Part 2 Generation gap never has been so big in the workplace
There has never been a greater generation gap between management and new entrants. Most corporations desperately need an influx of fresh ‘digital natives’ to help keep their companies relevant to meet the needs of an evolving market and digital landscape. These are the next business leaders who will ultimately set about transforming outdated products, services and business models of companies from within before they are disrupted by the outside forces of the market.
Anyone that has had the pleasure and personal experience of working with an increasing number of graduates understand how powerful these digital social media natives are. Although often delegates from these young lost generation will somehow disrupt the previous generation attached in a negative to the power and not delivering opportunities or solutions for problems. The present power generations in Europe, whether in politics, economics finance or corporations preferring to keep seemingly innocuous in their power will somehow perish as Goliath in the hands of this new David generation.
The task and challenges of realising the potential of social media and collaborative technologies in some of the world’s largest blue-chip corporations will somehow deliver start-ups and activists that will disrupt th established organisations that blocked them from achieving their right place in society. The challenge is how to do it in a constructive way before it is too late and their energy end up being used in a subversive, hacker and riotous ways.
The importance of the social media economy with its positive and negative angles will disrupt conventional corporate positions and open new ways in a software driven global economy without borders and with increasingly new challenges on how to manage flows of open data, and closed data interacting and being imploded by movements such as Wikileaks, Anonymous and organised groups of riots all over the world. The irony is that the London 2011 riots were organised through social media platforms and Blackberry phones worth 500 pounds each.
The disruption that comes with this generation of digital natives might be for now Lost Generation but I am afraid it will be much more radical that it might seems at a first glimpse.
Social Media and the Software economy are changing roles in a fraction of time. The new typical career progression is faster and reach the more ambitious goals comparing with other jobs, positions because of the need to understand and the affinity to cope with emergent technologies, social media platforms, open data, open innovation and open government groups.
Organisations and companies will become out of sync with the markets they serve
Companies, corporations and governments have to act to integrate as soon as possible these new groups of “Lost generation” of digital natives. Not integrating them will come with a hard massive price: uncontrolled disruption that can proliferate to large scale, mine the conventional establishment and implode it. In fact without these segments of young energetic and savvy society companies, governments will become out of sync with the markets they serve and will not get in touch with their evolving consumer base.
As companies seek to avoid the fulltime employment of the lost generation they will turn a whole generation into freelancers who miss out on training and investment in their career development, enabling them to be effective managers when they do eventually manage to enter a full-time career. This way this youth generation will potentially miss out on the political and interpersonal skills that allow them to progress.