Generational conflict or opportunity? How to make the most of the differences between Gen Z and managers.
Oct 29, 2025
A New Player on the Scene
Generation Z is entering the job market at a time when companies are facing rapid changes: digitalization, hybrid work, and pressure for innovation. Young people are stepping in, having grown up in a world of constant online connectivity, pandemics, and climate crises. Their expectations therefore differ significantly from those of experienced managers.
Research by G82 (Corporate Culture for Gen Z, 2025) shows that the clash between these two groups is not just a generational episode. It's a fundamental issue that will influence the future of companies. The question is: will it be a clash that brings frustration, or an opportunity that gives companies new strength?
Family vs. Rocket: Two Views of the Ideal Company
One of the most notable differences is the view of what an ideal corporate culture should look like.
Gen Z wants a clan culture – closeness, teamwork, mentoring, a feeling that the company is "family."
Managers prefer an innovative culture – change, speed, a willingness to take risks, a "rocket" that aims forward.
At first glance, these two worlds seem incompatible. Young people seek support and stability, while managers desire dynamism and breakthroughs. However, the key is precisely the combination of both. A rocket without a crew will crash, and a family without a vision will stagnate. A corporate culture that can connect both has a chance to be successful in the long term.
A Common Enemy: Hierarchy
If we look for a place where both generations agree, it is in the criticism of hierarchy.
Gen Z perceives it as rigid and inhibiting.
Managers consider it ineffective.
Research from G82 found that young people are willing to tolerate minor "informal benefits" – connections or favoritism are not viewed as negatively. Managers, on the other hand, want more transparency and fairness. For companies, this means one thing: the future of corporate culture does not lie in more levels of management, but in the openness and accessibility of leaders.
Leadership of the New Era: Mentor Instead of Boss
Another key finding is how expectations from leadership are changing.
Gen Z wants mentors – leaders who are approachable, willing to listen, and pass on their experience.
Managers themselves admit to fatigue from constant performance pressure.
This shift opens the way to leadership based on empathy and coaching. It is not about resigning from results, but achieving them in a different way – through support, development, and shared responsibility. Companies that capture this change will be more attractive not only to young talent but also to exhausted managers.
Decision-Making: Democracy vs. Expertise
Decision-making is another area where differences manifest.
Gen Z longs for involvement – they want to vote, discuss, and seek compromises.
Managers rely on expert verdicts and data.
The solution is not in extremes. Democracy without expertise leads to chaos, expert decision-making without involvement leads to alienation. The future model must be hybrid: space for people's voices, but also respect for expertise.
Success Is More Than Just KPI
When it comes to success, the answers again differ.
Gen Z values teamwork, creativity, and the courage to try new things.
Managers stick to traditional indicators – results, KPIs, numbers.
According to the research, both parties would like to see greater emphasis on innovation. This opens the space for redefining success: assessing not only numbers but also the quality of collaboration, the courage to bring new ideas, and the ability to contribute to the long-term development of the company.
“Differences in approach need to be seen as an opportunity. Gen Z can play the role of innovation drivers with their creativity, energy, and low risk aversion. The older generation will ensure completion and delivery of KPIs, which requires discipline, patience, and a long-term focus. The key here will be the willingness not to insist on ownership throughout the process but to correctly define the handover moment.” says Pavel Tihelka, Senior Consultant at Kogi.
Loyalty and Growth: Two Conditions of Trust
An interesting finding is that Generation Z values loyalty and tradition. They appreciate founders with a story, long-term employees, and fair values. At the same time, they want the opportunity to grow and seek meaning. Sometimes managers underestimate this combination – they see innovation and numbers but forget that without trust and values, the culture becomes fragile.
The Office as a Mirror of Culture
The work environment is more than just a place where desks stand. It is visual proof of corporate culture.
Gen Z wants the office to be a “nest” – a cozy, vibrant, social space.
Managers prefer home offices and quiet environments.
Hybrid models are therefore more than a compromise. They are a symbol of a company that can unite different needs into one whole. An office with various zones – from creative corners to quiet spaces – is a manifestation of a culture that understands diverse preferences.
Generational Differences as a Motor of Culture
At first glance, it seems that the differences between young people and managers are obstacles. However, research by G82 shows that these contrasts can be a source of strength.
Teamwork protects against burnout.
Innovation drives the company forward.
Tradition provides stability.
Loyalty builds trust.
Speed and courage create a competitive advantage.
If companies can connect these differences into a unified culture, they will create an environment that is both human and efficient.
Opportunity Instead of Clash
The generational clash is not a problem to be "solved." It is a reality that must be worked with. And if companies approach it correctly, they will gain enormous opportunities.
Research by G82 shows that future corporate culture will not be about compromise, where everyone concedes a little. It will be about synergy, about combining the best of both worlds. Only then will culture become what it is meant to be: a driver of strategy, a source of innovation, and the reason why people want to stay in the company.