Amit Panchal - Gen Z-ers, GenX, Millennials, Boomers - Disruption in the Multi-Generational Workforce
Gen Z-ers, GenX, Millennials, Boomers – Disruption
in the Multi-Generational Workforce.
With the changing workforce landscape, how do leaders engage their employees, drive change, and embrace the
corporations vision, charter, and culture. What are the best methods of collaborating internally, externally, and globally.
Who is Amit Panchal
Seasoned IT Senior Leader
Director of Server Operations
for McGraw Hill / Standard &
Poor's / JD Power)
Messaging Manager for Louis
Vuitton, NY & Co
US Navy 1994-1998 /
USS Harpers Ferry
(LSD 49) - Sailor of
MBA, Technology Mgmt.
Professor of Management
New Jersey Institute of
Technology – School of
…and continues to change
What percent of the
Fortune 500 from 1975
The World’s Largest…
company in the
world owns no
company has no
The worlds largest
hotel company in
the world owns
no rooms and
owns no real
The world’s biggest
creates no content….
The worlds largest
doesn’t write their
cinema has no
45% use social tools at work
4X as many devices per user
5 generations together in the workforce
72% of workers will be working remotely by 2020
2x as many teams
80% of employee time is spent collaborating
A changing modern workplace
1922 – 1945
Veterans, Silent, Traditionalists
1946 – 1964
1965 – 1980
Generation X, Gen X, Xers
1981 – 2000
Generation Y, Gen Y, Millennial,
Born after 2000
Generation Z, Digital
Generational Preferences at Work
In Person Meeting
Virtual Online Meeting (No
Virtual Online Meeting (Video)
Instant Message (IM)
Enterprise Social Networking
Conversational User Interfaces
Mostly preferAlways prefer Somewhat prefer Occasionally prefer Do not prefer
View work as a vehicle of personal
See workplace culture as important to
Want a supportive work environment
Career development is a high priority
Flexibility is important
WORK – LIFE BALANCE
WORK – LIFE BLEND
If offered a senior leadership position at their
Majority Millennial women in our
sample are 55% more likely to turn
down the position than their male
peers (34% vs. 22%)
Millennial women continue to
downsize their dreams.
• Millennials seen as flighty and
• In 2014, companies spent on
average just $1,229 per
Millennial employee on
learning/training – less than
the cost of an employee’s
But companies are not investing in
IN THE UNITED
30 avg. age a person
becomes a manager
42 avg. age leadership
training is initiated
year gap between
becoming a leader and
receiving leadership training
Generation Y Rest of the workforce
Generation Y Rest of the workforce
Generation Y Rest of the workforce
Ten Behaviors for Inclusion – what can you do?
1 Make a habit of
2 Ensure all voices
3 Listen carefully to the
person speaking until
she or he feels
Examining assumptions offers
the opportunity to understand
people and situations more fully
and look beyond initial biases
Asking questions gives the
opportunity to undermine
shows people you value their
When some voices aren’t heard,
ideas are excluded and the entire
Inclusion requires two-way
communication acknowledging and
making an effort to understand
When people with different
backgrounds and perspectives fully
contribute, the potential for conflicts
and disagreements increases
• Ask yourself what
assumptions you have made
• Do you know that they are
• How could you find out?
• Ask people when you aren’t
sure what their thoughts,
feelings, or motivations are
• Ask people for feedback
• Ask people how you can
work together more
• Listen fully
• Intervene when someone is
being discounted or ignored
• If you have insights or
concerns you didn’t get a
chance to share in a meeting,
send a follow up email
• Acknowledge all contributions
in a discussion
• Before you respond, paraphrase
what you heard
• Recognize all ideas add value
• Build on the thoughts and ideas
• Use disagreements as a catalyst
• Seek a third party to mediate
• Develop team mechanisms to
If you have a strong
reaction to someone,
ask yourself why
6 Include and seek
input from people
with a wide variety of
7 Take action to reduce
8 Understand each
9 Be brave 10
Strong reactions can point
toward hidden biases that can be
Diverse input helps us innovate,
serve customers better, and
better anticipate potential issues
People are less likely to act or
speak from a biased stance when
in an environment that feels calm
At its core, an inclusive
organization creates an
environment in which all people
To create an inclusive work culture,
each person must deal with the
discomfort of change and take the
risk of challenging norms
• If you are angry or offended
by someone, what
assumptions have you made
about their intent?
• How would your experience
be different if you assumed
that person had positive
intent or shared your goals?
