Monthly Archives: July 2015

Generational Diversity in the Workplace; Myths and Realities

Time Flies. Did I Act that way at the age of 22—– YES, you did!

Human tendency looks at each new generation and sees radically different behaviors than those which they themselves expressed. Wharton Business School Professor Peter Cappelli   says that “many managers overemphasize the generational differences, in part, because they forget what it was like to be young themselves.” Is this a true or cynical comment?”

A multi-generational workplace is not a new phenomenon. So what, if anything, is different today?

NYHRPS Forum participants gathered to explore this question on the morning of July 14 when they gathered, under the facilitation of Bo Young Lee, Global Diversity & Inclusion Leader for Marsh LLC.

Across the generations, we hold many common human values and goals. Yet, we view others through a lens that says ‘what experiences have we shared” and in turn, we apply judgments that are often broad brushed and untrue when we see behaviors that appear unfamiliar to us. As a group, the NYHRPS participants agreed that regardless of the common values and goals shared by the five generations living in the 21st Century, the digital natives, born after 1980, is behaviorally different. Technology has allowed them to connect in ways never before experienced and to work fluidly across borders and boundaries to gain access to information in real time to make decisions. techno millenials

Rather than focusing on the wonderful impacts of technology into their/our lives, we focus on the behavioral differences that this younger generation exhibits. Perhaps, we need to take a breath and say “Enough!”

What should HR leaders be doing to create a workplace that supports open communications and understanding across all ages, and builds on the unique values and strengths of each generation?

Bringing diverse groups of people together is not the same as making the individuals feel included. Forum members were asked to consider the way traditional Diversity programs address, or fail to address, the multi-dimensional backgrounds of the individual. Progressive teams are using an intersectional approach which demands that we shift the conversation away from distinct labels and categories to a broader view of the person.

creative-desk-pens-school-mediumImpact: Workforce estimates by 2020 show millennials comprising over 50% of the population, with a profile that includes nearly 40 percent non-white race or ethnicity. Traditional labels no longer apply, and many millennials frown on labeling anyway. (Pew Research in the Deloitte University Press 

Radical Transparency, a concept where there are zero hidden agendas and information is made available to everyone, has become a norm for Millennials.

Impact: With unprecedented access to information, and growing up in a networked world where you can establish a relationship without ever meeting someone, millennials take an approach to trust that differs from previous generations.

Millennials are radically transparent because they want to create a level playing field and trust people intrinsically. They embrace an egalitarian approach to work. Likewise, with this plethora of information available to them, they want to be heard and they want their opinions to be considered — in spite of the years of experience they have yet to live.

Command and Control Organizational Structure vs. Collaborative Structure: Today’s hierarchical pyramid structures are less likely to work for the senior leaders of 2030. How should HR leaders be redefining the way we develop tomorrows’ leaders, given the increasingly diverse global environment?

work structureImpact: Millennials have been brought up in a structured world with hyper scheduled programming. However, within that construct of scheduling and structure, the millennials’ schedule was based on their individual dreams and aspirations. Contrast this with boomers who were raised with a pre-determined structure. (Think daily print newspapers vs real time, self-defined news feeds.)

Does one structure have more accountability? Yes and No. Understanding the specific business line is important as highly regulated industries must include a series of imposed operational requirements to remain in business. That being said, many of today’s most successful initiatives have been exponentially enhanced through collaborative environments where intrinsic motivations, as compared to imposed motivations, lead the business process.

O tempora o mores“, an age old colloquialism from Cicero criticizes present day attitudes and trends. As leaders, we will do ourselves and those from other generation’s justice with an attitude that displays more flexibility toward those we work with. Let patience and learning prevail.


The Age of the Entrepreneurial CMO

I was lucky to attend The Economist’s The Big Rethink 2015 (#BigRethink) in March—an amazing series of panel discussions and thought leadership topics delivered through The Economist and featuring senior marketing leaders and innovators. The NYC event theme was: The Age of the Entrepreneurial CMO.

Here are six of the conversations on the Entrepreneurial CMO that I most enjoyed having on that day:

The Data Hairball

We have way too much data, using only some 10% to 15% of what we collect.
So, why can’t we more readily identify the magical data points? The creep factor certainly comes into play. Imagine if the data kings really applied everything that they know about you to a series of personalized messages…creepy. Did you ever hear the term “cyber-azi?”

This still leaves us debating where the data functions should reside in the enterprise. As marketers, we see the data functions directly linked to our day to day abilities and deliverables. One panelist suggests that “When analytics sits in Operations  function, it takes on an inside-out view vs. a customer first view.” This resonates with me and, of course, this theory found consensus with the marketing leaders in the audience.

Corporate silos are preventing some of the massive changes required in the industry

Almost every panelist brought this subject up. Silos-for-the-Entrepreneurial-CMO-to-Fight.
Organizational design needs to transform to reflect today’s real time decision making from an audience demographic profile of one. Organizations such as Google, Amazon and Zappos were referenced as leaders in such an approach. However we were all reminded that even when change happens slowly, we each have a role in keeping it moving forward within our own spheres of influence.

Identity Crisis

If the marketing function was an individual undergoing as much change as the industry is experiencing, it would not be surprising to learn that the person was feeling somewhat overloaded. Definitely. Here are some of the key contributors to this “identity crisis:”
No two CMOs have the same naming convention for employee roles.
The brand is now the customer experience.
And the roles of service, sales, and customer service are indistinguishable in the eyes of the customer, yet the CMO function does not necessarily straddle direct responsibility for the customer service functions.

Somewhat similar to the management of the customer service function is data stewardship. If we are building digital layers around the customer experience, what function in the organizations should have ultimate control over the data?

Be With Me In This Moment


With so many real time, online tools, we need to move away from the mindset of a campaign and into the mindset of an ongoing conversation…especially with those who are already customers.
Apps exist for literally everything—being in the present is possible…if you consciously allow it to happen.

Talent trends within the marketing world
With new roles being defined daily, it is difficult to staff up for certain functions. Hence freelancers with specific skills will continue to be an important source of talent. Having an inquisitive nature and being “insanely curious” were traits that resonated across the audience. The ability to think horizontally and to demonstrate an on-going learning perspective personifies the 21st Century professional.

All of these conversations, of course, link back to the evolution of new business structures and the Entrepreneurial CMO.

Content—yes. Usable—not always

The closing conversation for the day featured Ogilvy & Mather’s worldwide chairman speaking about the future of advertising. We were reminded that for some time, communications could be neatly packaged into popular
formats (think: the 30 second spot vs. the 60 second spot, etc.).

Entrepreneurial-CMO-ExpansionThe digital revolution has created seamless boundaries—where information comes from everywhere in real time. A visual of this concept was referred to as “liquid and linked.” Hence we have vast information coming to us with only some 30% of the daily available content actually being read.

Hence, useful content takes on ever more importance. Readers will vote with their fingers and continue to seek sense and relevance in the broad spectrum of channels.

I walked away from the day thinking: Everything has changed. Everything is changing. Yet some things are exactly the same. How do we send the right message to the right person at the right time in the right format? These are very exciting times!

This post was originally posted through MENG, the Marketing Executives Networking Group.