Digital and Generational Inclusion: A Real Question, a False Problem

When the topic of digital and generations comes up, preconceptions rush to mind: the young, tech-savvy, born with a smartphone in hand, versus older generations rich in experience but still finding their bearings in an increasingly virtual world. It's tempting to stop there — but the reality is quite different. Our ability to understand the stakes of digital transformation goes far beyond the year we were born. Let's use this opportunity to debunk the myth and uncover the real barriers to digital transformation in the workplace.

Habit: the barrier to change and the true driver of generational divides

Change is never simple, as managers know well: 39% of managers report difficulties stemming from resistance to change. This resistance is perfectly natural — familiarity with tools or working methods creates a comfort zone, and with it, a sense of confidence at work. From this perspective, change means taking a risk, which demands attention, time, and therefore money. But are we all equally equipped to handle change? It's easy to imagine a junior profile adapting faster to a new tool, simply because they haven't yet had time to build habits. Conversely, a senior manager accustomed to top-down management may take longer to thrive in an agile methodology where decisions are made more horizontally and management is more flexible. Whatever someone's profile, for change to happen smoothly, the employee needs to stay in a learning zone — as opposed to a panic zone — with minimal risk and a culture of experimentation. Whatever the speed of adaptation, it is the company's responsibility to provide the right environment.

Company culture: the engine of change

Company culture has an enormous influence on the behaviour of everyone in the organisation. Good managers alone aren't enough to shift the mindset of all employees. People need an environment that encourages risk-taking and personal development — one that neither punishes nor judges mistakes made in the course of learning. Company culture determines, for instance, how information is handled: is it transparent? Does it allow everyone to feel invested in the company's journey? Is sharing and mutual support encouraged? The people within an organisation aren't the only ones that need to change — the culture itself must lead the way.

Only once this groundwork is in place can you think about how the transition happens — beyond a simple question of generations. We often forget that agile methodologies have been around since 2001. Or that Google, frequently cited for its unconventional company culture, was founded by two members of Generation X (born in 1973). Conversely, young managers can be found in more traditional industries where technological innovation moves slowly and incrementally. It's only once the company culture has shifted that a change-oriented management approach becomes possible.

Curiosity has no age limit

"You are the product of your society," Bourdieu used to remind us. We can't deny the influence of our environment on our lives — all the more so when it comes to technology. On this point, generational differences do carry some weight: the place the internet has taken in our lives over the past 20 years has completely transformed our social fabric, our consumption habits, and our relationship to work. Older generations do need to adapt. But not being born at the right time isn't the end of the story. Your curiosity counts for a great deal — companies don't expect less tech-savvy employees to suddenly become software developers. Out of necessity, the tools and platforms we use today are becoming increasingly open and intuitive. The challenges of workplace digitalisation rest on a few key principles, but above all on a daily shift in mindset — a constant curiosity, whatever your age. Younger generations may have a head start and often act as digital ambassadors. But consider Bill Gates, well into his 60s, or Jeff Bezos just a decade younger, who both maintain a remarkable curiosity about technologies that could transform our daily lives. Learning is a discipline you can practise at any age.

Yes, generational inclusion forces us to ask questions about our approach to training. There's a kernel of truth in hasty generalizations: Generations Y — and soon Z — do have a head start on digital. But this has little bearing on companies' ability to help their people transform their working environment, or on employees' willingness to engage with the future of their jobs. An equation that still holds today — but one that risks gaining many more unknowns for future generations.