Multigenerational Collaboration: Rethinking Work, Learning and Inclusion in the Digital Age

Summary

This discussion focused on intergenerational collaboration in the workplace and the challenges posed by demographic changes in an aging society. The panel, moderated by Raymond Saner, brought together experts to examine how different generations can work together effectively while leveraging technology and addressing age-related vulnerabilities. Alejandro Bonilla-Garcia emphasized that demographic structural changes, which will alter 30-40% of population composition, represent an even greater challenge than climate change. He argued against the paternalistic concept of “leaving no one behind,” advocating instead for giving everyone the opportunity to move forward independently through intergenerational collaboration.

Bonilla-Garcia presented mathematical evidence that multi-age diversity improves results by combining youthful energy and innovation with the experience of older generations. He shared practical examples from the Coffee and Anne Foundation’s mentoring program, where senior professionals successfully mentor young changemakers globally. However, he expressed concern that current AI development is primarily profit-driven by private sectors, potentially undermining collaborative intentions. Professor Bettina Borisch addressed workplace health and well-being in intergenerational settings, noting that modern workplaces now accommodate five generations simultaneously, from silent generation traditionalists to Generation Z.

She emphasized that health is created in places where people live and work, making workplace culture crucial for well-being. Borisch stressed the importance of understanding each generation’s perspective and developing leadership skills appropriate for managing diverse age groups. Lichia Saner-Yiu discussed organizational culture and leadership challenges, highlighting concerns about old-age poverty and social isolation in increasingly digital work environments. She advocated for governance structures that leverage human capital from all age groups and encourage transparent dialogue about work-life phases. The panel concluded that while intergenerational collaboration presents significant opportunities for improved productivity and innovation, it requires deliberate cultural and structural changes to succeed effectively.

Keypoints

**Major Discussion Points:**

– **Demographic transformation and intergenerational collaboration**: The speakers emphasized that demographic changes (30-40% shifts in population structure) represent a more immediate challenge than climate change, requiring urgent attention to how different generations can work together effectively.

– **Multi-generational workplace dynamics**: The discussion focused on managing five generations simultaneously in modern workplaces (from silent generation to Gen Z), highlighting the mathematical proof that age diversity improves results when properly managed.

– **Knowledge transfer and mentoring systems**: Speakers explored how older workers can mentor younger employees while also learning from them, using examples like the Coffee and Anne Foundation Changemakers Program to demonstrate successful intergenerational partnerships.

– **Technology’s role in bridging or dividing generations**: The panel addressed how digital transformation and AI can either exclude older workers or be leveraged to create more inclusive, accessible workplace tools that benefit all age groups.

– **Workplace health and organizational culture**: Discussion of how workplaces must evolve beyond physical considerations to focus on mental and social environments that support all generations, addressing issues like old-age poverty and creating cultures of transparency and continuous learning.

**Overall Purpose:**

The discussion aimed to explore practical solutions for creating inclusive, multi-generational workplaces that leverage the strengths of all age groups while addressing challenges posed by demographic shifts, technological advancement, and aging populations. The panel sought to move beyond “leaving no one behind” to actively empowering all generations to contribute meaningfully.

**Overall Tone:**

The discussion maintained a professional yet urgent tone throughout, with speakers expressing both optimism about collaborative possibilities and concern about potential societal fractures. While acknowledging serious challenges (demographic changes, ageism, digital divides), the speakers remained solution-focused and drew on concrete examples of successful intergenerational programs. The tone became slightly rushed toward the end due to time constraints, but remained constructive and forward-looking.

Speakers

– **Raymond Saner**: Moderator/Chair of the session, appears to be involved in aging and ICT research, has been participating in WSIS since 2019

– **Alejandro Bonilla Garcia**: Dr., retired official actuarian from the ILO, currently chair of the UN NGO Committee on Aging, expertise in knowledge management and intergenerational collaboration

– **Lichia Saner-Yiu**: Dr., President of Center for Socioeconomic Development (Geneva-based organization created 32 years ago), focuses on aging, public health, and development, editor of recent publication on aging, economy and productivity, expertise in leadership and organizational culture

– **Vitalija Gaucaite**: Dr., retired chief of the population unit of UNECE, participated virtually

– **Bettina Borisch**: Dr., Professor emeritus of public health, based in Geneva with the Institute of Global Health and medical faculty of the University of Geneva, expertise in workplace health and well-being in intergenerational settings

**Additional speakers:**

– **Angus Yifan Yang**: Prof., from Chengdu, China, was scheduled to participate but couldn’t make it and wasn’t linked virtually

# Intergenerational Collaboration in the Workplace: Navigating Demographic Change and Digital Transformation

## Executive Summary

This panel discussion, moderated by Raymond Saner as part of the ongoing WSIS (World Summit on the Information Society) series, examined intergenerational collaboration in an evolving digital workplace. The session, which faced time constraints and technical difficulties, brought together experts to discuss how demographic changes and digital transformation are reshaping workplace dynamics across generations.

The discussion evolved from previous WSIS sessions focused on aging and ICT to broader societal questions about how different generations can work together effectively. Key themes included the urgency of demographic change, mathematical evidence for age diversity benefits, workplace health across generations, and the need for empowerment-based rather than paternalistic approaches to inclusion. Technical difficulties with virtual participation and strict time limits meant the session ended abruptly, with audience questions deferred to individual conversations with panelists.

## Key Participants and Their Contributions

**Raymond Saner** moderated the session, providing context about the WSIS participation since 2019 and the evolution from aging and ICT discussions to broader societal implications. **Dr. Alejandro Bonilla Garcia**, retired ILO official actuarian and current chair of the UN NGO Committee on Aging, presented on demographic change and intergenerational collaboration, arguing that demographic shifts represent a more immediate challenge than climate change. **Dr. Lijia Sano-Yu**, President of the Center for Socioeconomic Development (created 32 years ago), contributed insights on organizational culture and digital transformation, drawing from her role as editor of publications on aging, economy, and productivity.

