A new joint report of the UN Youth Office, the St. Gallen Symposium and the Club of Rome underlines the transformative potential of intergenerational leadership in driving business success, sustainability, and innovation.

Around the world, there’s a widening generational gap in business leadership: While the median age of the global workforce is 39.6, the global average age of CEO stands at 56.8. The average age of board members across major markets such as Brazil, the United States of America, the European Union, South Africa and India ranges from 58 to 64 years old.

The report demonstrates the risks this entails and, vice versa, the immense potential in shifting towards intergenerational leadership models in business. Based on an extensive review of the scientific literature and learnings from pioneering efforts, we show that meaningfully involving the next generation in decision-making can help businesses achieve a competitive advantage and positively impact the people and planet.

“As we look to build a more just, sustainable, and prosperous future, the inclusion of younger generations in decision-making is not just a matter of fairness—it’s a strategic imperative,” said Felipe Paullier, Assistant Secretary-General for Youth Affairs, United Nations. “From my vantage point within the UN, I’ve seen how intergenerational leadership can strengthen institutions’ ability to navigate complexity and drive meaningful change. Businesses that explore similar approaches may find new pathways to resilience and long-term advantage.”

The Case for Intergenerational Leadership

Intergenerational leadership refers to the meaningful inclusion of multiple generations in organisational decision-making in all spheres of operation. This approach does not replace experienced leaders but complements their expertise with fresh perspectives from younger generations. The study identifies five key dynamics that organisations can unlock by adopting this model:

Fostering empathy with employees and customers: Aligning leadership demographics with those of employees and customers fosters stronger connections.

Strategizing on longer-term timescales: Younger leaders prioritise sustainability and long-term goals, balancing short-term pressures.

Overcoming the “success trap” with new ideas: Generational diversity challenges entrenched practices and encourages innovation.

Introducing creative friction in problem-solving: Creative friction between generations leads to richer discussions and better solutions.

Strengthening accountability: Diverse perspectives improve governance through added checks and balances.

These dynamics drive positive outcomes for the planet (through regenerative practices), people (by fostering inclusivity), and profit (via enhanced innovation and financial performance).

Pathways to Implementation

The report outlines three main actionable approaches for organisations to embed intergenerational leadership into their operations:

1. Consultation: Methods like reverse mentoring or next-generation advisory boards amplify younger voices while enabling mutual learning.
2. Co-leadership and shared decision-making: Incorporating generational diversity directly into executive boards or project teams ensures balanced perspectives at critical decision points.
3. Embedding intergenerational leadership: Mainstreaming intergenerational practices into organisational culture creates lasting impact beyond isolated initiatives.

These approaches should be considered as a continuum and require bold experimentation alongside a commitment to inclusivity, but the rewards are immense: untapped potential, enhanced creativity, and sustained competitive advantage.

Download the publication

Read and download the full report here for all insights and actionable recommendations on how to unlock intergenerational leadership for sustainability and innovation.