As we look to the future of marketing and the future consumer, the task is to adapt the tools, not truths. By elevating timeless human needs in timely ways, organisations can navigate disruption with a proactive disposition that energises others.

In the rapidly evolving consumer landscape, marketing teams are navigating an era defined not by linear growth, but by paradoxes. As we chart this new terrain, we see a world where disruptive innovation and enduring human needs collide, creating a complex roadmap for brand relevance.

In an era of rapid change, marketing leaders are navigating an era defined not by linear growth, but by paradoxes and accelerating change. As we explore this new terrain, we see a world where disruptive innovation and enduring human needs collide. Brands need to find a way to meet people where they are at amidst the volatility and complexity of this era of disruption.

To position your brand effectively, organisations must become both agile and anchored, embracing the shifts of the future while staying grounded in timeless human needs. Despite the paradoxes at play we see that while times change quickly, people remain anchored by unchanging social behaviours and human drivers.

Here is how businesses and organisations can tap into timeless human needs to build meaningful connections in a rapidly transforming world.

Belonging & Identity

Society is more digitally connected than ever, yet it remains socially fragmented. Our research reveals that 56% of Australians often or sometimes feel lonely. This isolation is most acute in younger generations, reaching 71% for Gen Z and 69% for Generation Y, aka The Millennials.

People ultimately crave connection to communities and causes that reflect who they are. The opportunity is to move beyond selling a product and focus on creating a community around a shared identity. Do this by inviting your customers to co-create impact. Brand experiences that facilitate belonging can act as a powerful antidote to the isolation many consumers feel.

Trust & Safety

We are witnessing a significant shift from tech optimism to tech scepticism. Today, 78% of consumers are concerned about how their personal data will be used in AI-driven shopping experiences.

In this environment, ethical creation and transparency are no longer premium differentiators—they have become “hygiene factors”. The opportunity is to build trust through integrity and consistent brand values but also prioritise authenticity and truth over perfection. In an age of curated realities, consumers are far more likely to reward brands that offer radical transparency in their supply chains and data practices.

Convenience & Value

While consumers are increasingly values-driven, they face real-world constraints of time, money, and convenience. This “consumer pragmatism” means that 74% of people will still buy an additional item just to unlock free shipping, and 56% would purchase a cheaper product even if they know it is bad for the environment. The opportunity is to use technology to provide “intelligent convenience”, predicting needs before they arise but to focus on the AI strategy as much as the human emotion. For the 67% of Gen Y excited about the time savings from AI, the goal is to make the purchasing journey experiential, affordable, and frictionless.

Agency & Personalisation

The rise of the subscription economy has brought both convenience and complexity. While 89% of Australians agree subscriptions allow them to always have something new, 57% feel overwhelmed trying to keep track of them. The opportunity is that consumers want the agency to shape their own lives and express their unique identities. The strategy is to empower your audience with choice. Offer a mix of ownership and access models to suit different generational needs, ensuring you are reducing their mental load rather than adding to it.

Beauty & Joy

We are moving into a “post-material” world where wealth is increasing, but satisfaction is often decreasing. 77% of consumers are now more interested in experiences and meaning than accumulating material possessions.

Remarkably, even under economic strain, 69% of Australians choose to splurge on small luxuries that provide emotional comfort. The opportunity here is that throughout history, people have been inspired by beauty. The response for marketing teams is to invest in creating meaningful, beautiful experiences that bring joy. In an AI-driven world, elevating these human-centric moments will be the key to brand longevity.

Want to understand not just the timeless human needs, but the ways the different generations engage with brands? Download McCrindle’s Generational Consumer Profiles Infographic to discover the specific drivers and values shaping every generation of the modern consumer.

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

There is a dramatic shift occurring in society. You may not feel it, but this rising tide is lifting all ships.

It’s not a noisy wave crashing on the shore that will come and go. This trend is like a rising tide that is slowly but surely impacting every part of society from workplaces, schools, community groups and businesses that market to parents.

A new generation of emerging parents has arrived on the scene. It feels like an American WWE wrestling battle, where there’s already 3-4 wrestlers in the ring battling it out for the title of best parent, and we’re announcing, in a booming, overly confident voice, the new entrant into the competition. It is a surprise entrant who has different parenting styles, skills, mantras, strengths, and expectations. Their special signature move will be something akin to an AI generated holiday list of activities for keeping kids entertained while parents are busy at work. Parents of the past would have desperately sought this out, or purchased it in a book, whereas Gen Z will prompt AI platforms to make the list in seconds with great ease and confidence.

