One of the most common criticisms of generational theory is that it is nothing much more than pop psychology. While it is true that many people use generational theory in its crudest forms, applying it when all they know about it is what they heard in a one hour keynote session at a conference, this does not mean that the theory itself has no substance. It is also true that some people use it as a “blunt instrument” - applying it with no regard to other dynamics and segmentation models. Again, just because some people use it badly, doesn’t discredit the theory itself.
There are many formal research projects on generations, and almost all of them confirm the basic theory and its findings. A recent study now focuses on the younger generation, known as Generation Y. The global survey was conducted by the Economist Business Intelligence Unit and Genesys, an Alcatel-Lucent company. It looked at how consumers born between 1982 and 2001 will impact the customer experience, asking C-level and senior executives from around the world how they are creating a customer experience to attract and retain Millennials. Of the 164 executives who took part in the survey, 29% came from North America, 31% from Europe, 30% from Asia-Pacific and 10% from the rest of the world. Participants represented 19 different industries. One-third of respondents’ organisations had annual revenue greater than US$1 billion and just over one-half (51%) had less than US$500 million in revenue. Board members and CEOs comprised 30% of respondents. CFOs, CTOs and other C-level executives made up an additional 19%. The remainder was split among other senior and middle management functions.
The headline results and executive summary of the findings is very interesting:
Continue reading ‘Generation Y studied by Economist Business Intelligence Unit’
One of my favourite PodCasts is 
Gone are the days of pure technical training where the outcome is centered on learning a skill intended to directly improve performance on the job. The need for increased emotional intelligence in the workplace has brought about a far greater need for programmes that offer development in areas like assertiveness skills, negotiation and how to handle difficult conversations which are aimed at Engineers and Sales Consultants alike. So while course content needs to be relevant to the job at hand, it should also bear relevance to personal lives which are as, if not more, important.
- First published in the April 2008, Mortgage Solutions magazine
McCain is not a Boomer. The Boomers (born after World War II and into the 1960s) are old and aging (although they will hate to read that bald fact stated so bluntly). They’re now in their mid 40s to mid 60s. But, they feel 25. Or, at least 35! Any decent marketing efforts aimed at them cannot treat them (or show visual images of them) as they are - i.e. over 50, ageing individuals. Marketing efforts aimed at Boomers should think of 35-39 year olds, and use similar images, too.
I am a huge fan of Eric Chester, an American author, speaker and consultant who focuses on understanding what he calls “Generation Why” (what a cool title!! I wish I had thought of that first). You can see his excellent work at 
According to The Sunday Telegraph, April 20, 2008, David Cameron, the Conservative Leader is channelling considerable resources into targeting people between the ages of 29 to 40. The Tories see this group of 3 million voters as being key to their success in the 2010 general election. 
In the past six months, a slew of free online services has popped up to answer this question, offering widgets for budgeting, automatic bill pay, mobile alerts, and social networking. All are fighting to be the anti-Quicken. Although Intuit’s venerable personal-finance software commands 70% of the market, its $30 to $100 price tag, hundreds of features, and required hour or two a week of data entry are unlikely to appeal to a generation raised on Halo and diagnosed with ADD. Sure enough, Quicken’s 15 million users have an average age of 47. If personal finance for most folks is like personal hygiene–an unpleasant chore motivated by necessity–Quicken is Old Spice.
I get questions every month from businesspeople looking for something about the newest generation of workers. They’d like an updated version of Twentysomething or Beyond Generation X, books I wrote in 1991 and 1996. Along with Bruce Tulgan’s Managing Generation X, they’re the classics on managing and motivating young employees. The thing is, the young employees we were talking about in those three books are well established in the workplace today, and the next generation is showing up with a whole new perspective, a different set of values, a distinctive work ethic. They’re as different from Generation X as they can be. By and large, it’s the Gen-Xers who are managing them, and who are looking for help in understanding just what the Millennials are all about. Thus this article. I think you’ll find a fairly comprehensive treatment of Millennial employees.
Politics in America is hotting up and I’ve been curious to note that with all their charisma and pedigree the Clintons have started falling behind and even though Hillary did rally in New Hampshire primary they still trail Obama. Now I’m not into politics but what did interest me was what John Sviokla had to say on a new post in Harvard Business. He has identified that Hillary Clinton and Barack Obama treat their supporters differently. Clinton considers her backers as “customers†while Obama sees his supporters as “members†
It’s 40 years later! Prepare yourself for a year (or at least a few weeks) of breathless nostalgia as the Baby Boomers put on their misty eyes and remember back to one of their most defining years as young people (and just when you think it’s over, the 30 year reunion of the “summer of ‘69″ will be upon us next year).
Recent Comments