Recent studies show that the “skills gap” the Trends editors previously forecasted is already impeding our economic progress and will only get worse as the economy recovers. In fact, it’s playing a significant role in “America’s Innovation Crisis” — a trend that we will also explore in this issue. Given the long development cycle for new talent, what is the solution? We’ll examine the facts and the most realistic possibilities.

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With GM and Chrysler emerging from bankruptcy, and even Toyota showing historically huge losses, it’s tempting to write off the automobile industry as a relic of a bygone era. On the other hand, we’re standing at the beginning of a new era in which the number of consumers who can afford automobiles will soon be several times historic levels. As the Trends editors have long forecast, new technologies are emerging to make clean, efficient, and ultra-cheap automobiles available to an entirely new consumer base. What are the implications? What are the opportunities? We’ll show you.

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Despite the recent resurgence of government interference, entrepreneurship is alive and well around the world. In fact, it’s making headway even in traditional economies that have little, if any, entrepreneurial heritage. What’s happening? What are the implications? How can you benefit? Keep reading to find out.

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Our real standard of living only increases when we increase our productivity. So, the current recession has raised some important questions about our priorities as managers, investors, and members of society. Between 2001 and 2007, a mountain of cash was poured into housing and financial instruments, and that spending had very little to do with increasing productivity. In the aftermath of the housing bubble, some economists argue that “we’ve dug ourselves into a hole” because technological breakthroughs have slowed to a crawl. Is this the correct interpretation? What, if anything, can we do to get ourselves back on track for strong productivity growth in the coming years? We’ll help you understand the issues involved and how to make the most of these insights.

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Gales of creative destruction inevitably sweep away the businesses that can’t adapt and replace them with new companies suited to the new realities. Late-19th century trends drove the emergence of integrated businesses like Standard Oil. Mid-20th century trends drove the emergence of enterprises like General Motors with multiple divisions. Now, 21st century trends in demographics, psychographics, and technology are driving the emergence of a new organizational form designed to meet the unique challenges of our era. What will this new model look like? What opportunities does it present? What threats does it pose to today’s market leaders? We’ll provide some answers.

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In the 21st century, more than ever, our decisions are driven by scientific research. Whether it’s energy and climate policy, health care, marketing practices, or investment decisions, we rely consciously and unconsciously on scientific research to guide us. But shockingly, up to half of what’s published in peer-reviewed journals and then reported unquestioningly by the mass media is in some way flawed. What, if anything, can be done to correct this problem? More importantly, what can decision makers do to ensure that they — and the stakeholders they represent — aren’t duped? The Trends editors examine these questions and provide some valuable guidance.

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An economy simply cannot function unless the people involved trust the individuals, institutions, and practices that underlie it: Witness the dysfunction in modern Russia. For the first time since the 1930s, trust in American businesses has been shaken to the core. What are the implications? What can businesses and institutions do to earn back the trust they’ve lost? What can be done to reduce the possibility of future breaches of trust? What can you do as a manager, investor, and citizen to protect yourself? We’ll provide the answers.

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