The emerging generation of parents will be increasingly Generation Z and Generation Y, rather than Gen Y and Gen X. We’ve explored the characteristics of these new generations of parents and what it means for schools in our latest guide, Engaging the Next Generation of Parents.

In this article, we’ll explore the 5 mindsets this new generation of parents.

1. Work-Focused

Today’s new generation of parents are committed to work. In recent decades there has been a sharp rise in families with both parents working. Today three quarters of females in their family forming years (76.5%, ages 30-34) are working, which is twice what it was in 1971 (38%)[1]. This means they are career-minded, highly professional, yet time poor and feel may often feel rushed. Our latest survey found couple families with kids feel twice as rushed as couple families with no kids. The new generations of parents are moving fast, managing the dual responsibilities with skill and perhaps more stress than earlier generations of parents. 

“Parents today are more like Formula 1 race car drivers stopping briefly to do a parenting pitstop before getting back into the career-life race with their baby or two strapped into their fast-paced race car, whereas just a generation ago parents were more like a suburban van slowly doing all the family drop offs for larger families. Parents just a decade or two ago were getting around to a select range of low-cost sports, arts, academic and social activities in a local community where the family belonged and found identity. Today’s Gen Z parents have a wide-range of professionally curated activities to assist in the development of their child socially, emotionally, academically and physically.” GEOFF BRAILEY, SOCIAL RESEARCHER

2. Financial Achievers

As a result of both partners increasingly participating in the workforce, today’s parents have achieved more financially before having children than previous generations of parents. The ability to have a child may be seen even as a sign of financial achievement despite the challenges of more expensive housing, larger university debt, greater cost of living challenges and significantly larger mortgages than earlier generations (that is, if parents have grasped at the elusive Australian property ladder). Aspiring parents may be delaying having children until their higher lifestyle expectations and financial security levels have been achieved. They may also delay having children until their career progresses or reaches a key milestone, or when savings, career packages and family support all align to create an opportunity to start a family.

3. Small Family, Fast Pace

Due to the costs of child care, affordability of housing and career challenges, parents are now having fewer children. In 2027, parents in their 30s, Gen Zs for the first time, will become the norm for being a first time parent. Having children later and having less children, at our current record low fertility rates means families will be smaller, allowing them to move faster through the stages of parenting. Although the new generation of parents will be later starters, they will also be quicker finishers to growing their family. That is, unless we see Gen Alpha and Gen Beta staying at home longer if housing affordability doesn’t change and young adults continue to complete longer university degrees, like their parents did.

4. Video Gamers Learners

A new generation of parents, particularly Gen Z and young Gen Y parents will have new communication expectations, preferences and favourite apps. For example, 48% of Gen Z use Tik Tok daily to learn new skills. Interestingly though, YouTube features in the top 3 way all generations learn new skills. This means that there isn’t one YouTube generation, every generation now enjoys learning via video. There’s a massive expectation of video communication for every organisation. While younger generations have grown up in an era of online gaming, Minecraft and Roblox, they now are expecting to learn parenting in a video format. Gen Z parents won’t say, ‘There’s no parenting manual or book’ like former generations, they’ll be searching on Tik Tok for parenting advice and looking for online courses.

Young parents are thinking, “Why read a book, why listen to an audio podcast. Just give me the video summary, and in short form too if possible.

The standard way of consuming content has shifted from traditional to digital methods in the last decade or two, and in the next decade we’ll see a large shift towards niche social communities like WhatsApp groups as well as video-first platforms like YouTube, Instagram and TikTok. Established organisations like schools, community volunteering groups and faith-based communities will need to re-evaluate their communication platform offerings for a new generation of parents. They’ll need to consider a transition plan to effectively engage a new generation of parents who simply expect digital first interactions and prefer bots and apps to live phone support.

5. Identity Consumers

Finally, today’s new generation of parents choose products for values alignment and ensure each purchase is increasingly an expression of their identity. Identify expression in purchasing is rising and purchasing power is influenced heavily through the alignment of the individual with the story, vision and value of a brand.

For example, when it comes to picking a school for their child, today’s parents said values alignment is the second highest priority for parents when selecting a school for their child, behind if it is a K-12 school. Today’s parents may have cost of living concerns, yet as parents with fewer children and with increasingly both parents working, it is their ability to select curated experiences and highly congruent values for their child that means parenting purchases will demonstrate their values, search for status in society and brand congruence to show their purpose in parenting.

