyonthingstheycancontrol.They

are

moreconcernedwithpersonalfulfillmentand

less

fixatedonmacroissues,

moretrustingofsmallercommunitiesand

lesscredulous

ofbiginstitutions,

more

likelyto

bethriving

butlesslikelytofeel

that

waythantheywereatthedawnofthis

decade.Weknowthis

becausethey’vetold

us.Backin2020,whentheworldfirst

seemedtowobbleoffitsaxis,

the

OliverWymanForumlaunchedtheGlobalVoices

surveytocollectinsightsacrossa

range

oftopics,

fromworkforcetrendstodisinformation,tohelpbusiness

and

government

leadersunderstandandnavigatethechangestaking

place.Weassumedthepandemicwouldimpactsocietylikeother

shocks

ofthe20thcentury,creatinga“cohort

memory”thatwouldreshapelong-termattitudesand

beliefs.Ourhunch

provedcorrect;

the

resultsweresorevelatorythatwe

wereinspiredtokeepasking

questions.300,000VoicesForeword2ContentsForeword

02Executive

summary

041.

What

we

value092.

How

we

feel

263.

How

we

invest

434.How

we

win

the

next

generation

of

consumers

605.

How

we

work

756.

How

we

embrace

AI

947.Howweinspireandlead113Methodology131About

the

art

133Contributors

135300,000VoicesHalfadecadecanfeellike

a

blip

and

an

eternity.

Newborn

babies

can’tevenlifttheirheads,

butthetypical

5-year-old

kidcan

skip

downthestreetandconstructfullsentences.Entire

societies

canalso

transform

quickly,as

Germany

of

the1930s,Russia

of

the1990s,or

Saudi

Arabia

of

the

2010s

can

attest.Ontheindividuallevel,major

societal

change,

even

if

it’s

largely

positive,canbedisorienting.Today,quality-of-life

gaugesarepinnedatrecord

highs,yet

many

peopleare

feeling

worse.Theimportancetheyplaceonevery

singlevalue

we

track

hasincreased

since2021,led

by

money

(+30%),achievement

(+26%),and

pleasure

and

fun

(+25%)—yet

on

average

people

feel9%worse

physically

and

mentally

than

they

did

in

2021.

Theyarepouringtheirenergytowardfinancialindependence,close

relationships,healthroutines,andpersonal

belief

systems—andawayfromactivitiesthatfeelopen-endedorimpossibletoinfluence,likeclimateadvocacyorconsumeractivism.Smaller

seemstobebetter;trust

has

migratedfrom

big

institutionstosubcommunitiesoflike-minded

people.Organizationsthatdesignforhigherexpectationsand

narrower

butdeeperbondsoftrustwillearn

lasting

engagement.

Those

thatdon’tcouldfindthemselvesspeakingtoanincreasinglyempty

room.HowwefeelAttitudestowardhealthcarearealwaysinflux,

but

incomeinequalityandtechnologyareacceleratingthepaceof

change.Acrosslifestages,peopleareincreasingly

triangulating

betweenclinicians,AI

tools,and

peers

online—so

much

so

that

in2025,

respondentsrankedhealthcareasthe

No.1sector

poisedfor

AI

transformationoverthenext

30years.Wellness

has

become

a

lifestyle.

Since

2021,the

share

ofrespondentspracticingatleastfourwellnessactivities

roseto30%from22%,and

proactive

health

monitoring

jumped

to34%from

20%.Executive

summary300,000Voices4Personalizationispulling

peopledeeperintothedataeconomy:Whileroughlythree-

quartersofconsumersfearmisuse,theirwillingnesstosharehealthdatafortailoredinsights

climbed

to61%

from

51%.Communityisalso

becomingaform

ofhealthcareinfrastructure;theshareofpeoplewhomaintainhealth

routines

moreconsistentlyasmembersof

a

communityrose

to61%from

52%since

2021,

and

thosewhoencouragefamilyandfriendsto

behealthier

climbed

to33%from

18%.

Roughlyoneinfivenow

relies

on

communityforadherenceandhelpsothers

dothe

same.Yetdespiteallthis,

peoplestill

don’tfeelmeaningfullyhealthier.