**Dr. Bettina Borisch**, Professor emeritus of public health at the University of Geneva, discussed workplace health and well-being in multigenerational settings. **Dr. Vitalija Gaucaite**, retired chief of the population unit of UNECE, participated virtually despite technical difficulties to offer brief perspectives on labor market exclusion and digital transformation risks. **Professor Angus Yifan Yang** from Chengdu, China, was unable to attend and present as originally planned.

## The Demographic Imperative: An Urgent Challenge

Dr. Bonilla Garcia opened with a striking comparison, arguing that demographic structural changes represent a more immediate threat than climate change. While climate change might alter global temperatures by one to two degrees, he noted that demographic changes will transform 30-40% of population composition in many countries. “I don’t know if I’m an optimist really badly informed or a pessimist well informed,” he remarked, but emphasized that these demographic shifts affect all sectors and require immediate attention.

This demographic transformation creates both challenges and opportunities for workplace organization. Bonilla Garcia emphasized that aging populations represent vast repositories of knowledge and experience that, when properly integrated with younger generations, can produce superior outcomes. The key is shifting perspective from viewing demographic change as a burden to recognizing it as a potential competitive advantage for organizations that can effectively manage intergenerational collaboration.

## Mathematical Evidence for Age Diversity Benefits

One of Bonilla Garcia’s key contributions was citing mathematical proof demonstrating that age diversity improves workplace results. He explained that when tests are conducted with single age cohorts, each produces specific results, but when these cohorts are mixed, the combined result significantly exceeds either individual outcome. This improvement occurs because collaboration “combines the knowledge, the excellence, and the possibility of the youth with the experience of other generations.”

This mathematical evidence transforms intergenerational workplace collaboration from a social justice issue into a business efficiency imperative. Organizations failing to leverage multi-generational teams operate at a mathematical disadvantage compared to those that successfully integrate different age groups. Bonilla Garcia illustrated this through examples from the Coffee and Anne Foundation’s work, where senior professionals mentor young changemakers globally, demonstrating real-world applications of age diversity benefits.

## Workplace Health Across Generations

Dr. Borisch introduced crucial perspectives on workplace health that extend beyond physical safety to encompass mental and social well-being across generations. Drawing on John Lennon’s observation, she noted: “John Lennon has said once, life is what happens to you while you are busy doing other things. And we say health is what happens to you while you are busy doing other things.” She emphasized that “health is created in the places where we live, work and love.”

Borisch highlighted the unprecedented challenge facing modern workplace leaders: managing five generations simultaneously. This multi-generational workforce requires fundamentally different leadership approaches compared to traditional workplace management strategies. She emphasized that “multigenerational workplaces can be extremely productive when leaders build corporate culture capitalising on each generation’s strengths.”

The shift towards digital and AI-enabled work environments has made mental and social workplace considerations increasingly important. Different generations may have varying needs for social interaction, technological support, learning opportunities, and work-life integration, requiring workplace designs that accommodate the health and well-being needs of all age groups simultaneously.

## Digital Transformation and Generational Integration

Dr. Sano-Yu raised fundamental questions about digital transformation’s impact on intergenerational collaboration. She questioned whether “digitality, by definition, is making everything before we go digital obsolete. Is that really the right way of thinking about it?” This observation challenges assumptions that technological advancement necessarily requires abandoning previous methods and knowledge systems.

The discussion identified key challenges related to technology and generational integration. Rapid technological change could exclude older workers who may require different types of training and support. Additionally, profit-driven AI development by private sector entities may prioritize efficiency over inclusivity, potentially undermining collaborative intentions.

However, technology also presents opportunities for intergenerational collaboration through knowledge transfer facilitation, flexible work arrangements, and new forms of mentorship that transcend geographical boundaries. Sano-Yu advocated for new conceptual frameworks that merge online and offline work realities rather than viewing them as competing approaches.

## Labor Market Risks and Digital Exclusion

Despite technical difficulties, Dr. Gaucaite contributed important perspectives on labor market exclusion risks. She briefly addressed how digital transformation can create new barriers for certain age groups, particularly those lacking digital skills or access. Her virtual participation, though limited by microphone issues, highlighted the practical challenges of digital inclusion even in professional settings.

The discussion acknowledged that while technology can enable continued participation for older adults, it can also create new forms of exclusion. The panel emphasized ensuring that technological advancement does not create “unbreachable barriers” that exclude certain age groups or socioeconomic classes.

## Critique of Paternalistic Inclusion Approaches

One of the most thought-provoking aspects was Bonilla Garcia’s critique of mainstream inclusion frameworks, particularly the “leaving no one behind” principle. He argued this approach is “a little bit paternalistic” because “it’s like if someone had the initiative and I might take you or not take you or forget you or not forget you.”

Instead, he advocated for empowerment-based approaches: “I think that the important thing is giving everybody, every woman and men, the opportunity to walk up front by themselves.” This perspective shifts focus from protective inclusion to empowering participation, recognizing the agency and potential contributions of all age groups rather than positioning some as needing protection.

This philosophical shift has significant implications for policy development and organizational strategy, moving from special accommodations toward universally accessible and empowering systems that enable all generations to participate fully and contribute their unique strengths.

## Organizational Culture and Leadership Transformation

The discussion revealed that successful intergenerational collaboration requires fundamental changes in organizational culture and leadership approaches. Sano-Yu emphasized the importance of transparent dialogue about work life phases, noting that many organizations avoid discussing aging, career transitions, and life changes in professional settings.

Creating cultures where employees can openly discuss their career stages, learning needs, and life transitions enables more effective planning and support systems. This requires moving beyond traditional mentoring models toward bidirectional learning relationships where both parties acknowledge knowledge gaps and learning opportunities.

The leadership challenge extends beyond managing diverse teams to creating environments where different generations can learn from each other effectively while addressing unconscious biases and stereotypes about different age groups.

## Implementation Challenges and Systemic Barriers

Despite compelling evidence for intergenerational collaboration, the panel acknowledged significant systemic challenges. Bonilla Garcia noted that “the problem that we face now is a problem on the real side. Are we willing to do it? Now everything is fraction. Everything is me, my country, now. And that doesn’t really make sense.”

