Intergenerational Management:
Turning Diversity into a Strategic Asset

"I have no hope for the future of our country if the youth of today are in charge tomorrow, because this youth is unbearable, unrestrained, simply terrible."

This criticism of today's youth is not new: it is attributed to Hesiod in 720 BC!

While the criticisms levelled by previous generations at those that follow them - and vice versa - are repeated over time, they do not spare the world of work either: older people are said to be resistant to change, while young people lack commitment.

Without even going as far as such affirmative prejudices, the coexistence of several generations within a company raises questions for its managers: are baby-boomers and millennials managed in the same way? How do you ensure team cohesion? Is the relationship to work different for people under 35?

For David Butler, a lecturer at ESCP Business School on DCI and interculturality, the presence of several generations in a company and, more generally, diversity within teams is not a problem, it is even a lever for success.

To turn it into a strength, however, it is important to distinguish generational markers from stereotypes and to apply effective management that is rewarding for all.

This white paper is part of a series entitled “Leaders for the Future”, produced by ESCP Business School Executive Education, that addresses the needs of companies and professionals so that they can thrive in the face of challenges and a rapidly shifting business landscape.

David Butler

David Butler's areas of expertise include leadership, diversity and inclusion. He is currently founder and senior consultant at Butler Learning Solutions. He works with companies such as Thalès, Safran, Saint-Gobain, Clarins and KPMG. David Butler teaches in multiple Executive Education programmes at ESCP Business School.