​Rollerblading, a brand name-associated form of inline skating, has its roots in the 18th century. In 1735, the Belgian John Joseph Merlin designed a pair of inline skates with small metallic wheels. Merlin was also a musical instrument designer, and it’s documented that he attended a masquerade at an estate on the skates, where he sought to demonstrate their utility while playing a violin. Then, as now, stopping was the major challenge, and Merlin ran into an expensive mirror, shattering it and in the process sustaining serious injuries.

The commercial roller skate, featuring two sets of paired wheels on each skate, was developed in the US in 1863 and stood as the industry norm for more than a century. While various manufacturers did experiment with inline skates, attempting to replicate the maneuverability and efficiency of ice skates, they lacked shock-absorbent wheels and ball bearings, and found very limited commercial success. A landmark design created by the Chicago Skate Company in 1960 looked much like today’s Rollerblade, but failed to take off with the skating public.

In 1980 a pair of Minnesota brothers began developing what was to become the Rollerblade. Training for hockey in the summer, Scott Olson found an old pair of inline skates at a used sporting goods store. With his brother Brennan, he modified the wheels and materials, with the goal of maximizing the skate’s potential for off-season hockey training. Creating the initial Rollerblade models in their parents’ basement, the brothers found that their bespoke skates were a hit. Hockey players and skiers took to the streets and started training on the blades during Minnesota’s summer months. This steady demand led them to launch commercial manufacturing in 1983.

Unfortunately, the proto-Rollerblades had design flaws related to challenges in putting them on and adjusting the tightness. In addition, the wheels were easily damaged, the ball bearings rapidly collected moisture and dirt, and brakes were the basic front mounted toe-brake type common on roller skates of the era.

The Olson brothers sold their venture to Minneapolis entrepreneur Bob Naegele Jr. in 1984. He formally established Rollerblade, Inc., introducing innovative fiberglass skate construction on the landmark Lightning TRS model. In addition, wheel bearings were now protected and more reliable brakes placed at the back. In 1989, Rollerblade replaced traditional long-threaded laces in Aeroblades and Macro models with three plastic buckles that could be adjusted tightly around the ankle. The next year, Rollerblade shifted over to the use of glass-reinforced thermoplastic resin, which brought the weight down by 50 percent and made for a freer and easier inline skating experience.

A final major innovation occurred in 1993 with introduction of Active Brake Technology (ABT) brakes. Combining a fiberglass post with a hinged back-wheel chassis that held a rubber brake, the design delivered stability when braking. Before, inline skaters needed to tilt their foot back when braking, taking the front wheels off the ground. With ABT, Rollerbladers activated the braking system through simply straightening the leg and sliding the brake foot forward. This increased braking responsiveness and safety, and is still present on today's Rollerblade ABT models.

There are currently more than 60 brands of inline skates, many with their own technological innovations. An example is Powerslide’s proprietary Height Adjustable Brake System (HABS), which allows skaters to adjust the brake pad height (and thus braking angle) to support a specific skating style. Not only does this ensure a comfortable braking height, but it enables adjustments that help prevent brake wear and tear.

​Workplace culture describes employees' shared attitudes, beliefs, and assumptions at a business. Leaders must determine the optimal culture for their business, hire staff who fit into it, and promote it. Numerous workplace trends in 2024 can help leaders shape their corporate culture for the future.

A Great Place to Work Survey from employee solutions provider Quantum Workplace found that employees use different terms to describe a positive workplace culture, including rewarding, challenging, collaborative, and motivating. Some words use contradictory terms, such as busy and comfortable. 

Trust is a staple of strong workplace cultures. In 2024, leaders will face many threats to the trust they have established with teams. For example, the rise of artificial intelligence (AI) has become the latest in a series of major transformations impacting the digital information systems that form the foundation of countless global industries. The proliferation of AI has prompted questions from consumers and employees alike.

Leaders must understand that answering questions about AI integration impacts trust in the present and for years as companies continue to launch new technologies that radically change everyday life. The ethical and transparent use of new technology will strongly influence workplace culture for decades.

Mental wellness is another workplace trend to monitor in 2024 and beyond. A 2023 Great Place To Work market survey found that mental health has stagnated at the average American workplace. Just 55 percent of workers feel they work in environments conducive to psychological and emotional health.

The concept of “fairness” is at the heart of many interpersonal and mental health issues. Employees feel they do not receive adequate shares of company profits, equitable opportunities for advancement, or fair treatment from managers. If leaders do not account for mental health when developing workplace culture policies, they risk increased employee burnout and fatigue.

Many employees yearn to feel valued at work, so leaders must show it. Companies can improve retention and employee culture through upskilling and talent development initiatives. These efforts benefit employees and employers, who often list talent shortages as a negative factor in short—and long-term business outlooks.

Some still consider diversity, equity, and inclusion (DEI) a major part of workplace culture policies and strategies in 2024. Leaders who implement and develop DEI programs must take strategic approaches. Studies show that DEI programs with clear business outcomes and revenue have started to disappear.

National politics represent a sensitive subject but should factor into effective workplace culture strategies. According to a report by the Society of Human Resources Managers, nearly half of employees in the United States have come into conflict with peers at work due to politics, yet less than 10 percent of workplaces have clear guidelines for political discussions in the office. As conflicts increase, productivity decreases, per a Market Place report.

Lastly, business leaders must pay attention to the importance of workplace culture trends. Research shows that 94 percent of executives and 88 percent of employees view a distinct workplace culture as key to a business’s success. A strong workplace culture leads to an increased rate of quality hires, improved employee retention and engagement, and decreased turnover, which hinders productivity and profitability.