As a new generation of parents enters the parenting space, the main takeaway that leaders need to consider is the rapid shift that is going to need to occur in communication. Parents are work focussed, feeling rushed and expecting communication from their preferred apps and platforms as they engage with a series of established organisations for the first time as new parents. A new wave of parent consumers is arriving, and many traditional organisations need to promptly develop new engagement and communication strategies to serve them. So, how can organisations prepare for this communication shift?

Lead with confidence as you make decisions because you’ve engaged with them on this journey of change. Be decisive, forward thinking and empathic as you pick your transition pathway to embracing communication with a
new generation of parents.

Listen to new parents. Chat with them informally, do formal focus groups to research their expectations, experiences and sentiment. You could ask questions to parents one or one or survey them on mass in your marketing to better understand who they are and what they need.

Learn what their preferences are and observe how they behave with different platforms.Check out the platforms they use and simply be on them as a user/member before you start building anything or casting vision for change to adopt these new platforms.

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

Since the dawn of time, humans have told stories – painted on cave walls, passed down around campfires, written in books, performed on stage, brought to life on film, and now shared instantly through our screens. But why do we tell stories?

Because stories connect us. They are the threads that weave together meaning, memory, and shared experience. They make ideas stick, bring data to life, and inspire action.

Storytelling transforms how we connect with audiences, whether they’re clients, colleagues, or communities. In the digital era, where attention spans are short and information is everywhere, the ability to tell a story well has never been more important.

Why Stories Matter

Stories are one of the most powerful tools we have as humans, because our brains are wired for narrative. They don’t just inform us, they move us. When you hear a story, your brain releases chemicals like dopamine, oxytocin, and cortisol, which help you feel engaged, connected, and emotionally invested.

Stories connect us and stick in our minds more than just facts alone. Why? Because stories create context. They answer the question, why does this matter?

In business, this means a spreadsheet of numbers is only half the picture. When you weave those numbers into a story, showing the people behind the data, the challenges they face, the changes over time, you turn statistics into meaning. And meaning inspires action.

The Ingredients of a Great Story

Great storytelling doesn’t happen by accident. It starts with knowing your audience – understanding what they care about, what challenges they face, and what opportunities inspire them. When you know your audience, you can choose stories that connect on an emotional and practical level.

From there, structure matters. Stories have a natural rhythm: a beginning that sets the scene, a middle where tension or conflict emerges, and an ending that brings resolution or insight. Without that arc, stories can feel flat or incomplete.

Contrast is another powerful device – showing before and after, problem and solution, or old versus new ways of doing things. Contrast creates stakes, which keeps people interested.

And when it comes to storytelling in business, blend data and narrative. Data gives credibility; stories give heart. Together, they’re more powerful than either alone. And in the digital age, visual storytelling plays an important role too – using imagery, infographics, and metaphor to make abstract ideas tangible.

Finally, delivery matters. The way you pause, change your tone, or emphasise key phrases can turn a good story into a memorable one.

Storytelling in a Digital Age

Technology has changed how stories are shared, but not why they matter. We live in an era where attention spans are shorter, content is consumed on the go, and competition for attention is fierce. In this environment, stories cut through the noise because they engage both head and heart.

Digital platforms also give us new tools to tell stories – from immersive videos and interactive infographics to podcasts and live streaming. But it’s worth remembering: no amount of technology can save a story that doesn’t have a clear message or emotional pull. The fundamentals matter as much as ever.

When Crafting a Digital Story, Think About:

Format: Will this work best as a video, a carousel, an infographic, or audio?

Length: Can I capture attention quickly and keep the pace engaging?

Visuals: Does the imagery add meaning or emotion?

Interactivity: Can I invite the audience to comment, vote, or share their own experience?

Why this Matters for Leaders and Teams

Whether you’re leading a team, pitching to clients, or communicating research findings, storytelling is an essential skill. Leaders who tell stories create shared understanding, inspire trust, and make their vision tangible.

For teams, stories help people see how their work fits into a bigger picture. They can foster a sense of purpose and belonging, which is especially important in hybrid or remote workplaces where connection can feel harder to build.

And when it comes to data storytelling – the world we spend much of our time in – the ability to frame numbers in a way that resonates is what turns insights into impact.

This means that storytelling isn’t just a nice-to-have skill; it’s a competitive advantage. In a digital era saturated with information, the voices that stand out are those that connect emotionally, communicate clearly, and leave a lasting impression.

