Editor’s note: The author presented this message Aug. 4, 2026 on the main stage at Gov. Cox’s One Utah Economic Summit at Southern Utah University.
Utah faces a future filled with both caution and possibility. The difference between the two hinges on how well Utahns navigate major forces of change impacting our state, nation, and world. These economic, technological, demographic and geopolitical forces are cumulative, ongoing, and, in many cases, irreversible. All Utahns face a clarion call to embrace change, leadership and guide Utah forward in a data-driven, thoughtful and dignified way. By doing so, Utah’s future will be filled with possibility and continue to set an example for the nation.
Major forces of change
The Great Reordering
Social scientists call the current tumult in society by many names — the post-pandemic economy, the polycrisis, a multipolar world and more. I prefer the term “The Great Reordering” because it conveys massive shifts in economics, demographics, technology, politics, the media and geopolitics. Many describe it as a transition from a globalized, unipolar world to a fragmented, multipolar world shaped by technological advances, strategic competition, rearmament and growing social division.
Whatever the name, uncertainty grows as artificial intelligence changes work, demographic shifts impact neighborhoods, economic restructuring creates insecurity and political polarization weakens trust. Division and contempt are unfortunate byproducts.
I’ve heard “The Great Reordering” summarized this way: “We are not in an era of change. We are changing eras.”
Artificial intelligence
AI will continue to disrupt the labor market and create productivity gains. What is less talked about and equally important are the intelligences that AI cannot replace. Former Utah Gov. Mike Leavitt defines these as emotional intelligence (attributes like empathy, self-awareness and self-regulation), spiritual intelligence (being a part of something larger than self) and collaborative intelligence (the capacity to work well with others). These intelligences originate in the human heart, something AI cannot offer.
Anne Leavitt, who Utah Business Magazine identified as one of Utah’s most influential women, captured the importance of these intelligences powerfully when she said, “Kindness is a lovely force. But it can only be powered by people. For all our magical gadgets … no appliance, instrument, apparatus, or device has the power to extend kindness to another human being. That power is vested only in people.”
As Utah changes, the need for visionary, courageous and unifying leadership increases.
Aging population
Utah’s population, like that of the nation, continues to age rapidly. Utah’s median age is expected to climb from 32.8 years of age today to 45.3 in 2065. As a reference point, Utah’s 1990 median age tallied 26.0.
The share of Utah’s population 65 years and older is projected to increase from 12.7% today to 23.5% in 2065, an increase of nearly 850,000 seniors. Meanwhile, Utah’s younger populations largely flatten out while the working-age population grows by over 1 million.
This graying of Utah changes nearly every facet of society, including housing, transportation, health care, education, the economy, public finance and more. Utah’s changing age structure must be a significant part of Utah’s future plans.
Mega investments and events
Mega investments and events will create a generational impact. These include, but are not limited to, the Salt Lake Temple reopening, The Point, inland port, the Power District, downtown sports, entertainment, convention, and the Culture District, the potential merger of UP-Norfolk Southern railroads, nuclear power investment, and the 2034 Olympic and Paralympic Winter Games.
These projects total tens of billions of dollars of investment. Done right, they will lift Utah for generations to come.
Leadership imperatives
As Utah changes, the need for visionary, courageous and unifying leadership increases. Utah faces four leadership imperatives:
- Change stewardship —do we lead change?
- Civic virtue and dignity —do we treat each other during change?
- Institutional excellence —do we navigate change together?
- Learning for life —do we prepare people for change?
These imperatives invite every Utahn to accept a leadership responsibility within their own sphere of influence to create the future we want. Leadership is an activity, not a position. We decide through our actions whether our economic future is a cautionary tale or a future of possibility.