This highlights tension between collaborative, long-term thinking required for effective intergenerational collaboration and the fragmented, short-term focus characterizing much contemporary decision-making. The challenge is not merely technical or organizational but fundamentally political and cultural.

Concerns about profit-driven development, particularly in AI and technology sectors, may prioritize efficiency and cost reduction over inclusive collaboration. Skills misalignment between retiring workforce capabilities and future needs for younger workers creates additional complexity requiring better integration of knowledge transfer with future-relevant skill development.

## Time Constraints and Session Conclusion

The session faced significant time constraints, with Saner noting they needed to end “at quarter to six, Swiss time.” This rushed conclusion meant that audience questions were deferred to individual conversations with panelists after the session. The abbreviated format and technical difficulties with virtual participation highlighted some of the practical challenges of conducting intergenerational collaboration discussions in digital formats.

## Key Recommendations and Future Directions

Based on the discussion, several recommendations emerged for advancing intergenerational collaboration. Organizations need to develop corporate cultures that actively capitalize on each generation’s strengths in multigenerational workplaces, moving beyond tolerance of differences to strategic integration of diverse capabilities.

The panel recommended creating new conceptual frameworks that better merge online and offline work realities, ensuring digital transformation enhances rather than replaces valuable pre-digital knowledge and practices. Encouraging transparent dialogue on work life phases emerged as crucial for addressing isolation and connectivity challenges.

Technology development should focus on improving effectiveness rather than just efficiency, incorporating learning tools and workplace flexibility that benefit all age groups while ensuring accessibility across different technological competency levels.

## Conclusion

The discussion demonstrated that intergenerational collaboration represents both significant opportunity and critical challenge for contemporary organizations. The mathematical evidence for age diversity benefits, combined with practical examples of successful programs, shows that effective collaboration across generations is strategically advantageous.

However, realizing these benefits requires fundamental changes in organizational culture, leadership approaches, and societal attitudes toward aging and technological change. The shift from paternalistic inclusion models to empowerment-based collaboration represents a significant philosophical change with practical implications for policy and organizational strategy.

The urgency of demographic change suggests these issues require coordinated, systematic responses rather than gradual adaptation. Success will ultimately depend on society’s willingness to move beyond fragmented thinking toward collaborative approaches that leverage all generations’ strengths, though the session’s time constraints and technical difficulties served as reminders of the practical challenges involved in implementing such collaboration.

Raymond Saner: We were just reminded that it’s going to be ending at a quarter to six. So the time is running and it’s Swiss time. It has to be sharp. I’ll be very sharp and very close and I’d like to just briefly mention the following. The people who are sitting here with me at the table and two who unfortunately couldn’t make it, we’ve been participating in the WSIS before. Actually 2019 I was the first to propose to do something about aging and ICT and this has taken off very well and many other people are doing and organizing sessions about aging and ICT. As we went through these sessions and also doing our own research and publications we also wanted to broaden this whole discussion and while of course it’s very important to look at palliative care, to take care of people who need help, we also wanted to put this into the context of society, the economy, old, young, seniors, juniors and what could be thought as solutions which will take care of the needs of both ends of the generational development. So I have with me the ones that are part of the table right now and you have on my very left is Dr. Bettina Borisch. She is professor emeritus of public health, is based here in Geneva and is with the Institute of Global Health but particularly with the medical faculty of the University of Geneva. And to my right sits Dr. Alejandro Bonilla-Garcia. He is a retired official actuarian from the ILO and currently the chair of the UN NGO Committee on Aging. And on my very left, in Geneva, yeah, in Geneva, not in New York, right? Okay. On my very left is my very good better half and partner, Dr. Lijia Sano-Yu, who is the president of an organization that we created 32 years ago. It’s called Center for Socioeconomic Development, based here in Geneva. And we focus, among other things, on aging, on public health, but also on particularly on development. And just one last point about introductions. You see pages over there on the left. That’s a summary of a recent publication where she was the editor, looking at not only aging as such, but also at the economy and productivity and how could this be best put into a larger context. Not with us, but here in person is Dr. Vitalia Gauzite. She is the retired chief of the population unit of UNECE. I’m not sure whether it’s working, she can attend. Okay, she is virtually present. That’s wonderful, Vitalia, that you could join us. But on the other hand, our colleague, Prof. Angus Yifan Yang from Chengdu in China, he couldn’t make it and we’re not linked with him, so he cannot make his presentation. So enough talk for my side. I would immediately now hand over to the first speaker. And that’s Vitalia. So would you be able to connect her? There’s a video. Yeah, there’s a video. It’s about the sound, yeah. Mm-hmm. Yeah, did it work? Okay. Okay, maybe you can check a while the first speaker takes over now. Can you at the same time verify maybe you could find some sound for her? Yes? All right. So because of this time limit, I hand over now to Alejandro, and he will be speaking about knowledge management and intergenerational collaboration, looking at the mentoring, coaching, and mutual learning aspects of such mutual multigenerational collaboration. Alejandro, it’s all yours.

