Corporate culture according to Gen Z: young people desire family, while older leaders aspire for rocket.

Corporate culture is often what distinguishes successful organizations from those that merely "survive". Yet it has long been discussed more in the realm of values and slogans on walls than as a specific competitive advantage. It turns out that culture is not decoration; it is the foundation of strategy. And it is even more important at the moment when people from very different generations meet in one workplace. 

Research from the G82 agency shows that the differences between Generation Z and experienced managers are significant. Their differing views on teams, hierarchy, and change become sources of tension and inspiration. 

Family vs. rocket: two visions of the ideal company 

Generation Z, which is gradually entering the workforce, thinks of the company primarily as a space for relationships. For young people, teamwork, mutual closeness, and the feeling that they have colleagues and mentors beside them who help them grow is key. The ideal company for them operates like a "family", where people have each other's backs and where a safe environment for sharing and learning is built. 

Managers, on the other hand, lean towards a completely different vision. For them, an innovative culture is attractive, where dynamics, courage to take risks, and a fast pace are paramount. Their ideal is more reminiscent of a "rocket" – an ambitious project that drives forward, breaks old orders, and opens new opportunities. 

This contrast is not just an academic debate. In practice, it leads to frustration. Young people feel lost if the culture lacks support and cohesion, while leaders feel that the team is being held back if too much focus is placed on relationships instead of performance. 

Hierarchy as a common enemy 

Nonetheless, there is a theme where both generations meet – criticism of the current hierarchical structure. Young people perceive it as rigid and inflexible, while managers see it as a source of unnecessary bureaucracy and inefficiency. Both perspectives reveal a weakness in traditional management models: too many levels between those who actually do the work and those who make decisions about it. 

Interestingly, while Gen Z longs for greater transparency, they also do not mind small "informal shortcuts". If something can be solved through an acquaintance or thanks to a personal relationship, they do not see it as unfair, but as a natural part of functioning. For managers, this is often problematic – they feel that such situations undermine fairness and order. 

What does this mean for companies? 

The differences between Generation Z and managers are not weaknesses but opportunities. They show that culture must be broad enough to encompass both perspectives. A "family" without ambition can become a comfortable but stagnating environment. A "rocket" without cohesion risks burnout and talent drain. True success lies in how to connect both logics. 

If companies want to succeed, they must be able to reconcile young people's desire for closeness and support with the vision of leaders who seek speed and innovation. Data from research G82 shows that culture should be a space where family and rocket do not exclude each other but strengthen each other. Only then will it become a true engine of growth – and not just a nice slogan in a presentation.