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 decades, intergenerational discourse has been dominated by narratives of hardship and advantage.

Each generation believes they faced unique economic challenges that others simply don’t understand. But what does the data actually tell us about who had it toughest?

A Financial Reality Check

The generational debate about who had it hardest economically is more complex than it first appears. Looking at data comparing the financial realities faced by Baby Boomers, Gen X, Gen Y, and Gen Z reveals surprising insights about affordability, opportunity, and economic challenges across the decades.

It is clear from this analysis that each generation has had to navigate a unique set of economic and social realities. From the post-war boom to the digital age, the financial landscape for young Australians has transformed dramatically. But has it become progressively harder to build a life? A look at key financial indicators for four generations at a similar life stage aged in their late teens to early thirties paints a compelling picture of shifting challenges and opportunities.

The foundations: Earnings and the Economy

To understand the financial world of each generation, we can look at their circumstances in a reference year when they were in a similar age bracket.

Baby Boomers: At ages 16-34, Baby Boomers faced a high inflation rate of 10.1% and a top tax rate of 60%. Full-time average annual earnings at this time were $13,500.Gen X: Aged 16-30, Gen X entered a workforce with 8.9% unemployment. Average annual income sat at $36,500, but a high standard variable interest rate of 10.5% made borrowing expensive.

Gen Y: Also aged 16-30, Gen Y (or Millennials) saw lower inflation at 2.9% and interest rates at 7.4%. Average annual earnings at this time had increased to $69,000.

Gen Z: For today’s emerging adults, aged 16-30, the economic climate is one of relatively low unemployment (4.3%) and inflation (2.4%). The average annual income now sits at $106,000.

The Great Australian Dream

The most striking shift across the generations is the accessibility of housing. For a young Baby Boomer in 1980, the median Sydney house price was $69,000, which equated to 5.1 times their average annual earnings. Fast forward to 2025, and for Gen Z, that same dream carries a median price tag of nearly $1.5 million, a staggering 14.1 times their annual income.

While Gen X saw the house price-to-earnings ratio remain relatively stable at 5.4, it was Gen Y who experienced the significant leap, with the ratio jumping to 9.3. This demonstrates that while incomes have grown, the price of entry into the property market has grown exponentially faster, placing unprecedented pressure on younger generations.

The Cost of Living: From Cars to Colour TVs

The story of affordability becomes more nuanced when looking at consumer goods and lifestyle costs. Here, technological advancement and global manufacturing have worked in favour of younger generations.

Technology: A colour TV in 1980 would have set a Baby Boomer back 233% of their average weekly income, or the equivalent of 88 hours of work. For Gen Z, a far more advanced television costs just 15% of a week’s wage (5.6 hours). The affordability of computers tells a similar tale, dropping from 191 hours of work for a Boomer to just 15 hours for Gen Z.

Transport: The cost of a new Toyota Corolla has fluctuated. For a Baby Boomer, it represented about 3.6 months of their annual income. This peaked for Gen X at 8.3 months before settling back to 3.9 months for Gen Y and 3.3 months for Gen Z. Interestingly, the cost of a tank of petrol has remained remarkably consistent as a proportion of weekly income, requiring between 1.7 and 2.4 hours of work for all generations.

Travel: Global travel, once a significant luxury, has become more accessible. A return flight from Sydney to London for a Baby Boomer was equivalent to 176 hours of work. For Gen Z, that has fallen to just 45 hours.

The Intergenerational Challenge

Each generation’s economic experience must be understood within its broader context. Baby Boomers faced high inflation and interest rates but could access affordable housing. Gen X navigated economic uncertainty but still found reasonable property prices. Gen Y pioneered the digital economy while watching housing slip away. Gen Z inherits technological advantages but faces unprecedented housing costs.

The question of who had it toughest depends on what we value most. If homeownership and traditional wealth accumulation matter most, Baby Boomers and Gen X clearly had advantages. If technological access and economic stability are priorities, Gen Y and Gen Z have benefits their predecessors couldn’t imagine.

Rather than determining a winner in the “who had it toughest” debate, the data suggests each generation faced unique challenges that required different strategies for success. The economic game hasn’t become easier or harder, it has fundamentally changed.

Understanding these differences is crucial for policy makers, employers, and families navigating intergenerational relationships. Each generation’s economic reality shaped their values, expectations, and opportunities in ways that continue to influence Australian society today.