Mentaland

physical

well-beingsentimenthasfallen

below

peakCOVID-19levels,and

the

gap

between

howlongpeoplelive

and

how

long

they

liveingoodhealthcontinuestowiden.Whilepeoplehavemore

health

data,there

seems

to

be

lessjoy.Providersseethemismatch,and

investment

isstartingtopivottowardinfrastructurethatdeliversmeasurableoutcomes,

notjustengagement.Thewinnerswill

helppeoplestepoffthetreadmillof

endlessoptimizationandintotangibleimprovements

in

healthspan.How

we

investThisageofanxiety

is

playingout

in

financial

marketsaswell.The

stock

market

hasbeensoaringdespiteinflationconcerns,tariffjitters,andhigher-for-longerinterest

rates—andnowsomeworry

equities

are

approachingbubbleterritory.Oneclearpositive:AI

is

making

marketsmoredemocratic.For

decades,

qualityfinancialguidanceskewedupmarket,

notbecauseothersdidn’twantit,

but

because

high-touchservicemodels

(humantime,minimums,feeeconomics)made

smalleraccountshardtoserve

profitably.AI

ischangingtheequation,cuttingthecosttoserveandturningfinancialguidanceintoamass-market

product.

Meanwhile,investorsareupgradingthemselves:AI

usefor

investing

has

jumped

to44%from

34%

inthepasttwoyears.Theresultis

a

smarter

customer

andatougherstandardfortheindustry.

IfAImakesadviceabundant,differentiationmovestowhatAIcan’tfullyown:accountable

judgment,behavioralprotection

involatilemoments,andtheabilitytotranslatea

plan

intoaction.Evenamong

boomersandGenerationXers,whoownthelion’sshare

of

assets,

anxietyishigh.Financial

independence

is

nowthefastest-growingunmetfinancialneed,risingto41%from32%

in

2022.

These

cohorts

wishtheyhadlearned

moneyskills

earlier—

andtheysayAIunderstandsthembetterthanhumanadvisersdo.Institutionsslowto

adapt

couldfindtheir“trustedrelationships”being

quietlyreroutedtoapps.Executive

summary

300,000Voices5How

we

win

the

next

generationofconsumersTechnologyhascreatedwhat

seems

likeagoldenageforconsumers.

Shopping

isnowthesecondmost

common

use

ofAI,trailingonlywork-relatedtasks.Thebrands

thatprevailinthefuture

won’t

betheloudest,butratherthe

best

able

to

meet

consumerswheretheyare—andsatisfy

theirincreasingdemands.Thegoodnews:Acrossages

and

incomes,

morepeoplearesaying

today’s

productsmeettheirneedsbetter

(33%)thantheydid

in2022

(25%).When

brands

getpersonalizationright,they’regettingitvery

right.Theproblem:Theseoutperformers

arestillintheminority

andthey

are

creatinga

new

baseline

expectation.

In

2025,

64%

ofconsumerssaidtheywilldump

a

brand

afterasinglepoor

experience.

Loyaltyison

thin

ice.Chinacould

beanearly

preview

ofwhatretaillookslike

oncethe

next

wave

of

digital

shoppingfullymatures.Amassive

middle-incomecohort,estimatedat

morethan400millionpeople,

operates

in

an

onlineshoppingecosystemthat’sstructurallydeeper

thantheUS,withan

edge

in

e-commercepenetration

of27%to16%.Yet

this

digitallyfluentcohortis54%

less

likely

than

global

peerstosaybrands

meettheir

needs.

The

pipesarebuilt;satisfaction

hasn’tfollowed.Theimplication:Being

present

inthe

rightchannelisno

longer

enough.

Brands

stillhavetoearnpreferencethrough

better

local

fit,dependability,andtheculturalcuesthat

shapewhat“good”

looks

like.Howwe

workTheGreat

Resignationhasgiven

way

to

the

Ageof

BareAdequacy:

Risingprices

andaprecariouseconomyare

keepingworkersfrombolting,but

many

are

doingjustenough

tokeeptheirjobs.Intoday’suncertainlabor

market,

workers

are

bothmoreanxiousand

less

inspired.Theynowrankthe

needfor

fulfillmentsecondamong10workplace

necessities,jumpingfromeighthplacesince

2023

andtrailingonlypay.