Alejandro Bonilla Garcia: Good afternoon, everyone. It’s really a pleasure to be here, and thank you very much for being interested in the subject. I wonder if I can have the presentation. The one that says Alejandro. Otherwise, don’t worry, I have my notes here. Okay, but let’s see it, okay? Yes. Actually, I have my stick. I gave it to you. Okay, looks like it’s coming. Okay. Yes, the next one, next, next, next. Continue, continue, continue. Can you make that a bit bigger? Further. That one, that one. Yes, well, we don’t have that much time, and I really don’t know if I’m an optimist really badly informed or a pessimist well informed. I see that everybody is extremely concerned and rightfully concerned about climate change, because climate change will change one or two degrees in the next years. But what if I told you that demographic structure, not only aging, demographic structure in many countries will change 30 to 40 percent? To me, that’s even more threatening and even much more important to take care of, because its people are the subjects of our interest. The environment is really very important, but the subjects of our interest will change completely. So, of course, I’m really very much focused myself on aging, which represents a challenge, but the whole change of the structure, I really think that it’s really the matter that we have to address, because nothing will remain the same. The number of children that have to go to school will change. The number of working people in the formal sector will change, and the number of retirees that will have will change. And, of course, we have heard many, many times during these days, leaving no one behind. But frankly, I don’t like it that much, because I found it, and I mentioned this to everybody who wants to hear me, it’s a little bit paternalistic. It’s like if someone had the initiative and I might take you or not take you or forget you or not forget you. I think that the important thing is giving everybody, every woman and men, the opportunity to walk up front by themselves, by themselves. And to me, this demographic change and this intention, intentionality, to have everybody with the capacity to move up front, it really makes sense that we work together. I do not see any demographic process that could not consider all generations. I do not see any commercial venture that do not see all the changes that will happen. I do not see any health system that will not consider the changes. It frankly would not make sense. And there is a mathematical proof, it has been proven mathematically, that diversity improves the results. We are really very much familiar with multi-sectoral diversity. But multi-age diversity improves the result. And there is proof about that, mathematical proof. When tests have been done with a single cohort of age, you get X result. With another cohort of age, Y result. But if you mix them, you improve the results and you get a Z result that is much better than X and Y. Because you combine the knowledge, the excellence, and then possibly of the youth with the experience of the other generations. So it really makes developmental sense and it makes efficiency sense. But there is, always when I attend this kind of gatherings and conferences, of course, there is an air of optimism, optimism, we will do, and we will do, and we will do. But there is a danger, if we do not address the issues, we will increase gaps, as it was mentioned here. We will increase inequalities. The world will not be more efficient, will be more dramatic. And the problem, I think, is not technical, and the problem is not really academic. I think that the problem that we face now is a problem on the real side. Are we willing to do it? Now everything is fraction. Everything is me, my country, now. And that doesn’t really make sense. So leaving no one behind is one thing, but I think in the world right now is leaving no profit behind. And I’m really, really very, very worried that we all have very good intentions to put together the different generations. But the development of AI in many countries is from the private sector for profit. So there are really very few that are doing it without any kind of profit. So I think that the real challenge that we have now is to really put into the agenda the intergenerational collaboration, the intergenerational issues, the demographic changes of the subject, and the results and the impact that we’re going to have in the subjects. There is no theory. This is not utopia. I have been personally participating in the Coffee and Anne Foundation Changemakers Program. They choose from 400 changemakers, young changemakers in the whole world, 12 to 14 every year, to be mentored by a senior, by an older person, myself and my colleagues from former UN. The result is really amazing. And it starts with, they don’t know what they don’t know, and I don’t know what I don’t know. So when we put together, we say, well, now we’re finding out that we can work together. And we have built such a good relation that I still have my mentees from four or five years ago, and we continue to have a very, what I think it’s a very nice, but possibly more importantly for them and for the project, more productive relation. So this kind of diversity can happen. And we are not a long example at the Coffee and Anne Foundation, at us, at the NGO Committee on Aging, but I know that there are many champions out here, there are many exhibitions, that collaboration between generations works, makes sense, and it’s feasible. Well, thank you.

Raymond Saner: Thank you very much, Alejandro.

Vitalija Gaucaite: In some instances, these developments have put some population groups at risk of exclusion from the labour market, or left to commit to the practices of the past. And that’s been seen as an alteration, particularly, these groups are even more at risk when facing a digital transformation of today that affects all labour sectors and may leave them further behind, combined with an increasingly uncertain geopolitical situation, and on the portrayals of worse environmental degradation and health threats like pandemic, that may move the price maker’s attention to different priorities. All the workers and youth might end up in worse situations still. In this background, stronger labour market participation and active agencies acquire particular importance, and also in the life of the observed labour shortages, for instance, in Europe. Thank you. How’s everybody doing? What do you think about this project?

Raymond Saner: Does it make sense that necessarily the retiring workforce, their skills might not anymore be the ones that the young should pick up for the future? So what is it that the young should be able to learn? And to some extent it is alarming within the European context that it seems that the younger workforce doesn’t have yet either enough skills or which partially because of age one could understand but they are not necessarily introduced into a work environment where they can participate and learn to pick up the skills that are needed for the future. I think we need to do more work on that but now being mindful of time that we have left I’d like to pass the word over to my left to Professor Bettina Borisch. Bettina, please take over.

Bettina Borisch: Thank you for having me. I’m honoured to be with you. Let me start. I’m the person from public health and from the health side. I have been asked to talk about the workplace, health and well-being at the workplace in an intergenerational setting. I would like to start with John Lennon. John Lennon has said once, life is what happens to you while you are busy doing other things. And we say health is what happens to you while you are busy doing other things. At public health, we know that health is created not in the hospital. There is where we take care of diseases. Health is created in the places where we live, work and love. And this has been the basic knowledge in public health. And it comes already with the Ottawa Charter back to 1986, where we say that the patterns of how we live, work and have leisure time, they impact our health. And so workplaces and leisure places should be a source of health, of good health. For people. And the way how society organises work and life outside work or in between should help create healthy societies. Now we want here to talk about the workplace in the intergenerational setting. And indeed, the workplace of today has expanded like never before. We have never lived in a society where two generations in parallel are already in retirement. And active people take care of parents and grandparents at the same time. Never has happened like this, for example. And as Alejandro said, things are as they will not remain the same. So the workplace of today is characterised by five generations in parallel at the same workplace. And this means from the, some call them the silent generation or the trans-traditionalists born before 45 up to the Generation Z, Gen Z born around 95 and the Gen Alpha soon to enter the workplace. That’s where we are today. And if we want to have this workplace really fit for all of them, I think we have to think of the fact that work is positive for your health. In the case that people who are a long time without work start to have a depression, they start to have other health issues. And a certain way of good work is good for your health. But we have to actively make the workplace a good workplace. And I think for the question how the workplace can be a good workplace for all these generations at the same time, first for me is understanding everyone’s perspective. And I like Alejandro’s, I don’t know what I don’t know and they don’t know what they don’t know. So the first thing is understanding this non-knowing. And then come two, three other points. We have to know how to lead. It’s completely different leadership if you have five generations in the same place. And we have to learn to listen in a quite different way to one another. And please, we have to meet the people where they are and who they are. And that’s not easy, because if you are with one generation or two, it’s very homogeneous. You just already know whom you’re going to meet tomorrow at work, but it will be different if there are five generations. So, to conclude, I would say we all here worked with the ISO document on the intergenerational AI and so forth at the workplace. And for sure, our workplace is using AI. It’s the tool we are all using, more or less, better or less. Very importantly, I think they say it is in former times in the industrialization very much the physical setting up of your workplace that was important. I think more and more now it is the mental and social setup of your workplace, because if work has to be a place for good health, then the mental and social impacts are very important. And that’s the same way with using AI during your work. And I would like to say and come back to again what Alejandro said at the beginning, diversity improves all results. And I think we have a great chance that multigenerational workplaces can be extremely productive and dynamic, provided that leaders build a corporate culture that capitalizes on the strengths of each individual from every generation. And that’s where I would like to thank you and conclude.