The true challenge isn’t determining who had it toughest, but understanding how these different economic realities created the intergenerational dynamics we see today.

Click here for the Generational Worker Profiles Infographic

So, Who Had it Toughest?

Every generation has faced its unique economic headwinds, from high inflation and interest rates for Baby Boomers to periods of high unemployment for Gen X. However, the data points to a clear and escalating challenge for younger generations in securing the foundational asset of a home.

While Gen Z and Gen Y enjoy unparalleled access to cheaper technology, consumer goods, and international travel, the barrier to entry for housing is higher than ever before. The sheer scale of the house price-to-income ratio for Gen Z suggests that despite higher earnings and a favourable economic environment in other areas, the goal of home ownership, a cornerstone of financial security for previous generations, is now a monumental challenge.

Ultimately, defining which generation had it toughest is complex. While older generations grappled with higher costs for everyday goods and steeper borrowing costs, the fundamental building block of wealth property was significantly more attainable. For Gen Y and particularly Gen Z, the Australian dream is being redefined in an era where the cost of a roof over one’s head has far outpaced the growth in their wallets.

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

The educational landscape is continually evolving, and with each new generation, the dynamics of parent-school engagement shift.

Engaging today’s school parents begins with understanding them. While the Builders (born 1925-1945), Baby Boomers (born 1946-1964), and Generation X (born 1965-1979) continue to have influence, Generations Y and Z will emerge as the dominant parental cohorts over the next decade.

Generation Y (born 1980-1994, aged 31-45 in 2025) are largely the parents of Generation Alpha (born 2010-2024). This generation has significantly invested in their education and has been shaped in an “always-on” work culture. They are the first generation to grow up with the internet and smartphones as parents, leading to blurred work/life boundaries. When considering new employment, Generation Y highly values flexible working hours, convenient location, and an accessible and approachable leader. The qualities they prioritise in a leader include clear communication, approachability, and integrity/accountability.

Generation Z (born 1995-2009, aged 16-30 in 2025) were schooled in a social media age and grew up in an era of diversity and inclusion. Labelled by some as “The Anxious Generation,” they bring a global perspective and have had unparalleled agency through the online world from their teenage years. For Generation Z, the most important factors when considering new employment are accessibility and approachability, learning and development opportunities, and career progression opportunities. They seek leaders who are approachable, clear communicators, and demonstrate empathy.

Realities for Today’s Parents and Barriers to Engagement

Our research reveals a crucial reality: while parents desire involvement, they are often time-poor. Currently, three-quarters of females aged 30-34 are employed (77%), which is double the rate of 1971 (38%). Furthermore, over half of couple families with children under 15 years (52%) report “always or often feeling rushed or pressed for time.” This reality underscores the importance of flexibility for these parents, particularly for Generation Y, who, as noted earlier, highly value flexible working hours in their professional lives. Schools can recognise this by providing flexible options for parental involvement, such as a variety of timeslots for important events and meetings.

This evolving context, marked by information overload and digital distraction, highlights a profound shift in parent engagement from previous generations. Despite these pressures, our study shows a strong desire for involvement: a substantial 83% of parents consider practical involvement in their child’s schooling to be extremely or very important.

However, several barriers impede effective parent engagement. The primary barriers identified by parents include:

• Lack of time due to work or other commitments (36%)
• Work schedule conflicts with school hours or activities (33%)
• Family responsibilities that limit availability (26%)

Additional Barriers Encompass:

• Limited communication or information from the school about opportunities (21%)
• Uncertainty regarding how to get involved (15%)
• Difficulty accessing school events (15%)
• A perception that involvement is not valued by the school (15%)

Only 15% of parents reported no barriers to involvement, while a minority (5%) indicated they do not believe practical involvement is necessary. Notably, non-government school parents (20%) are twice as likely as government school parents (10%) to identify administrative effort (e.g., obtaining a Working with Children’s Check) as a barrier.

Schools can respond to these barriers by developing robust parent engagement strategies that alleviate influenceable barriers, such as ensuring clear communication regarding opportunities and minimising administrative burdens. For the strategies to resonate, they should align with the digital fluency and information expectations of Generations Y and Z, who anticipate accessible and often immediate updates and efficient processes.

Shifting Parental Expectations: From Contributor to Consumer?

Our research identifies a subtle but significant shift from a ‘contributor’ to a ‘consumer’ approach to education. While 37% of parents and 32% of educators perceive the relationship as a true partnership, half view it as a ‘collaborative partnership’ where the school takes the lead (51% parents, 52% educators). For some educators (15%), the reality leans more towards a transactional relationship.