(Thefewwho

report

being

fulfilledaretwiceaslikelytofeel

valued,

see

realcareerpaths,andtrust

their

leaders—

offeringorganizationsincentivetoincrease

their

ranks.)Traininganddevelopmentare

nowtopworkplace

priorities.Since

2021,the

numberofemployeessayingtrainingis

the

bestwaytoimprovetheirworkexperience

hasdoubled

to32%—the

steepest

rise

of

anyfactor.Yetskillsareexpiringfasterthanemployerscan

respond.Executive

summary

300,000Voices6Still,thelimboperiodwon’t

end

overnight.Formanyworkers,the

experience

isuncertainty,notclarity:WheredoesAIactuallytouchmyjob?Whatdoes“good”looklike?Andwhat

happensto

me

if

I

getthis

wrong—or

fall

behind?Broadproductivitygainstendtoarrive

only

afterfirmsrebuildinfrastructure,scrubdata,redesignworkflows,and

retrainpeople.Progressoccursthrough

repeated

experimentation,notjustprocurement.How

we

inspire

and

leadIthasnever

been

easy

to

lead.

But

today’sgeopoliticalshocks,AIdisruption,andgenerationaldissonancearebringing

afresh

setof

challenges.Forthefirsttimein

moderncorporatehistory,fivegenerationssharetheworkplace

—andtheyare

notconverging.Acrossseveralcoreworkforcebehaviors

measured,

GenZand

boomersdiverged

by

afactorof1.5to7.5—whether

that’s

switching

jobs,

skippingtheoffice,maintainingside

hustles,

orexpectingemployerstotakesocialstances.WhatGenZdemands,

boomersoften

dismiss—and

vice

versa.Onenotableexception

isthe

desireforproximity;demandacrossallgenerationsforin-personinteractionwith

leaders

hassurged75%since2021.

But

employees

wanttofeelgenuinelyseen,not

ceremoniallyaddressedwithcorporatespeakandplatitudes.Scriptedtownhallsearn

polite

applausebut

littleengagement.Thereisa

ray

of

sunshine

amid

allthegloom:GenZ.

Oncethe

poster

childfordisengagement,they’vemadethesteepest

gainsinsatisfaction,manager

relationships,

andculturalfitofany

generation.

Gen

Z

isalsothefirsttrueAIworkforce,andwhilethey’rethemostanxiousabout

automation,

they’rethemostlikelyto

act

on

it.

Theyreportthehighestproductivitygainsfrom

AI

andarebuildingautomation-resistant

skills

atthefastestrate—acautionto

employers

focusedoneliminatingjustthemostjuniorjobsmany

Gen

Zersare

in

today.HowweembraceAITheproductivityparadox

is

back:WhileAImakesworkersfasterinpilots,

measurable

bottom-linereturnshaven’tyet

materialized.

Fewerthan5%oforganizations

reported

AIreturn

on

investment

above

20%

in2025,leavingmanyin

a

strange

limbowhereactivityishigh

but

impact

is

hardto

prove.Yetthepayoffdoes

seemto

be

on

thehorizon.Some58%

of

Gen

Zers

in

2025reportedfrequentAIuse

(atleast

threeto

four

times

a

week),up

from35%

in

2023

—and80%of

them

said

AI

makes

themmoreproductive.AsAIspreads,thenature

ofwork

is

shifting

inwayswehaven’t

seen

before.Agentsandrobotsareslipping

intoworkstreamsnotastools

butascolleagues—

handlingtasks,shapingdecisions,andincreasinglyacting

autonomously.Two-thirds

(67%)ofemployeessaytheyalreadyinteract

with

AIin

human-likeways.Executive

summary

300,000Voices7Abraverygap

iswidening

between

howboldlyemployeeswantleadersto

speakandhowcautiously

leadersfeelthey

mustbehave.

Leadersdon’tneed

positionsoneveryissue,butthey

must

provide

clarity

onwhythecompanyacts

(orstays

silent)ontheissuesthat

matter.Gen

Z,as

ever,is

instructive

here.When

one-third

in2025said

they’d

prefer

an

AI

boss,theyweren’timagininga

robotCEO—

they

wantedthetraitstheyrarelysee

in

humans:consistency,transparency,responsiveness,

andfairness.