Raymond Saner: Thank you very much, Bettina. Wonderful presentation. And I think I will just hand over immediately now to Lijia, who in a way is continuing of what you said before that the workplace is changing. And she is going to talk about leadership and organizational culture. And I know and I see we have actually six minutes left. I’m very sorry about that. I would have loved to have more of you given to the opportunity to ask questions to our speakers. But Lijia,

Lichia Saner-Yiu: are you ready? I will be very fast. All right. I’m really glad that we switched the sequence because I think I follow you very well. Maybe you want to sit over here. No, that’s OK. No. Because I think the challenge is really to think physically, to move to more social, spiritual and psychological. And of course, you know, we just listened to the session about virtual reality and metaverse world and the cityverse. So I think more and more we will find ourselves actually working, living or even loving in isolation rather than together. And so how do we sort of think about the culture in the workplace that could facilitate, you know, sort of collaboration, connectivity and some form of intimacy across generations? You know, because I think we can recognize five generations in the workplace is wonderful. Nevertheless, like most of our group, we start to experiencing loss. And how do we continue sort of moving forward while some of our old teammates or comrades are actually being left behind, not by will, but by reality? So I would like to just say something about, you know, how can we think about organizational culture that we could support multigenerational workplace? A few terms, because I think it is important. Old age poverty, it’s not only about money, but it’s also about, you know, sort of the social capital, the human connection. And I think, you know, this is really sort of a very serious issue. And contributing to this is the norms about aging, ageism, reduced earning opportunities, absence of non-contributory pensions, and inadequate pensions, rising care costs. This is according to the UN Human Rights Council’s definition. And I think what we need to remember is lower income brackets during their lifetime when they receive the pension, if they’re already living very close to poverty line, one can imagine they won’t be able to make it. And so the society is saying your family should take care of you. But if we have a lifestyle like what we have observed today, more and more, you know, sort of the individuals without spouse or without children. So that is a challenge. And digitality, I think it is very interesting because by definition, it is making everything before we go digital obsolete. Is that really the right way of thinking about it? So we need to have a new conceptual framework that better merge the online and offline work in reality. And how, you know, we need to start doing that. And we were invited, reminded that we are at designing planning stage of the future world. So we are not too late yet. So the question is, how can work organization contribute to the alleviation of old age poverty and other vulnerabilities? And I think, you know, what we could look at is think about the governance structure. How can also we can think about how to leverage human capitals brought by all age groups that would include taxing knowledge, organizational memory, thinking outside of the box, creativity and adaptability, just for a few example. And the share of diverse worker and employee achievements, which Alejandro was mentioning it earlier, saying diversity does improve performance. And also I think, you know, what we could think of is more to do more is to encourage more transparent dialogue on work life phases. You know, oftentimes the idea about things, you know, being independent and not to become dependent and not to sort of creating problems for our friends, our group, we tend to keep certain things very private. And maybe this is something we need to start thinking about sharing some of these worries and thoughts could be useful. The last part point, which is connected to this thesis theme is about technology. So how can we sort of work on and start to adopt and encourage more and able continue the workplace learning and engagement type of networks? I gave you a few examples and things that the PowerPoint will be presented online. So you can hopefully you can visit and look at, you know, the examples from Siemens, from Hitachi, from a Finnish Institute of Occupational Health and Companies on Smart Digital Tools. And these are giving some really interesting new ideas and the results. And so let me just conclude by saying this. When we think of technology, we could think of the functions they will have and the different applications and potential benefits. So today, what we need to do is to think about not only about improving efficiency, but about improving effectiveness. As Bettina was saying, work is such an important contributor to health. So how can we use, you know, the learning tools, the workplace flexibility tools, and also strengthen more easy and affordable? I have to underline that accessible interfaces to make sure that technology is indeed contributing to the positive things of our life, rather than it becomes another unbreachable barriers.

Raymond Saner: So thank you for that. Okay, thank you very much. I think we should applaud the whole panel, because it is time to end. If, of course, you have questions, please come to the panelists and address them directly. I’m very sorry that we had some technical problems, which which actually took away some time for quality interactions. But thank you for coming and see you again. Bye-bye. So we should take a picture. Yes, I think we have to call on a picture. Can we turn on the lights, please? Yeah, yeah.

Agreement points

Diversity and multigenerational collaboration improve performance and results

Speakers

– Alejandro Bonilla Garcia
– Bettina Borisch

Arguments

Mathematical proof shows that multi-age diversity improves results by combining youth excellence with generational experience

Multigenerational workplaces can be extremely productive when leaders build corporate culture capitalizing on each generation’s strengths

Summary

Both speakers strongly advocate that diversity across age groups mathematically and practically improves outcomes, with Bonilla Garcia providing mathematical proof and Borisch emphasizing the productivity potential of multigenerational workplaces when properly managed.