Parental expectations for regular feedback are growing significantly. Current parents are twice as likely to anticipate daily updates on their child compared to 2019 (15% today vs. 7% in 2019). This escalating demand for real-time information reflects the digital fluency of these generations; particularly Gen Y’s ‘always-on’ culture and Gen Z’s upbringing in the social media age, where immediate updates are the norm. This indicates that traditional biannual parent-teacher interviews are unlikely to suffice for future parents, highlighting a clear need to rethink feedback mechanisms.

Regarding responsibility for fostering various aspects in children, parents in 2025 largely perceive instilling values and beliefs (63%), enforcing discipline (62%), and character development (61%) as entirely or mostly their responsibility. However, compared to 2019, parents are less inclined to view themselves as entirely or mostly responsible for these areas. Schools that can find ways to reframe this consumer mindset and foster a sense of genuine partnership are more likely to have a highly and positively engaged parent community (see our 2024 report Building Thriving School Communities for more on the ingredients of a thriving parent community).

Leadership Response: Develop a Robust Parent Engagement Strategy

Looking towards 2035, creating strong, meaningful partnerships with parents is crucial for fostering a learning environment where students thrive. Developing a robust parent engagement strategy, one that enhances trust, communication, and collaboration within the school community, is therefore a key consideration for effective leadership. This strategy must specifically acknowledge the evolving characteristics and expectations of Generations Y and Z parents, supporting their desire for involvement while mitigating identified barriers, and adapting to the subtle shift in the parent-school dynamic, to truly position schools for success over the decade ahead.

Developing insight-driven engagement strategies helps schools bridge the gap between parental desire for involvement and the realities of modern family life. 

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

Over the next 10 years, Australia will hit demographic milestones that point out how rapidly the nation, states and territories, and the cities are changing. Social shifts are occurring as Australians live longer, have children later and work longer. 

10 trends to prepare for the next 10 years in Australia

2025

Generation Beta begin being born, marking the first time seven generations have been alive at once.

2026

Western Sydney’s international airport will open, marking the birth of the aerotropolis.

2027

Gen Z will enter the parenting life stage (as 2027 marks the year that the oldest Gen Zs reach 31, which is the median age of mothers at first birth).

2028

The oldest Generation Alphas will vote in their first federal election.

2029

New South Wales will reach a population of nine million while Sydney will approach six million.

2030

Australia will reach a population of 30 million people, and South Australia will reach two million. The oldest Gen Betas will start primary school.

2031

Melbourne is predicted to overtake Sydney as the largest city in Australia.

2032

The Summer Olympics will be held in South East QLD, experienced by more than six million QLD residents.

2033

The oldest Generation X workers will reach the retirement age of 67.

2034

New South Wales will reach a population of 10 million, and Victoria will hit 8.5 million.

2035

Australia will reach a population of 32 million people and life expectancy will reach 87 for females and 83 for males.

A Decade of Population and Generational Change

The next decade will be characterised by population growth, with Australia predicted to reach a population of 30 million by 2030 and 32 million by 2035.

There are major milestones ahead for many states, with New South Wales expected to reach 10 million residents, Victoria reaching eight million, Queensland reaching six million, Western Australia reaching three million and South Australia reaching two million residents. In the decade ahead Melbourne will also overtake Sydney as Australia’s largest city.

The decade to 2035 will be feature many generational landmark moments in Australia. Population growth and generational changes are happening faster than ever. Leaders need to become futurists to find the opportunity amidst the disruptions that will occur. – MCCRINDLE

Generational landmark moments will also occur as Gen Beta start school, Gen Alpha vote for the first time, Gen Z become parents and Gen X enter their retirement years.

To address these changes, leaders will do well to adopt the mindset of a futurist; that is, someone who can anticipate change, embrace disruption and find opportunities for growth.

Like a surfer, leaders position themselves for the next wave of change. They have their eyes fixed on the horizon, scanning for the next opportunity amidst disruption.

See our population map and generational profile infographic for the current state of the nation.

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

Education plays a pivotal role in society.

In school, students’ minds are expanded, they are introduced to new ideas, and taught to think critically. Schools nourish the development of knowledge, character, and skills to equip young people for life.

