The intergenerational issue has been at the heart of my research for over twenty years. Understanding the codes of each generation \u2013 their values, their drivers, their unconscious barriers, their relationship with the world \u2013 informs my surveys and my corporate interventions. <\/p>\n
About ten years ago, I witnessed the emergence of Generation Y and its behaviors, which impacted companies right from job interviews. I observed the evolution of Generation X and how its interaction with Gen Y transformed it. Today, I am particularly interested in Generation Z, this future generation that prioritizes different objectives, with goals that are not always understood. <\/p>\n
Our companies now rely on three generations: with baby boomers leaving the workforce, the X, Y, and Z<\/strong> generations remain, also known as the Wise, Now, and Next Generations<\/em><\/strong>.<\/em> And despite their cohabitation, they still struggle to work together.<\/p>\n Why? Because they are characterized by two major disruptions: <\/p>\n Three Generations, Three Different Impacts<\/strong><\/p>\n I also observe, through my discussions with Gen Z representatives, such as Nikita Colas<\/strong><\/a>, an environmental activist, how much this generation refuses to separate career and ecological responsibility. For them, the company must be part of the solution, not the problem. <\/p>\n Each of these generations brings a unique vision: anchoring and resilience for Gen X, a quest for meaning and balance for Gen Y, lucidity and activism for Gen Z<\/strong>.<\/p>\n <\/strong><\/p>\n Beyond Labels: A Matter of Values and Consciousness<\/strong><\/p>\n Reducing individuals to a mere generational affiliation would be a mistake. As early as 2016, our survey on Generation Y Turnover<\/em><\/strong> showed that barely 30% of them truly embodied “Y values”; another portion shared X values, and the rest fell into an intermediate zone. These proportions have continued to evolve and reveal a more nuanced reality than clich\u00e9s suggest. <\/p>\n Intergenerational dynamics are not a matter of age. It is a matter of values, levels of consciousness, and \u2013 in 2025 more than ever \u2013 a desire for impact<\/strong>. <\/p>\n One can be 25 years old and seek the security of a Gen X, or be 60 and share the quest for freedom of a Gen Y.<\/p>\n As Emmanuelle Duez<\/strong><\/a> demonstrated with The Boson Project<\/em>, “youth is not the future of business, it is already its present.” Recognizing this obvious truth means accepting that Gen Z is an immediate force for transformation, not a distant gamble. <\/p>\n Why is intergenerational collaboration vital?<\/strong><\/p>\n Recent crises \u2013 financial, health, climate, geopolitical \u2013 remind us that answers will not come from a single generation. It is through intergenerational dialogue<\/strong> that sustainable solutions emerge: <\/p>\n We are living in a Darwinian imperative. The companies that survive will not be those that pit their generations against each other, but those that foster dialogue among them. Not by adding their differences, but by multiplying their strengths. <\/p>\n Concrete Solutions for Reconciling Generations<\/strong><\/p>\n Beyond this observation, it is urgent to propose concrete levers to transform generational cohabitation into genuine collaboration. Here are some avenues, validated by my field surveys, cross-referenced with data from the Deloitte Global Gen Z & Millennial Survey 2025<\/strong> and the work of Isaac Getz<\/strong><\/a> on liberated and altruistic companies: <\/p>\n Each generation brings an invisible capital (technical, relational, societal) that is often underutilized.<\/p>\n \u27a1\ufe0f Action<\/strong>: Conduct talent mapping to identify emerging skills (ecology, digital, soft skills). By cross-referencing generations, hybrid teams capable of sustainable innovation are created.<\/strong><\/p>\n\n
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