Topics

Future of work | Interdisciplinary approaches

Technology should serve human needs rather than create barriers

Speakers

– Alejandro Bonilla Garcia
– Lichia Saner-Yiu

Arguments

AI development driven by private sector profit motives poses challenges to inclusive intergenerational collaboration

Technology should focus on improving effectiveness, not just efficiency, through learning tools and workplace flexibility

Summary

Both speakers express concern about technology development being driven by profit rather than human benefit, advocating for technology that enhances human collaboration and effectiveness rather than creating exclusion or barriers.

Topics

Future of work | Digital access | Digital business models

Workplace transformation requires new approaches to leadership and culture

Speakers

– Bettina Borisch
– Lichia Saner-Yiu

Arguments

Modern workplaces contain five generations simultaneously, requiring different leadership approaches

Digital transformation risks making everything pre-digital obsolete, requiring new conceptual frameworks merging online and offline work

Summary

Both speakers recognize that fundamental changes in workplace demographics and digitalization require entirely new approaches to leadership, culture, and organizational frameworks to accommodate multiple generations and digital-physical integration.

Topics

Future of work | Digital identities | Interdisciplinary approaches

Similar viewpoints

Both speakers view workplaces as fundamental environments that shape human well-being and social outcomes, extending beyond mere productivity to encompass health, social connection, and addressing societal challenges like aging and poverty.

Speakers

– Bettina Borisch
– Lichia Saner-Yiu

Arguments

Health is created in places where we live, work and love, making workplaces crucial for well-being

Work organizations can contribute to alleviating old age poverty through better governance structures and leveraging human capital from all age groups

Topics

Future of work | Human rights principles | Rights of persons with disabilities

Both speakers emphasize the urgency of addressing demographic transitions and skill mismatches, recognizing that traditional approaches to workforce development and generational transition are inadequate for current challenges.

Speakers

– Alejandro Bonilla Garcia
– Raymond Saner

Arguments

Demographic structure changes (30-40%) are more threatening than climate change and require urgent attention

Retiring workforce skills may not align with future needs, requiring better integration of young workers into learning environments

Topics

Future of work | Development | Capacity development

Unexpected consensus

Critique of paternalistic approaches to inclusion

Speakers

– Alejandro Bonilla Garcia
– Lichia Saner-Yiu

Arguments

The current focus on ‘leaving no one behind’ is paternalistic; instead, everyone should have opportunities to move forward independently

Transparent dialogue on work life phases is needed to address isolation and connectivity challenges

Explanation

Unexpectedly, both speakers critique well-intentioned inclusion efforts as potentially paternalistic, advocating instead for empowerment and transparent dialogue that respects individual agency while addressing systemic barriers.

Topics

Human rights principles | Future of work

Mental and social dimensions becoming more important than technical solutions

Speakers

– Bettina Borisch
– Lichia Saner-Yiu

Arguments

Mental and social workplace setup is becoming more important than physical setup in the AI era

Digital transformation risks making everything pre-digital obsolete, requiring new conceptual frameworks merging online and offline work

Explanation

Both speakers unexpectedly converge on the idea that as technology advances, the human, social, and psychological aspects of work become more critical than technical infrastructure, suggesting a humanistic turn in digital transformation.

Topics

Future of work | Digital identities | Online education

Overall assessment

Summary

The speakers demonstrate strong consensus on the value of intergenerational collaboration, the need for human-centered technology development, and the importance of workplace transformation that prioritizes social and psychological well-being alongside productivity.

Consensus level

High level of consensus with complementary expertise – the speakers approach the same fundamental challenges from different disciplinary perspectives (actuarial/policy, public health, organizational development, and development studies) but arrive at remarkably similar conclusions about the need for inclusive, human-centered approaches to demographic and technological change. This convergence suggests robust evidence for their shared recommendations and indicates potential for effective interdisciplinary collaboration on aging and ICT initiatives.

Different viewpoints

Approach to inclusion and empowerment

Speakers

– Alejandro Bonilla Garcia

Arguments

The current focus on “leaving no one behind” is paternalistic; instead, everyone should have opportunities to move forward independently

Summary

Bonilla Garcia explicitly criticizes the widely accepted “leaving no one behind” framework as paternalistic, advocating instead for independent empowerment. Other speakers don’t directly address this critique, suggesting potential disagreement with this fundamental approach to inclusion.

Topics

Human rights principles | Inclusive finance

Primary threat assessment – demographic vs climate change

Speakers

– Alejandro Bonilla Garcia

Arguments

Demographic structure changes (30-40%) are more threatening than climate change and require urgent attention

Summary

Bonilla Garcia argues that demographic changes are more threatening than climate change, which goes against mainstream prioritization. Other speakers don’t engage with this comparative threat assessment, suggesting potential disagreement on priority setting.

Topics

Development | Future of work

Technology’s relationship with the past

Speakers

– Lichia Saner-Yiu

Arguments

Digital transformation risks making everything pre-digital obsolete, requiring new conceptual frameworks merging online and offline work

Summary

Saner-Yiu questions whether digitality should make everything pre-digital obsolete, advocating for integration rather than replacement. This contrasts with typical digital transformation narratives that other speakers don’t explicitly challenge.

Topics

Future of work | Digital identities

Unexpected differences

Critique of mainstream inclusion framework

Speakers

– Alejandro Bonilla Garcia

Arguments

The current focus on “leaving no one behind” is paternalistic; instead, everyone should have opportunities to move forward independently

Explanation

Unexpected because the panel was focused on intergenerational collaboration, yet Bonilla Garcia directly challenges a fundamental UN/development community principle that other speakers implicitly accept. This philosophical disagreement about empowerment approaches was not anticipated in a technical discussion about aging and ICT.

Topics

Human rights principles | Inclusive finance

Private sector profit motives in AI development

Speakers

– Alejandro Bonilla Garcia

Arguments

AI development driven by private sector profit motives poses challenges to inclusive intergenerational collaboration

Explanation

Unexpected because while other speakers discuss technical and organizational aspects of AI integration, Bonilla Garcia raises fundamental concerns about profit-driven AI development that could undermine intergenerational collaboration goals. This systemic critique stands apart from other speakers’ more operational approaches.