The world, however, is becoming increasingly complex, and so is the role of schools. The expectations of schools extend beyond literacy and numeracy to character development, arts, creativity, physical education and mental, emotional, and social health. Many educators are feeling this burden and are navigating how to respond.

Consumer mindset fuelling the growing expectation on schools

In many areas of society, people are becoming consumers rather than contributors. Education is no different. With 9,629 schools across three sectors, many parents have options around where they will send their children. This choice can create a competitive schooling landscape.

When parents operate from a consumer and fee-for-service mindset of ‘how will this school benefit my child’ rather than a contributor mindset of ‘partnering together to equip their child for a life well-lived’, it can inflate expectations. To counter this, there is an opportunity for schools to shift the relationship from a transaction to a partnership, enabling schools and parents to stand in alignment to navigate challenges.

Schools are mediating institutions for social change

The role of schools as mediating institutions in social change has also grown. Historically, many clubs, societies, and gathering points have been hubs for learning, development, and social transformation. These intermediary organisations often play a crucial role in community building and fostering societal shifts. Over time, however, membership in these clubs and organisations has evolved, and two of the remaining institutions of social change where almost everyone is involved are schools and workplaces.

Therefore, educational leaders are in a unique position, where they are not just a mediating institution to younger generations through students, but also to older generations through the workforce and, more broadly, to parents. This can put pressure on schools to be the avenue for addressing change for people, across the generations.

Educational leaders have agency over the health of their school community

Schools are uniquely positioned to influence social change and the nation’s future. Many educational leaders are feeling stretched with external factors such as public perception, funding changes and curriculum updates impacting schools. Numerous elements are outside a leader’s control; however, the health of the school community is not one of them.

There is an opportunity for leaders to be counter-cultural and build thriving hubs of community and partnership. Indeed, this may be an antidote to a consumer approach to education, where community is fostered, belonging is experienced, and there is a commitment across all stakeholders to building a thriving learning community.

Building thriving learning communities

A school’s influence is significant. A young person can spend up to 15,600 hours in school across 13 years; it would take 120 years of weekend sport to reach this same level of influence (based on contact of 2.5 hours per week). Educational leaders have an opportunity to curate an environment that stimulates learning, develops character, facilitates belonging and sets up young people for a life well lived.

To help educational leaders create thriving learning communities, McCrindle has developed a six-part Thriving Schools Index to help schools identify their strengths and highlight areas for improvement.

The effectiveness of a school’s learning community is measured across the following six areas:

1. Student development
2. Teaching
3. Student wellbeing
4. Schooling experience
5. Connection and belonging
6. Leadership

Conduct the Thriving Schools Index (TSI) with your school

Every child deserves a school environment where they can flourish, grow, and thrive. Picture a place where students feel empowered, teachers are inspired, and parents are engaged. Our Thriving School Index helps makes this vision a reality.

Your school’s culture isn’t just a backdrop – it’s the heartbeat of learning, shaping every interaction and opportunity. But how do you measure its pulse? Our Thriving Schools Index provides a benchmark against the national average and helps illuminate the path towards a vibrant, nurturing educational community.

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: Photo by LinkedIn Sales Solutions on Unsplash

The educational landscape is shifting dramatically, driven by the entrance of a new generation of students and the next generation of parents.

With every generation comes a different set of expectations and characteristics, all of which they bring to their parenting and, for students, their learning. Parents today still want to be involved in their child’s schooling. We conducted a national survey of 1,500 parents, students and staff across government, Catholic and Independent schools. In this article, we explore the key traits and characteristics of the next generations of students and parents.

Introducing a New Era

As we move towards 2025, it’s crucial to understand the context in which our current and future students and parents operate. Presently, we have seven distinct living generations, each with its unique characteristics. Among these, Generation Y (Millennials) and Generation Z are particularly significant as they increasingly shape the landscape as both parents and educators.

Who Are Gen Y and Gen Z?

Gen Y Parents: Born between the early 1980s and mid-1990s, Gen Y parents are currently aged 31 to 45. They are pioneering their parenting in an age dominated by the internet and smartphone accessibility. This generation is highly educated, with many being the first in their families to earn a university degree. Their values in a schooling context lean towards flexibility, convenience, and approachable leadership, reflective of their work-life balance priorities.

Gen Z Parents: Often dubbed the “anxious generation,” Gen Z has been shaped by an era of diversity and digital connectivity, bringing a unique mindset to their parenting roles. They value empathy and clear communication from leaders, prioritising learning, development, and career progression in the workplace.