Ironically,it’semotionalintelligencetheymostyearnfor

(uptothe

No.2spotof

leadership

traits),

and

AI

may

seemtooffer

it

inspades.Emergingmarketsalso

offer

lessons.Workerstherearemuch

more

engaged

and

moresatisfiedwithseniorleadersthan

those

indevelopedmarkets—providing

insightsforotherstofollow.The

road

to

tomorrowInthepagesthatfollow,we

examine

each

ofthesedimensionsindetail,

showing

how

peoplehavechangedoverthe

pastfiveyears

and

where

we—as

individuals,asorganizations,andas

societies—are

headedinthefuture.Executive

summary

300,000Voices8AnaKreacicAmyLasater-Wille01Whatwe

value本报告来源于三个皮匠报告站（）,由用户Id:619989下载,文档Id:1068396,下载日期:2026-01-20•Values

remain

lofty,but

capacitytoactonthem

has

collapsed.Climateactionandconsumeractivismremainstatedpriorities,

but

limitedtime,money,andbandwidth

increasinglyfilterwhatpeopleactuallydo.Somenowquestionwhetherindividualactionscansolve

systemicproblemsatall.•Trust

has

narrowed

frominstitutions

to

smaller,

self-selected

circles.

“People

like

me”

hasbecomethedefaultreferencepoint.Governments,mediaoutlets,

andplatformsthatonceexpected

deferencenowcompeteforbasic

credibilityagainstpeersandfirst-

handexperience.•Today’s

humans

are

not2020humans.

Theyarebetterequipped,

moreselective,andmarkedly

more

strained.Organizationsthatdesign

forhigherexpectations,narrowertrust,and

limited

bandwidth

—whilegenuinely

acting

with

purpose—willearn

lasting

engagement.Those

thatdon’twillfindthemselvesshoutinginto

an

increasingly

empty

room.•Onpaper,peoplearethriving.Inreallife,

they’rerunningonempty.Quality-of-lifeindicatorsareatrecordhighs,

but

people

reportfeelingworsementallyandphysically

than

a

few

years

ago.Yet

the

pursuit

ofstabilityresembles

a

perpetualsprint:

Everyoneisrunning

harder

justtostaywherethey

are.•Progressexists,butsodoesitsshadow.For

the

lucky,the

past

fiveyearsdeliveredopportunity.Formanyothers,itdeliveredoverdrafts,

anxiety,and

precarity.Averages

have

becomepolitefictions,maskinganincreasinglybifurcatedworld.•People

are

retreating

to

whatevertheycanactuallycontrol.Energyisflowingtowardfinancialindependence,closerelationships,

healthroutines,and

personalbelief

systems—and

away

fromcommitmentsthatfeelopen-ended

orimpossibletoinfluence.Five

years

of

rolling

crises

and

tech-driven

disruptions

have

rewiredhow

people

think,

trust,

spend,

and

allocate

their

time.In

brief01Whatwe

value

300,000Voices10Addressthedividebetweenprogressand

howpeoplefeel-11%Relativedecrease

inself-reportedmental

healthwell-being

since

2022;physicalhealth

well-beingdeclined

by

8%+80%Relative

increase

since

2022

in

peoplefeelingpressuretomake

money

to

feelsatisfiedor

successfulClosethetrustgap

throughproximity

andproof83%Shareof

peoplewho

say

that

misinformationis

a

majorproblem,

up

from80%

in

202271%Shareof

peoplewho

saidthey

havea

personalfearoffallingfor

misinformation,up

from

61%

in

2022+23%Relative

increase

since

2021

intrustin

“people

like

you;”

trustin

government,

social

media,and

news

platforms

declinedor

stagnatedEngagepeoplethroughwhattheycareabout+29%Relativeincrease

in

demandforfinancialliteracy

trainingsince

2022+32%Relativeincrease

in

religiousorspiritual

practicesince

2022,upfrom

13%

to

17%0.756Outcome

of

2023’s

globalHuman

DevelopmentIndex

measuringqualityof

life,an

all-time

high+20%Relative

increase

since

2021intheaverage

importancepeopleassignto

all

measured

values,such

as

money,connection,or

safetyWhat

the

voices

say01

What

we

value

300,000Voices11In1971,psychologists

Philip

BrickmanandDonaldCampbelldescribed

the

“hedonictreadmill”:Asconditionsimprove,expectationsriseto

match,

leavingsatisfactionperpetuallyout

ofreach.Thepatterntheydescribedhas

never

been

more

visible—ormore

exhausting.Bymostformal

measures,

life

has

improvedglobally.Theshare

ofpeoplewhosaythey’re“thriving”jumped

to33%in

2024,

while

thosesufferingfelltoarecord-low

7%.Theglobal

Human

Development

Index,whichmeasuresquality

oflifethroughhealth,education,andincome,hit

a

new

peak

in

2023.