Topics

Future of work | Digital business models

Overall assessment

Summary

The disagreements are primarily philosophical and strategic rather than technical, focusing on fundamental approaches to inclusion, threat prioritization, and technology integration. Most speakers share common goals around intergenerational collaboration but differ on methods and underlying frameworks.

Disagreement level

Moderate disagreement level with significant implications. While speakers agree on the importance of intergenerational collaboration, the philosophical differences about empowerment approaches, priority setting, and systemic concerns about profit-driven development could lead to fundamentally different policy recommendations and implementation strategies. These disagreements suggest deeper tensions between technical solutions and systemic reform approaches.

Partial agreements

Similar viewpoints

Both speakers view workplaces as fundamental environments that shape human well-being and social outcomes, extending beyond mere productivity to encompass health, social connection, and addressing societal challenges like aging and poverty.

Speakers

– Bettina Borisch
– Lichia Saner-Yiu

Arguments

Health is created in places where we live, work and love, making workplaces crucial for well-being

Work organizations can contribute to alleviating old age poverty through better governance structures and leveraging human capital from all age groups

Topics

Future of work | Human rights principles | Rights of persons with disabilities

Both speakers emphasize the urgency of addressing demographic transitions and skill mismatches, recognizing that traditional approaches to workforce development and generational transition are inadequate for current challenges.

Speakers

– Alejandro Bonilla Garcia
– Raymond Saner

Arguments

Demographic structure changes (30-40%) are more threatening than climate change and require urgent attention

Retiring workforce skills may not align with future needs, requiring better integration of young workers into learning environments

Topics

Future of work | Development | Capacity development

Key takeaways

Demographic structural changes (30-40%) pose a greater threat than climate change and require urgent attention across all sectors including education, healthcare, and commerce

Mathematical evidence proves that multi-age diversity in workplaces produces superior results by combining youth excellence with generational experience

Modern workplaces now contain five generations simultaneously (from silent generation to Gen Z), requiring fundamentally different leadership approaches and corporate cultures

Health is created in workplaces through mental and social setup rather than just physical infrastructure, making intergenerational workplace design crucial for well-being

Digital transformation risks creating obsolescence of pre-digital knowledge and skills, necessitating new frameworks that merge online and offline work realities

Successful intergenerational collaboration is achievable as demonstrated by real-world mentoring programs, but requires moving beyond paternalistic ‘leaving no one behind’ approaches to empowering all generations

Work organizations can help alleviate old age poverty through better governance structures that leverage human capital from all age groups and encourage transparent dialogue about work life phases

Resolutions and action items

Put intergenerational collaboration and demographic changes prominently on policy agendas

Develop corporate cultures that capitalize on strengths of each generation in multigenerational workplaces

Create new conceptual frameworks that better merge online and offline work realities

Encourage transparent dialogue on work life phases to address isolation and connectivity challenges

Focus technology development on improving effectiveness rather than just efficiency through learning tools and workplace flexibility

Make presentations and examples available online for further reference and study

Unresolved issues

How to address the misalignment between retiring workforce skills and future needs for younger workers

How to counter the profit-driven AI development by private sector that may hinder inclusive intergenerational collaboration

How to better integrate young workers into learning environments where they can acquire future-relevant skills

How to create affordable and accessible technology interfaces that don’t become barriers

How to address the challenge of individuals without spouse or children facing old age poverty when traditional family support systems are unavailable

How to balance the need for digital transformation while preserving valuable pre-digital knowledge and experience

Suggested compromises

Adopt a balanced approach that recognizes both the innovation potential of youth and the experience value of older generations rather than viewing them as competing forces

Develop technology solutions that improve both efficiency and effectiveness rather than focusing solely on one aspect

Create workplace policies that accommodate the needs of all five generations simultaneously rather than favoring any single age group

Establish mentoring relationships that are bidirectional, acknowledging that both mentors and mentees have knowledge gaps (‘they don’t know what they don’t know, and I don’t know what I don’t know’)

I wonder if I can have the presentation… I really don’t know if I’m an optimist really badly informed or a pessimist well informed. I see that everybody is extremely concerned and rightfully concerned about climate change, because climate change will change one or two degrees in the next years. But what if I told you that demographic structure, not only aging, demographic structure in many countries will change 30 to 40 percent? To me, that’s even more threatening and even much more important to take care of, because its people are the subjects of our interest.

Speaker

Alejandro Bonilla Garcia

Reason

This comment is profoundly thought-provoking because it reframes the entire discussion by comparing demographic change to climate change – two of the most pressing global issues. By quantifying the impact (30-40% demographic change vs 1-2 degree climate change), Alejandro challenges the audience’s priorities and suggests that demographic transformation may be an even more urgent crisis than climate change.

Impact

This comment fundamentally shifted the discussion’s urgency and scope. It moved the conversation from a technical discussion about aging and ICT to a broader societal crisis framework, establishing demographic change as an existential challenge that requires immediate attention. It set the tone for all subsequent speakers to address intergenerational issues as critical societal imperatives rather than nice-to-have improvements.

Of course, we have heard many, many times during these days, leaving no one behind. But frankly, I don’t like it that much, because I found it… it’s a little bit paternalistic. It’s like if someone had the initiative and I might take you or not take you or forget you or not forget you. I think that the important thing is giving everybody, every woman and men, the opportunity to walk up front by themselves, by themselves.

Speaker

Alejandro Bonilla Garcia

Reason

This is a brilliant critique of one of the UN’s most prominent slogans. Alejandro exposes the inherent paternalism in ‘leaving no one behind’ – suggesting it implies some groups have the power to include or exclude others. His alternative framing of empowerment (‘walk up front by themselves’) fundamentally challenges how we think about inclusion and agency.

