The re-branding of Jaguar cars is a fascinating example of this – and time will tell whether this bold move is a masterstroke, or a suicide note. So how do businesses and organisations move with the times, to address social and environmental crises, without kicking away the foundations of a profitable past?
How do they adapt to fast-changing working models and a technology revolution?
One thing that’s for sure is that it seems like we are at a breaking point. The old ways of working and incremental change are not going to cut it in a fast-changing world.
It is clear we increasingly have a human emergency. The World Health Organisation places the cost of depression and anxiety to the global economy at $17 trillion and describes stress as the single biggest health epidemic of the 21st Century.
Accenture’s recent Life Trends Report found that only 29% of employees feel that their leaders have their best interests at heart. Younger generations are now looking at work as ‘a piece to their puzzle’ – so how do we create a puzzle that can fit all?
With people retiring later (as well as some coming back from retirement into work!) and Gen Z entering the workforce, we’re navigating a mix of values, communication styles, and experiences. For the first time, we are in a workspace with this much generational diversity. These differences invariably lead to tension – however, they also provide an opportunity for greater wisdom, creativity, innovation and inclusivity.
Could we imagine a world where Gen Z could see older colleagues as mentors, not relics, and older employees view younger ones as leaders of future change, not ‘entitled’ or ‘snowflakes’ as we have heard. When we look beyond labels, we can harness the strength of a powerful, dynamic team.
With Millennials and Gen Z expected to make up 75% of the global workforce by 2025, understanding the different dynamics is crucial. Whether we like it or not – these are our future leaders.
We are all unique – but the shared experiences of each generation have shaped trends, expectations, and styles. Reminding ourselves of these (in general terms) can help us understand and relate to our colleagues better without falling into limiting assumptions:
It could be tempting to see these generational influences as hard rules but let us view them as external parameters that have had an impact in the shape. Leading a team isn’t about managing generations – it’s about treating everyone as individuals with their own lived experiences. Curiosity is key.
Leading companies are pioneering inclusive, multigenerational workplaces – combing profit with purpose. Some examples for inspiration:
As we embrace the challenges of this multigenerational workplace, we must prioritize diverse perspectives, and inclusive leadership to foster environments where all generations can thrive. Co-creation, empathy, and open-mindedness aren’t just buzzwords or ‘woo-woo’—they are fundamental to ensuring a thriving business.
So, what are you doing today to prepare for a multigenerational workforce that will define the future of work?
