“Is it really a generational clash, or are we simply watching the same human needs — respect, growth, purpose — express themselves differently?” asked Wriddhee Maitra, Head of HR at Gland Pharma, opening the panel at HR1 2025, hosted by SDA Bocconi Asia Center, Mumbai. Conferences like HR1 not only provide industry connections and real-world insights to post graduate candidates of the International Master in Business (SDA Bocconi Asia Center’s flagship MBA program), but also encourage them to think more critically about the challenges present in today’s corporate world.
Moderated by Jason Enamkel, Manager – Central Team HR at Native, and alumnus of the SDA Bocconi Asia Center, the session titled “Generation Clash – Redesigning Work for a Multi-Gen Workforce” brought together Wriddhee Maitra, Saveetha Lakshmanan (Global HR Head, Tagit), Arvind Tripathi (Head HR, Alembic Pharma), and Subramanian S (Senior Lead – APAC Early Careers, bp). Together, they unpacked the myths, tensions and opportunities emerging in workplaces now hosting up to five generations under one roof.
The panel was part of HR1 2025, presented by SDA Bocconi Asia Center, Mumbai held under the theme “Rewriting Workforces Through Change, Culture, and Capability,” where 20+ CHROs and HR leaders explored how technology, inclusion, and cultural transformation are reshaping work in Asia. The 2025 edition was organised by candidates of the International Master in Business cohort. SDA Bocconi’s 14th cohort represents diversity with professionals coming from top universities and colleges across India, including NIT, IIT, Delhi university, 55% of the cohort also has a rich work experience from organisations such as Accenture, Amazon, Deloitte, Ernst & Young, and Infosys.
Beyond the hype: Are generational differences real?
The conversation began with an honest question from Enamkel — is the “generation gap” real or overstated?
Saveetha Lakshmanan argued that while workplace labels like Gen Z or millennial are convenient, they often oversimplify human motivations. “The fundamentals haven’t changed,” she said. “Everyone wants respect, purpose, and a chance to grow — it’s just that these expectations now surface faster and louder.”
For Arvind Tripathi, the perceived impatience of younger employees is less about attitude and more about conditioning. “In my time, you waited six months for a scooter. Today, everything is a click away — jobs, groceries, opportunities. That naturally changes how people respond to systems,” he said.
Subramanian S of bp added that what organisations are really facing is the speed gap. “Gen Z isn’t impatient — they’re fast,” he said. “They grew up in a transparent, digital-first world. What they’re seeking is not rebellion but responsiveness.”
Maitra agreed that time has simply accelerated expectations. “Fifty years ago, a tiger in the jungle behaved the same way it does today. But humans evolved — our realities changed. So naturally, our work expectations did too,” he said, drawing laughter and nods from the audience.
Building systems that work for everyone
The panel soon moved from theory to practice — how do leaders design systems that serve multiple generations simultaneously?
Subramanian offered a practical example from bp, where leadership created cross-generational committees for decision-making. “Every policy — from rewards to cafeteria menus — is debated by people from different generations,” he said. “It’s not just symbolic; it’s how we make inclusion a practice, not a policy.”
He shared how this approach even reshaped bp’s food system: “You’ll now find both traditional thalis and keto salads in the same café — because both belong.”
Tripathi observed that organisations are indeed changing in response to these realities. “When I joined Alembic years ago, we had six-day weeks and rigid attendance systems. Today, we’ve moved to flexible hours, optional Saturdays, and hybrid setups,” he said. “Every generation has contributed to this evolution.”
For Maitra, the challenge lies in balancing flexibility with realism. “Customization is great, but not endless,” he said. “You might want the organisation to adapt to you, but at some point, you also adapt to the organisation. That balance keeps the system healthy.”
Lakshmanan added that technology has made it possible to individualise benefits. “At Tagit, our recognition approach varies by generation — tenured employees prefer family-inclusive celebrations, while younger staff love digital shoutouts. The key is customisation with purpose,” she said.
Questioning hierarchy without breaking it
One of the most animated parts of the discussion came when Enamkel raised the issue of hierarchy — and how younger employees are often perceived as “challenging authority.”
Subramanian reframed this tension with empathy. “Questioning hierarchy is not disrespect. It’s curiosity,” he said. “Younger professionals want to know why something is done a certain way — not because they reject authority, but because they seek logic and transparency.”
He added that leaders must now create “psychological safety for inquiry.” “If someone asks why a rule exists, they’re questioning the idea, not the person. That’s the mindset we need,” he said.
Tripathi illustrated this with a real workplace conflict: a young employee disciplined for leaving after completing his task, despite a senior leader’s instruction to stay late. “The issue wasn’t disobedience; it was misalignment of expectations,” Tripathi said. “We realised that along with reverse mentoring for juniors, senior leaders too need coaching on managing across generations.”
Maitra reflected on this shift from control to trust. “Earlier, leaders would stay back all night with their teams to ‘get things done.’ Now, my team says, ‘We’ll finish it at home and show you tomorrow,’” he said. “As leaders, we have to evolve — flex our style, not our standards.”
The future is less about generations, more about empathy
As the panel drew to a close, Enamkel summarised the conversation: progress comes when expectations meet empathy. Every generation brings something valuable — experience, energy, innovation, or resilience — and the real skill lies in harmonising them, not categorising them.
The panellists agreed that the goal for HR is not to manage generational differences but to understand people better. As Subramanian put it, “We talk so much about generations — maybe it’s time we just talk about humans.”
The discussion captured the essence of HR1 2025: that the future of work will be defined not by generational divides but by generational dialogue.
“At SDA Bocconi Asia Center, Mumbai, these conversations are part of a larger mission—to equip leaders across industries with the foresight and empathy required to build inclusive and adaptive workplaces. As the pan-Asian hub of SDA Bocconi School of Management, Italy, and a proud Triple Crown–accredited institution, we see our role as extending beyond education. As a global higher-education brand, we actively seek to reflect, engage with, and contribute to organisations and society at large—co-creating leadership capabilities that are globally relevant, ethically grounded, and responsive to the complex realities of our time,” said Ruchi Garud, COO, SDA Bocconi Asia Center.