Impact

This comment introduced a critical philosophical shift in how the panel approached solutions. Instead of discussing how to help older workers adapt to new technologies, the conversation pivoted toward how to create systems that empower all generations to lead and contribute actively. It challenged the underlying assumptions about who has agency in intergenerational collaboration.

There is a mathematical proof, it has been proven mathematically, that diversity improves the results… When tests have been done with a single cohort of age, you get X result. With another cohort of age, Y result. But if you mix them, you improve the results and you get a Z result that is much better than X and Y. Because you combine the knowledge, the excellence, and then possibly of the youth with the experience of the other generations.

Speaker

Alejandro Bonilla Garcia

Reason

This comment transforms the intergenerational workplace discussion from a moral or social justice issue into a business and efficiency imperative. By citing mathematical proof, Alejandro provides concrete evidence that multigenerational collaboration isn’t just ethically right – it’s strategically superior.

Impact

This shifted the entire panel’s approach from advocacy to evidence-based argumentation. Subsequent speakers, particularly Bettina Borisch, built upon this foundation by discussing how to practically implement multigenerational workplaces. It moved the conversation from ‘why we should’ to ‘how we can’ create intergenerational collaboration.

I think that the problem that we face now is a problem on the real side. Are we willing to do it? Now everything is fraction. Everything is me, my country, now. And that doesn’t really make sense… I think in the world right now is leaving no profit behind.

Speaker

Alejandro Bonilla Garcia

Reason

This comment cuts through the technical and academic discussion to identify the core barrier: political will and societal fragmentation. His wordplay on ‘leaving no profit behind’ versus ‘leaving no one behind’ brilliantly captures how economic interests may be undermining social cohesion and intergenerational solidarity.

Impact

This comment introduced a sobering reality check that influenced the entire panel’s tone. It acknowledged that despite having solutions and evidence, implementation faces fundamental political and economic obstacles. This led other speakers to address practical challenges more directly rather than focusing solely on idealistic solutions.

John Lennon has said once, life is what happens to you while you are busy doing other things. And we say health is what happens to you while you are busy doing other things. At public health, we know that health is created not in the hospital. There is where we take care of diseases. Health is created in the places where we live, work and love.

Speaker

Bettina Borisch

Reason

This comment brilliantly reframes workplace health by adapting a famous John Lennon quote. It shifts the discussion from treating workplace problems to preventing them by recognizing that health is fundamentally created through daily life experiences, particularly work environments.

Impact

This comment expanded the discussion beyond technical skills and productivity to encompass holistic well-being. It connected intergenerational workplace issues to broader public health outcomes, adding a new dimension to why multigenerational collaboration matters – not just for efficiency, but for societal health.

Old age poverty, it’s not only about money, but it’s also about, you know, sort of the social capital, the human connection… And digitality, I think it is very interesting because by definition, it is making everything before we go digital obsolete. Is that really the right way of thinking about it?

Speaker

Lichia Saner-Yiu

Reason

This comment challenges the fundamental assumption of digital transformation – that digitization necessarily makes previous methods obsolete. It also redefines poverty beyond economic terms to include social and relational dimensions, which is particularly relevant for aging populations.

Impact

This comment introduced critical nuance to the technology discussion, moving beyond simple digital adoption to questioning whether digital transformation should completely replace existing systems. It influenced the conclusion by emphasizing the need for technology that enhances rather than replaces human connections and existing valuable practices.

Overall assessment

These key comments fundamentally transformed what could have been a routine discussion about aging and technology into a profound examination of societal priorities, power structures, and human values. Alejandro’s opening comparison between demographic and climate change established the discussion as addressing a civilizational challenge rather than a technical problem. His critique of ‘leaving no one behind’ introduced a philosophical depth that questioned fundamental assumptions about agency and empowerment. The mathematical proof of diversity’s benefits provided crucial evidence-based grounding that shifted the conversation from advocacy to strategic implementation. Bettina’s health-focused reframing expanded the scope to encompass holistic well-being, while Lichia’s questioning of digital obsolescence challenged core assumptions about technological progress. Together, these comments created a multi-layered discussion that addressed not just practical solutions, but the underlying values, power dynamics, and systemic changes needed to create truly inclusive intergenerational collaboration. The comments built upon each other to create a comprehensive critique of current approaches while pointing toward more empowering, evidence-based, and holistic alternatives.

What specific skills should young workers learn from retiring workforce, and which skills are becoming obsolete?

Speaker

Raymond Saner

Explanation

This addresses the critical challenge of knowledge transfer in rapidly changing work environments where traditional skills may no longer be relevant for future needs

How can we better integrate young workers into work environments where they can participate and learn future-relevant skills?

Speaker

Raymond Saner

Explanation

This highlights the gap in current workplace integration practices and the need for better onboarding and skill development systems for younger generations

How can we develop new conceptual frameworks that better merge online and offline work realities?

Speaker

Lichia Saner-Yiu

Explanation

This is crucial for addressing the challenge of digitalization making traditional work methods obsolete while maintaining valuable human connections

How can work organizations contribute to the alleviation of old age poverty and other vulnerabilities?

Speaker

Lichia Saner-Yiu

Explanation

This addresses the broader societal challenge of aging populations and the role of workplace policies in supporting older workers and retirees

How can we encourage more transparent dialogue on work life phases in organizations?

Speaker

Lichia Saner-Yiu

Explanation

This explores the need to break down barriers around discussing aging, career transitions, and life changes in professional settings

How can technology be made more accessible and affordable to prevent it from becoming an unbreachable barrier?

Speaker

Lichia Saner-Yiu

Explanation

This addresses the digital divide and ensures that technological advancement doesn’t exclude certain age groups or socioeconomic classes

How can leaders effectively manage and build corporate culture for five generations working simultaneously?

Speaker

Bettina Borisch

Explanation

This addresses the unprecedented challenge of managing the most age-diverse workforce in history and requires new leadership approaches

What are the specific mental and social workplace setup requirements for multigenerational health and wellbeing?

Speaker

Bettina Borisch

Explanation

This focuses on the shift from physical to psychological workplace design needs in the context of diverse age groups working together