Howe and Strauss the Next 20 Years

Valuable Points: The article “The Next 20 Years” by Howe and Strauss talks about managing for the long term, and how companies should adapt to the generational changes between each generational shift. The article itself provides some insights on how to manage and work with each generation.

Howe and Strauss first talk about why each generation is different, and what the different types of generations you are likely to face. Here, the article authors explain that we are likely to see the GI generation, the Silent Generation, the Boomer Generation, Generation X, The Millennial Generation and the Homeland Generation.

I do agree with some of the comments made by Howe and Strauss in this area of the types of generations. One of the focuses of the start of the article is that certain groups of people are grouped by generation, and each generation has their own ideals. These ideals transfer across their entire social makeup, and that these ideals tend to be the driving force of the people from that generation. In working in industry I experienced different generations and what drives them at their work. Many of my colleagues were in the Boom generation, and it became very clear that they are very close to their families and were worried about retirement (this is what the article says about them as well). Further, the Boom generation tended to work hard regardless of the task, or problem that they had faced. This was another trait of the generation.

However, at the beginning of the article, there is not much related to management. The text only speaks about what the generations are and how each generation progresses as each (generation) gets older. Finally, the article switches gears and begins to discuss the four generations that will be important in the next 20 years and how they will play roles as we manage employees and deal with customers.

Boom Generation

First, Howe and Strauss talk about how the Boomer generation will work in the workforce. Originally, upon retiring Boomers will glorify the virtues of self denial as the did in the past, but personally maintain as much creature comforts that they can have. This is important to know because as Boomers age (and wish to maintain the comforts) they will have to work more. This working more puts them back into the workforce. However, as boomers age they will disengage from working and may help in some kind of ideological or religious work. But this is likely long after the previous works. I found this to be interesting as there is application of this facts to my future management positions. One of the other points discussed in the article tells us that many boomers will want to work just to work. They may be willing to take a lower salary provided that they are given a good/respectable title. What this means to me as a manager is that I may be able hire someone that has experience, and they might consider working for less provided