Peopleare

living

longer,

learning

more,

andearning

better.Our

quality

of

life

is

higher

than

ever,

but

it’s

still

not

enoughAndyetpeoplewant

more

on

every

front.Theimportance

placedonvalueshasintensified

across

theboard.Specifically,money

hasincreased

in

importance

by

30%,achievement

and

success

by

26%,and

learning

and

growth

by

24%.Everyvaluewetrack

has

risen

inmagnitude—demonstratingthatevenaslife

improves,

expectations

risefaster.Fororganizations

trying

toengageconsumers,employees,

orcitizens,thiscreates

a

movingtarget.Better

is

never

quitegoodenough.01

What

we

value

300,000Voices12

44%AverageacrossallvaluesSelf-oriented/individualisticMoneyAchievementandsuccessEfficiencyLearning,growth,andenrichmentConvenienceCreationandself-expressionPeople-oriented/connectiveNurturanceandcaringConnectionandbondingMakinga

positivedifferenceintheworldExperienceandenjoyment52%●●%

3

36%●People

are

placing

more

weight

on

values

across

the

board%respondents

who

describe

a

value

as

very

important,

2021and

2025 October2021September2025Experiencingleisure,pleasure,andfunSpontaneityWell-beingPeaceof

mindFeelinghealthy,

balanced,

andwellSafetyandprotectionFeeling

normalQuestion:“Today,thinkingaboutyour

lifeoverall,

howimportant

are

the

following

values

to

you?”Source:Oliver

Wyman

Forum

surveys,4countries,

October

2021

(N=3,893),

September

2025

(N=3,504)01

What

we

value

300,000Voices37%26%30%40%50%60%

55%

57

4636%

41%44%40%40%48%30%30%36%36%42%42%35%35%50%32%32%29%29%41%31%3%3%7%%1333“

Ifeelpressuretomake

money

tofeelsuccessful/satisfied”

83%“

Myjobis

a

definingpartof

my

identity”

25%“

Iwant

my

professionalaccomplishmentstomake

a

lastingimpactonthe

world”

38%“

Iwantto

live

in

alignment

withthe

FIRE

movement”

54%“

Iaspire

to

possessa

lot

of

money”

31%“

Iamwilling

to

put

everything

I

haveinto

my

career

goals”

56%“

Iwant

to

own

myown

business”

33%The

pressure

to

achieve

and

get

ahead

of

financial

uncertainty

is

intensifying...

Relative

change

in%respondents

who

agree,

2022

and

2025Question:“Whichofthefollowingstatements,if

any,

do

you

agree

with?”Source:Oliver

Wyman

Forum

surveys,4countries,June

2022

(N=2,439)

September

2025

(N=3,504)01

What

we

value

300,000Voices“

Iwould

ratherfeelfulfilled

and

happyin

my

careerthan

makea

lot

of

money”

13%“

Idon’t

want

to

bedefined

by

mywork”

23%...yetcontentmenthasn,tfollowedachievement14touches

eight

in10

adults.

The

sharewillingto“puteverythingtheyhave”into

career

goals

rose

from18%

to

28%.Butambitionhas

nottranslated

into

contentment.Morepeople

saythey

donotwantto

bedefined

bytheir

job,andmorewantworkthat

feels

meaningful.Workerswantmoney—

andmeaning,too.Thesameparadox

appears

inwellness.Commitmenttolong-termhealth

and

fitness

has

risen

20%since2022.Yet

self-reported

mentalhealth

declined11%,

and

physicalhealth

fell8%.The

proliferation

ofwellnesstrackersispartlyto

blame.Sleepscores,recovery

metrics,and

biometricdashboardsmayhavecreatedaculturewherepeoplefeelfine

untiltheirdevicestellthemotherwise.Peopledon’tneed

more

remindersoftheirshortcomings.They

may

need

permissiontofeel“goodenough.”Peopleareworkingharder,

spending

more,andfeelingworse.

Nowhereisthedisconnectbetween

objective

conditionsandsubjectiveexperience

sharperthaninhow

people

spend.TheOrganizationforEconomicCooperationandDevelopment’sConsumerConfidenceIndex

has

sat