A new player on the scene
Generation Z is entering the job market at a time when companies face rapid change: digitalization, hybrid working, and pressure to innovate. Alongside that comes a generation of young people who grew up in a world of constant online connection, a pandemic, and a climate crisis. Their expectations, as a result, differ significantly from what experienced managers are used to.
Research by agency G82 (“Corporate Culture for Gen Z,” 2025) shows that the clash between these two groups isn't just a generational blip. It's a fundamental issue that will shape the future of companies. The question is: will it be a clash that breeds frustration, or an opportunity that gives companies new strength?
Family vs. rocket ship: two visions of the ideal company
One of the most striking differences is in how each group views the ideal corporate culture.
Gen Z wants a clan culture — closeness, teamwork, mentoring, the feeling that the company is a “family.”
Managers prefer an innovative culture — change, speed, the courage to take risks, a “rocket ship” heading forward.
At first glance, these two worlds seem incompatible. Young people are looking for support and stability; managers want dynamism and breakthroughs. But combining both is exactly the key. A rocket without a crew burns up; a family without a vision stagnates. A corporate culture that manages to combine both has a real chance at long-term success.
A common enemy: hierarchy
If there's one place where both generations agree, it's in criticizing hierarchy.
Gen Z sees it as rigid and limiting.
Managers see it as inefficient.
The G82 research found that young people are willing to tolerate minor “informal perks” — they don't view connections or favoritism as negatively as you might expect. Managers, on the other hand, want more transparency and fairness. For companies, this means one thing: the future of corporate culture isn't about adding more layers of management — it's about openness and accessible leaders.
Leadership for a new era: mentor instead of boss
Another key finding is how expectations of leadership are shifting.
Gen Z wants mentors — leaders who are approachable, willing to listen, and willing to pass on their experience.
Managers themselves admit they're tired of the constant pressure to perform.
This shift opens the door to leadership built on empathy and coaching. It's not about giving up on results — it's about achieving them a different way: through support, development, and shared responsibility. Companies that catch on to this shift will become more attractive, not just to young talent, but to burned-out managers too.
Decision-making: democracy vs. expertise
Decision-making is another area where the differences show up.
Gen Z craves involvement — they want to vote, discuss, and look for compromise.
Managers rely on expert judgment and data.
The solution doesn't lie at either extreme. Democracy without expertise leads to chaos; expert decision-making without involvement leads to alienation. The future model needs to be hybrid: room for people's voices, alongside respect for expertise.
Success isn't just KPIs
When you say the word “success,” the answers diverge again.
Gen Z values teamwork, creativity, and the courage to try new things.
Managers stick to traditional indicators — results, KPIs, numbers.
According to the research, though, both sides would like to see more emphasis placed on innovation. That opens room to redefine success: evaluating not just the numbers, but also the quality of collaboration, the courage to bring new ideas, and the ability to contribute to the company's long-term development.
“This difference in approach should be seen as an opportunity. Gen Z can play the role of playmaker for innovation, with their creativity, energy, and low aversion to risk. The older generation can then bring things to completion and deliver on the KPIs, which takes discipline, patience, and long-term focus. The key here will be a willingness not to hold onto ownership the whole way through, but to clearly define the handoff moment,” says Pavel Tihelka, Senior Consultant at Kogi.
Loyalty and growth: two conditions for trust
One interesting finding is that Generation Z values loyalty and tradition. They appreciate founders with a story, long-tenured employees, and fair values. At the same time, though, they want the chance to grow and find meaning. Managers sometimes underestimate this combination — they see innovation and numbers, but forget that without trust and values, culture becomes fragile.
The office as a mirror of culture
The workplace is more than just a place where desks happen to stand. It's visible proof of corporate culture.
Gen Z wants an office that feels like a “nest” — cozy, lively, a social space.
Managers prefer working from home and a quiet environment.
That's why hybrid models are more than just a compromise. They're a symbol of a company that can combine different needs into one whole. An office with different zones — from creative corners to quiet spaces — is a manifestation of a culture that understands different preferences.
Generational differences as the engine of culture
At first glance, it looks like the differences between young people and managers are an obstacle. But the G82 research shows that these very contrasts can be a source of strength.
Teamwork protects against burnout.
Innovation moves the company forward.
Tradition provides stability.
Loyalty builds trust.
Speed and courage create a competitive advantage.
If companies can weave these differences into a single, unified culture, they'll get an environment that's both human and high-performing.
Opportunity instead of clash
The generational clash isn't a problem that needs to be “solved.” It's a reality that needs to be worked with. And if companies approach it the right way, they'll gain an enormous opportunity.
The G82 research shows that the corporate culture of the future won't be about compromise, where everyone gives up a little. It will be about synergy — combining the best of both worlds. Only then will culture become what it's meant to be: the engine of strategy, a source of innovation, and the reason people want to stay at a company.
You can find the full study in the Resources section.