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It is not unreasonable to assume that the world in 2035 will still be experiencing turbulent times. Regional wars, natural disasters and economic instability may well have drained capital from all corners of the globe. The explorations of new natural resources will severely lag behind the rate of world economic growth, creating massive shortages.
I believe the opportunities to invest in physical assets and natural resources may well no longer exist. These assets will have been locked up by sovereign investment funds and powerful corporates. In the midst of all this, new capital models will arise. Foremost among them, I believe, will be a model predicated on the return on employee capital.
The newest battle for capital will therefore take place in the employee talent space and will centre on trying to secure access to those talented individuals that have the potential to create the most valuable ideas and innovations. What may emerge is a new market of talent futures, a new instrument that would allow young talented individuals to trade their future earning potential years before any return can be expected.
I believe that would completely change the traditional value chain which the CFO currently oversees. Such an executive will now need talent, innovation, investment and capital management skills in order to produce returns on capital.
