As the population shifts grayer, potential consequences include higher dependency ratios, rising healthcare costs, and shifting economies and cities.
Chile and Brazil, in particular, are trending older. Canada is not far behind with an expected median age of 45 in 2060. Interestingly, the United States is anticipated to only hit a median age of 42 by 2060, which is lower than almost all Western countries.
Starting about a decade from now, you can see that some European start hitting a median age of 50 or higher. This includes countries like Spain, Italy, Portugal, and Greece, and then later Germany, Poland, Bosnia, and Croatia.
The UK, France, Ireland, Scandinavia, and former Soviet countries will be younger – but only slightly so. Median ages in these places by 2060 will be in the early to mid-forties.
With 1.4 billion people and the third-largest geographical area, the country is a vast place to begin with. Add in explosive economic growth, a market-oriented but Communist government, a longstanding and complex cultural history, and self-inflicted demographic challenges – and understanding China can be even more of a puzzle.
Here’s a list of top 10 Cities and the equivalent in GDP for comparable countries.
Enterprises cannot innovate as quickly and at the scale necessary to succeed in digital business disrupted markets without a change in mindsets (see “Reframing Your Mindset to Match Digital-Era Reality” ). But leadership thinking and broader culture are notoriously hard to change. A concept called “growth mindset,” described in Carol Dweck’s book “Mindset: The New Psychology of Success,” addresses barriers to change by emphasizing a desire to learn over a reliance on innate and current knowledge.
Over recent years, there has been no bigger opportunity for investors than technology.
The FAANG stocks alone have gained over $1 trillion in market capitalization since 2014
While there’s no shortage of hype around tech or battery metals, it is also clear that all of these markets will only grow in importance over time.
In technology, for example, the slower-moving verticals like healthcare, government, finance, and education are only starting to get disrupted. AI alone is expected to have a $15.7 trillion impact by 2030.
Meanwhile, the green revolution is driving the future importance of battery metals like lithium, cobalt, nickel, and graphite. As EV penetration grows, so does lithium-ion battery use – and these metals are all needed to make them work.
This infographic was initially created to show how much money exists in its different forms. For example, to highlight how much physical cash there is in comparison to broader measures of money which include saving and checking account deposits.
Numbers represented in the data visualization range from the size of the above-ground silver market ($17 billion) to the notional value of all derivatives ($1.2 quadrillion as a high-end estimate). In between those two extremes, we’ve added many other familiar measures, such as the GDP of California, the value of equities, the real estate market, along with different money supply metrics to give perspective.
If you add up all the money that national governments have borrowed, it tallies to $63 trillion.
In an ideal situation, governments are just borrowing this money to cover short-term budget deficits or to finance mission critical projects. However, around the globe, countries have taken to the idea of running constant deficits as the normal course of business, and too much accumulation of debt is not healthy for countries or the global economy.
The U.S. hasn’t posted an annual budget surplus since 2001, when the federal debt was only $6.9 trillion (54% of GDP). Fast forward to today, and the debt has ballooned to roughly $20 trillion (107% of GDP), which is equal to 31.8% of the world’s sovereign debt nominally.
Together, just these five countries together hold 66% of the world’s debt in nominal terms – good for a total of $41.6 trillion.
It’s amazing how many managers spend their time either making excuses for or justifying the non-productive behavior of the people they are managing. What many fail to realize is — as long as they make excuses for or refuse to confront the excuses of their people, the people have no reason to face their behavior.
I am personally in favor of “non excuse” management focusing on how to achieve the goal instead of finding excuses of not achieving it.