• Ask yourself whether you
have solicited diverse input;
if not, whose input can you
• Invite quiet members to
speak and contribute
• Vary processes for how ideas
• Keep a calm demeanor
• Don’t speak loudly or
• Pause before you speak
• Eliminate distractions
• Relieve time pressures when
• Ensure everyone on the team
understands how each person’s
role is essential for the team
• Align individual contributions,
team goals, and your
• Examine micro-behaviors as
clues to hidden biases
• Consciously adjust your micro-
behaviors when appropriate to
be more inclusive
• Accept mistakes as a necessary
part of the learning process
Notas del editor
Seasoned IT executive Director of Server Operations for major financial, publishing firms Responsibility for: Authentication, Messaging, Mobility Systems Virtualization, VMware, Citrix, Hyper-V Wintel, Linux, SUN/Mainframe systems, Oracle Managed 9000+ virtual, physical server environment for 25K users Experiences in media, advertising, financial, government, military (US Navy), retail, and publishing sectors Managed/supported enterprises systems supporting 25K+ users, 270+ global locations Managed 75+ personnel; 5 direct managers; offshore/outsourced team
Personal CTO qualifications and leadership
Associate Professor of Management St. Peters University
MBA, Technology Management May 2009 New Jersey Institute of Technology
Military Veteran US Navy 1994-1998, USS Harpers Ferry (LSD 49) - Sailor of the Year 1995
ITIL certified, MOF foundations trained
Quick, thorough, meticulous, strategic thinker, and Excellent communicator
Slide Objective: Discuss the pace of change and highlight the challenges that modern organizations face.
We live in a world where devices outnumber people and create more data than people can consume. The pace of change is faster than ever. Technology has led to disruptions in our personal and our professional lives.
The world has changed.
We used to talk about trends as if they were in silos – CoIT, BYOD, IoT etc. The trends are still important and have impact by themselves, but their combined impact is greater, and we need to reimagine productivity in order to remain successful as individuals and as companies. We are productive when we make things, and make things happen. Sometimes on our own, but more often together.
The world’s biggest media company creates no content….Facebook Worlds biggest classroom has no desks…udacity/Khan academy
Slide Objective: Discuss the power of networks and the relevance to productivity in a mobile-first, cloud-first world.
We are greater than the sum of our constituent parts.
Networks are nothing new. Human beings have been building and developing networks throughout history. The world's longest-standing network (still in existence), is the Central Commission for Navigation Rhine founded in 1850.
The Commission was created to promote cross-border travel on the Rhine River in Europe. Trade networks of the 19th century paved the way for postal unions, telegraph unions, telecommunications networks, and now the WWW.
What does this mean for productivity?
Making things has always required having the right tool at the right time. Today, we use tools built with software. And with the right software any device can become “the right tool” and any time can become “the right time”.
Harnessing our human capital with the right tools and leveraging our network is crucial to success in a mobile-first, cloud-first world.
For presentation guidance and speaker notes, please visit http://aka.ms/MW_OnRamp
Give context on the speed of growth of social networks. Socially networked communications are rapidly taking over as a more effective way of exchanging information in the modern world. One recent study estimates that enterprise social platform usage will grow from 208 million users in 2013 to 535 million in 2018 (2). So what’s driving this growth? Because Networks are open and transparent by nature, they help unlock the tacit knowledge of employees and create shared intent. This accelerates innovation, responsiveness, problem solving and learning. People feel more productive (1) and information flows faster and is more likely to reach the right people through networks than through hierarchical and point to point communication structures This change in communication tools is putting massive stress on existing hierarchical organizational structures. Built to control information flow, they suddenly need to accommodate networks that are more open and transparent, and assume that decisions are made at the edges. Optional Example: One of the most hierarchical organization around, the US army, even recognized the power of this: General McChrystal, in Iraq and Afghanistan, realized they were a hierarchy fighting a network. To fight a network, they had to think like a network. They went from a need to know basis to a need not to know basis with their communications. Suddenly, they were reaching all kinds of people in their own troops who were reaching back and helping them, people they wouldn't have ever thought to reach out to. Most importantly: they built trust and aligned purpose amongst the troops that let to highly effective shared consciousness. As a result, the organization was able to make decisions faster and function at a much higher level.