Generational Expectations and Education

Understanding these generations is critical for school leaders aiming to engage effectively with today’s parents. The burgeoning expectations for parental engagement in schools highlight a desire for practical involvement, yet many parents feel time constraints hinder their participation.

Parental Involvement Barriers

While a substantial portion of parents seek involvement in their child’s education, barriers remain within the control of schools. These include limited communication about participation opportunities and logistical challenges in accessing school events. Addressing these barriers can facilitate better engagement strategies.

Changing Relationships and Expectations

The relationship between parents and schools is shifting. More parents now see elements of their child’s upbringing as a shared responsibility with schools, including instilling values and developing social skills. This evolving sentiment suggests a trend towards collaborative partnerships aimed at holistic child development.

Effective Engagement

To truly engage with this new generation of parents and students, schools must foster authentic partnerships that embrace open communication and shared goals. By addressing barriers to parental involvement and aligning educational approaches with the values and expectations of Gen Y and Gen Z, schools can create thriving communities that support both academic and personal growth.

The Importance of Authentic Engagement

Authentic engagement with parents and students is pivotal in understanding and building school communities. By listening to and understanding the diverse needs of families, schools can position themselves as hubs of community, offering a sense of belonging and support in an increasingly complex world.

As school environments continue to evolve, leaders must stay attuned to generational shifts, fostering a culture of empathy, flexibility, and open dialogue. This approach not only enhances educational outcomes but also prepares the next generation for the challenges and opportunities that lie ahead.

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

The number one rule in marketing is that if you speak to everyone, you speak to no one.

It’s no wonder that customer segmentation and persona building is such an integral part of any marketing team’s activities. An often overlooked segment is the generations. In this article, we explore the consumption behaviours of each generation, with key insights from our consumer profiles infographic.

Gen Alpha: The Digital-First Consumers

While they’re the youngest consumers, Gen Alpha is growing up in a world where technology is seamlessly integrated into their lives. Although their earning power might end at pocket money and chores, they’re still having an impact on household spending, with four in five parents (79%) saying their children have influenced them to be more environmentally aware in their consumption decisions.

Gen Alpha will be raised with AI-driven recommendations, short-form videos, and other digital experiences. They’re rarely going to use cash with the majority of their financial experiences, including digital wallets, contactless payments, and even crypto, making them the most cashless generation yet. For brands targeting Gen Alpha, authenticity, engagement, and interactive digital experiences are key to building long-term engagement.

Gen Z: The Purpose-Driven Spenders

Currently in their early careers and growing their side hustles, Gen Z are likely to prioritises ethics over traditional brand loyalty. Their spending habits reflect a mix of affordability concerns and a demand for brand transparency. Marketing to Gen Z requires a strong presence on social media, particularly through short-form videos and influencer collaborations. Brands that align with their values—sustainability, social justice, and authenticity—will win their business.

Gen Y: The Convenience-Seekers

Millennials are balancing careers, parenting, mortgages, and financial commitments, making value and convenience top priorities. While they are still influenced by ethical concerns, practicality is likely to win out. Their preferred communication channels include live chat, AI-driven support, and social media. Brands that offer simplicity, sustainable solutions, and personalised experiences will resonate most with this generation.

Gen X: The Practical Decision-Makers

In their peak earning years, Gen X values reliability, quality, and convenience. They are comfortable using traditional credit methods and have extensive experience with mortgages and loans. While brand loyalty is strong, it is contingent on practical benefits such as price, durability, and customer service. This generation consumes a mix of online and traditional media, making omnichannel marketing strategies effective. Providing straightforward, high-value solutions is essential to capturing Gen X consumers.

Baby Boomers: The Brand-Loyal Consumers

Baby Boomers prioritise trust and familiarity in their purchases. With pensions and retirement savings as their financial focus, they continue to favour direct debit and cash. This generation appreciates in-person service but is increasingly engaging with online support and email communications. Brands looking to connect with Baby Boomers should emphasise reliability, customer service, and value for money while maintaining a strong presence in mass media channels such as print, TV, and radio. Bottom of Form

Generational consumer profiles

Understanding generational consumer behaviour is key to crafting targeted marketing strategies and understanding the future consumer. Our infographic (download below) breaks down the earning power, key marketing channels and consumer values of each generation.

Download now

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: Photo by Jacek Dylag on Unsplash

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

Get all the insights on the top baby names in the full report.

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Article supplied with thanks to McCrindle. Feature image by Kelly Sikkema on Unsplash