NAVIGATING CHANGE MANAGEMENT IN A YOUTH-DRIVEN BUSINESS LANDSCAPE: A CASE STUDY ON INTER GENERATIONAL MANAGEMENT DILEMMA WITHIN SOCIAL CHANGE

Abstract

In recent years, the business world has witnessed a significant shift as younger leaders ascend to positions of power and experienced professionals find themselves reporting to these new, dynamic bosses. This phenomenon, driven by rapid technological advancements, innovative business models, and a globalized market, presents both challenges and opportunities for organizations. This paper explores the intricacies of intergenerational cultures in this evolving landscape, focusing on strategies to harmonize the diverse perspectives and skill sets of a multigenerational workforce. It examines the cultural and operational adjustments required to foster mutual respect, effective communication, and collaborative innovation between young leaders and seasoned employees. Key areas of focus include the importance of adaptive leadership, the role of mentorship and reverse mentorship programs, and the implementation of continuous learning environments to bridge generational gaps. By leveraging the strengths of both youth and experience, organizations can cultivate a resilient and agile workforce capable of thriving in a rapidly changing business environment. Ultimately, this study aims to provide actionable insights for companies looking to navigate the complexities of this generational shift, ensuring sustainable growth and competitive advantage in the modern marketplace. Lifespan development theory which is guided by the assumption that development is a lifelong process that does not stop in adulthood was the theoretical approach selected for the study. We intend to expand the study at a national scale but only limit it to one sector. The future study shall be based on a nation-wide scale to determine the number of workers that fall into the age-cohorts identified and how many of the bosses/managers are young. The young inter-racial managers shall be interviewed to establish their perceptions on older workers.