For presentation guidance and speaker notes, please visit http://aka.ms/MW_OnRamp Who was most social influencer Who has heard of task rabbit
Clarify that networks are also becoming the organizing principle for people to get together and create value. Networks are also becoming the organizing principle for people to get together and create value. The talent pool is now global. With 40% or more of the US workforce expected to be made up of contingent or independent workers by 2020, people will increasingly use networks to form teams fluidly around projects as needed. (like the Hollywood model) This means that teams and collaboration are becoming more important. We used to focus on productivity tools for individuals, but in the information abundant world the opportunity for value creation is shifting to the collective.
Digital disruption is happening now in companies large and small, and yet, we are still largely running our organizations the way we always have. Doing the same things repetitively, at scale and with a focus on maximum efficiency. But a shift is underway. In the real-time, mobile-first, cloud-first world, these are no longer the best strategies for success or even survival; agility and flexibility are increasingly important alongside efficiency. The Shift – Change imperatives for business today –
A new culture of work is emerging, being driven by 4 trends
1. Routine work- > creativity and knowledge work
2. Individual productivity -> teamwork
3. Tolerance for complex -> hunger for simplicity
4. Random attacks -> Sophisticated, coordinated threats
The way in which organizations work has evolved. Both work styles and the workforce are becoming more and more diverse. There are several trends – and challenges – that we’re seeing.
[MOBILE AND SOCIAL] When people collaborate today, they leverage social tools– 45% use social technologies in their day-to-day work3. Users also work across more devices - in the past five years, the number of devices per user has increased 400%.4 The mobile phone has completely changed how we communicate and work. Many users live on their phone. In addition, people use different apps and services resulting in them having to jump between different experiences during the day.
[DIVERSE AND GLOBAL] The workforce itself is more diverse. For the first time, there are five generations together in the workplace, – all with different background in technology and different expectations about communication and collaboration tools. For example (hold up phone if available), some people are comfortable chatting on a phone, others prefer e-mail, or face to face. Teams are increasingly geo distributed. Employees are no longer necessarily in the same office, let alone the same time zone. Per IDC, 72.3 percent of employees will be working remotely by 20205, making it more challenging to have face-to-face conversations. There’s a greater need to enable communications and collaboration – regardless of geography.
[TEAM-BASED AND COLLABORATIVE] There is also a movement towards transparency and inclusivity in how decisions are made. Organization structures are becoming more flat. People are on twice as many teams as they were five years ago.1 And those teams are dynamic. It's rare that people don’t change on a multi-month project. And when someone leaves, the first step is for all to go through their e-mail to find the information needed to get the new person up to speed. Being on more teams has also led to a dramatic increase in the amount of collaboration. The new way of work is team-based and collaborative. Workers report that 80 % of their time at work is spent collaborating.2 (i.e. in meetings, calls)
[probe if the customer is experiencing some of the above to personalize the presentation]
[MAIN POINT TO LAND]We built Microsoft Teams in response to these communication and collaboration trends in the modern workplace.We’ve seen that Teams really thrive when information is shared in an open and transparent way and when people with diverse workstyles can access information easily. We’ve built Teams to enable that. We’ve also seen that there is no one size fits all. We’ve built teams to be flexible and so that you can customize and personalize it based on the needs of your team. What happens when you don’t provide tools to support these new workstyles? End users simply download the consumer grade tools to do the immediate task at hand. This creates friction for end users as they have to manage multiple logins and move between different experiences, and it creates risk for the organization as shadow IT develops. [This video illustrates the problem with fragmented, best of breed solutions and is included for your background knowledge only, not to show in the customer meeting.] 1 2009, 2014 US IW Survey 2 How much workplace collaboration is too much? 3 2017, McKinsey Global Institute Survey Advanced social technologies and the future of collaboration 4 Survey Reveals Skyrocketing Usage and Growing IT Maturity in Enterprise Mobility 5 IDC Forecasts U.S. Mobile Worker Population to Surpass 105 Million by 2020
For organizations with a multi-generation workforce, it is important to understand your demographics to know how to best find the balance of tools across the generations. If you are an organization that heavily relies on email, what are you doing for your new workers? Are you giving them the tools they need to be effective? Note: this is a generalization of observations, but any individual may cross multiple categories.
Wired Magazine: The Next Generation of Working Practices, Herman Miller: Generations at Work, EY Study on Generational Shifts
What are some of the creative ways you get employees together?
Manager – Your boss. Needs to keep happy. Mentor – Offers guidance, but has no authority to help you. Sponsor – ally and person of influence Coach – Help to identify and improve skills.
I have rewarding relationships at work; 38% of people under 30 Only 13% have sposors
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