1. The Brain Drain & the Digital Divide Crossing the Generation and Digital Divides

2. The Brain Drain  Without effective knowledge- capture systems, half of all corporate knowledge will disappear  America’s 500 largest companies will lose half of their senior managers in the next five years  How do we cross the Generation and Digital Divides

3. Finding the Sweet Spot Generations Technology Supply and Demand

4. The Digital Divide  People born after 1976 are “Digital Natives” and speak technology as a first language  There are 1/3 fewer of digital natives compared to baby boomers  Older generations may speak technology – but only as a second language  This technology compounds the gap of the older and younger workers communicating to retain corporate knowledge  People born after 1976 are “Digital Natives” and speak technology as a first language  There are 1/3 fewer of digital natives compared to baby boomers  Older generations may speak technology – but only as a second language  This technology compounds the gap of the older and younger workers communicating to retain corporate knowledge

5. In-depth Interviews  Boeing  Clorox  Delta Airlines  Boeing  Clorox  Delta Airlines The interviewees:  Retired in the last five years or will retire in the next five years  Referred by digital natives as examples of “doing a good job of getting corporate information to the younger workers” The interviewees:  Retired in the last five years or will retire in the next five years  Referred by digital natives as examples of “doing a good job of getting corporate information to the younger workers”  Goodrich  Qualcomm  Raytheon  SAIC

6. Findings: Underlying Assumptions Retiring men and women who transferred information to younger workers effectively:  Believed in “collective wisdom” rather than Great Man Theory  Sincerely wanted to help the younger worker succeed  Forgave “stupid” questions Retiring men and women who transferred information to younger workers effectively:  Believed in “collective wisdom” rather than Great Man Theory  Sincerely wanted to help the younger worker succeed  Forgave “stupid” questions

7. Findings: Who Were They? Retiring men and women who transferred information to younger workers effectively:  Were as good as listening as they were at talking  Did not care to get the credit themselves  Were willing to work at younger worker’s time schedule  Had always been considered a “team player”  Waited for the younger worker to ask Retiring men and women who transferred information to younger workers effectively:  Were as good as listening as they were at talking  Did not care to get the credit themselves  Were willing to work at younger worker’s time schedule  Had always been considered a “team player”  Waited for the younger worker to ask

8. Findings: What They Offered Retiring men and women who transferred information to younger workers effectively:  Taught the decision-making process, not just the task  Offered systems thinking models – to “see the whole picture” – not just the parts  Demonstrated the long term and ethical view Retiring men and women who transferred information to younger workers effectively:  Taught the decision-making process, not just the task  Offered systems thinking models – to “see the whole picture” – not just the parts  Demonstrated the long term and ethical view

9. Findings: What They Did Retiring men and women who transferred information to younger workers:  Were willing to show their own mistakes  Looked for opportunities for dialogue  Looked for ways to collaborate with the younger worker in casual settings Retiring men and women who transferred information to younger workers:  Were willing to show their own mistakes  Looked for opportunities for dialogue  Looked for ways to collaborate with the younger worker in casual settings

10. Findings: They Avoided The Retiring Worker did not:  Pontificate  Hide anything  Rest on past “glories”  Talk too much  Create “forums” for themselves to look smart The Retiring Worker did not:  Pontificate  Hide anything  Rest on past “glories”  Talk too much  Create “forums” for themselves to look smart

11. The Younger Worker: Who Were They? Younger workers who effectively received information given by retiring colleagues saw themselves as people who:  Loved a “challenge”  Wanted to learn  Had strong sense of curiosity  Had well-developed organizational skills Younger workers who effectively received information given by retiring colleagues saw themselves as people who:  Loved a “challenge”  Wanted to learn  Had strong sense of curiosity  Had well-developed organizational skills

12. The Younger Worker: What They Did Younger workers who effectively received information given by retiring colleagues:  Asked good questions  Listened for the answer and then asked more questions  Believed in collective wisdom more than Great Man Theory  Were willing to “look foolish” Younger workers who effectively received information given by retiring colleagues:  Asked good questions  Listened for the answer and then asked more questions  Believed in collective wisdom more than Great Man Theory  Were willing to “look foolish”

13. Attracting & Retaining the Younger Worker  Learn from Google  Pizza and Root Beer Solutions  Salary is no longer #1  Having fun is a determinative  Smaller power distance  Casual Monday through Friday  Learn from Google  Pizza and Root Beer Solutions  Salary is no longer #1  Having fun is a determinative  Smaller power distance  Casual Monday through Friday

14. Summary  Half of America’s workforce is ready to walk out the door  There are 1/3 fewer workers in the next generation  The information will only be retained if it can cross two gaps– the age gap and the digital gap  We must consider both who holds the information and who will receive it  Half of America’s workforce is ready to walk out the door  There are 1/3 fewer workers in the next generation  The information will only be retained if it can cross two gaps– the age gap and the digital gap  We must consider both who holds the information and who will receive it

15. Summary  Leadership characteristics of both the Retiring Worker and the Younger Worker are key  The Younger Worker is showing an eagerness to learn  One-third fewer younger workers means they will have a steeper opportunity path than in the past  The Retiring Worker must be willing to share information and glory  Leadership characteristics of both the Retiring Worker and the Younger Worker are key  The Younger Worker is showing an eagerness to learn  One-third fewer younger workers means they will have a steeper opportunity path than in the past  The Retiring Worker must be willing to share information and glory