Introduction
A significant transformation is happening in the workforce as the younger generations seek virtue ethics in their work environment. This isn't about superficial virtue signaling, but rather the pursuit of excellence and building a stack of skills. The new workforce, shaped by their early exposure to quest-based games, are motivated to enhance their personal skill set. They're striving for perfection in every detail. If you deny them this opportunity, they'll disengage and seek excellence elsewhere. Aristotle would be proud.
But then I started to closely observe the strategies and workplace behaviors of clients from different generations. One thing that has fascinated me since I was young is how the Silent Generation passionately pursued the Apollo space program. Achieving the moon landing in 1969 required an impressive 3% of the total U.S. budget and involved over 300,000 people. It was the greatest engineering achievement in history, if you exclude the pyramids (because, you know).
We achieved this monumental feat. But then, surprisingly, just a few months later, the Baby Boomers rushed off to a field in New York to celebrate radical individualism at the Woodstock Festival. The most significant engineering accomplishment in history had just been realized, and they seemed uninterested in it.
For instance, let's compare the mission control approach to space flight used by Boeing with that of SpaceX. It's clear that the organizational design of the younger SpaceX is significantly outperforming the traditional organizational design of Boeing. I mean, the difference is just staggering.
Gen X, the Millennials, and the Zoomers are making a determined return to the moon. Just observe their expressions as they reach each incremental milestone. They could be cheering for their favorite team, such is the level of enthusiasm these young people exhibit with every step forward, their pride is palpable.
So, here's the crux of the matter: I've had the opportunity to work alongside some of the world's best and worst industrialists. My clients are spread across 39 countries and speak a variety of languages. The organizational designs from the Boomer years are the outliers. They don't align with the trajectory of history, and they don't provide an intuitive environment for the modern workforce. This holds true in Thailand, Peru, India, and North America.
It's a universal truth.
The cheering mission control is now a TV trope. But something is different over at SpaceX. Take a close look into the eyes of the SpaceX team during a launch. Observe these individuals. Read the emotions. Authenticity They're on a shared mission, and they pay meticulous attention to even the smallest details. How could they not? They're a workforce that grew up going on quests with every video game, learning to repeat each step until they achieved mastery. If the rules prevent them from mastering their work, they disengage and find another game. But when the rules allow for continuous attempts to reach the next level, they invest their full effort. And then some more.
Look, we're returning to the moon, and we're doing it with the fervent dedication of thousands of individuals. Take note of this. The younger generations fully commit and achieve results when the reward is mastery of their skill. Let's not hinder their progress. Don't make them quit the game.
Mike Ryan is a chemical engineering consultant and rotary kiln materials processing expert serving the pulp and paper, cement, minerals, lithium, and iron ore industry. He can be reached at mike@processlaboratories.com
