The Vision of 2050
In 2018, I had a vision that I referred to as the “2050 vision.” It envisioned a scenario where humanity could begin to influence the right decisions towards well-being in the present moment, and how this ripple effect could lead to an abundance of well-being on the planet by 2050. This vision was conceived 7 years ago, and now, in 2025, it is only 25 years away.
The future has a way of catching up with us. Take a look back at the 1980s or 1990s and compare the concepts and ideas of today with those of the past. We can see how “Back to the Future” has become a reality. I observed a similar phenomenon with well-being. I wished for optimal mental and physical health for humanity, but without a strategy, we lacked it. A great example of this is the principle of E=MC².
Of course, I am generalising and do not expect a single idea to solve the future well-being conundrum of the human race. However, I believe the “2050 vision” is a valuable starting point. The vision envisions a world where new concepts and companies now and in the future have a Chief Wellbeing Officer and a well-being-centric culture that drives not only business results but also happiness.
Over the past 7 years since I had this vision, and particularly since the COVID-19 pandemic, we have witnessed some progress on the well-being agenda of corporations and the development of well-being strategies. However, we could accelerate this progress if we saw the rapid growth of Chief Wellbeing Officers and well-being-centric C-suite teams. I believe this is beginning to happen, particularly with brand-new concepts founded by well-being-oriented founders who create well-being-centric cultures.
In my review of these companies, I have observed the following characteristics:
Remote or hybrid work arrangements are prioritised.
These companies are not necessarily located in cities or populated areas of the world.
They focus on outputs rather than hours worked.
Their C-suite teams adopt a life-to-wellbeing mindset, contrasting with traditional approaches.
As we move towards 2050, I anticipate seeing many examples of well-being-centric companies where:
The founder and C-suite take well-being, fitness, and longevity seriously.
The environment is organised around optimal well-being, not just in the office but also in the employee’s home or workspace.
The DNA of decision-making and even meetings is structured around the integration of well-being-oriented practices.
These practices prioritise low stress, optimal nutrition, good sleep, and a balance between work and personal activities. They also incorporate constant reflection loops within the organisation to preserve well-being.