generational Archives

The generational conflict with Generation Z is costing us a lot of money: $56 billion

March 26, 2026 by usatoday24

There is a silent war in offices around the world over the focus on AI adoption at work. It has no declared sides or visible battles, but its devastating effects already have a price: a scandalously high one. We are not talking about employees who lose their jobs because an AI does its jobwe talk about an intergenerational war that has been declared between the baby boom generation and generation Z due to the discrepancy of use of this technology. The damage it is causing that confrontation It is not nonsense: almost one working day lost per week for each employee, in addition to projects that do not progress and burnt-out workers who, instead of looking for solutions, are looking for a new job. A very very expensive war. A published study by Salesloft and the consulting firm Workplace Intelligence based on surveys of 2,000 employees, puts figures on the intergenerational battle for the implementation of AI and other technologies that is being experienced in some US companies: 56,000 million dollars a year in terms of lost productivity due to conflict between generations. These losses are not due to misuse or ignorance of technology or lack of employee performance, but because boomers and Gen Z have communication problems and have different expectations about balance between work and personal life. A day’s work wasted for not understanding each other. That conflict between employees more veterans and those who have just joined, translates into a combined loss of 5.3 hours per week of lost productivity for each employee. Steve Cox, CEO of Salesloft, explained the phenomenon in his report: “The $56 billion productivity loss is just the visible cost. When AI adoption is fragmented, the damage multiplies and leads to missed forecasts, slower execution, and higher turnover quarter after quarter. At that point, generational conflict is not a culture problem; it is a balance problem.” They prefer to talk to a bot. A relevant fact from the study indicates that 39% of Generation Z respondents say they prefer to be directed by an AI than by a boomer, while 25% of boomers prefer to work with an AI than with a fellow Gen Z. That’s how heated the mood is. The tensions do not remain only in the environment, this intergenerational friction is causing 28% of Generation Z workers to acknowledge that they are looking for another job so they don’t have to work with boomers. Similarly, 19% of boomers say they are considering early retirementpartly because he can’t stand his younger colleagues anymore. AI, gasoline or solution? Although many of them have indicated that they prefer to have a bot as a boss rather than someone from the “rival” generation, artificial intelligence is aggravating the situation instead of softening it. The problem is that 64% of employees admit that they are not even using the AI tools they already have available well. The study reveals that 60% of boomers surveyed believe the way Gen Z uses technology is hurting customer relationships. Young people, on the other hand, respond in the same tone: 64% think that boomers’ resistance to adopting new tools is slowing down innovation, and 63% say that this attitude is costing them many sales. However, there is room for optimism because both generations agree in some aspects. 86% of respondents believe that AI could improve knowledge sharing between generations, 80% that it could reduce the experience gap, and 79% of participants believe that it could improve communication between teams of different ages. The clash is not just about AI: it is about values. Beyond the tools and the adoption of technology, the underlying problem is values at work. 71% of Gen Z respondents believe boomers value plus the hours in the chair than the results obtained, and 56% point them out as those responsible for the toxic environment that exists in many companies. On the other hand, 64% of more veteran employees believe that Gen Z puts your personal life ahead of the job needs. The assessment of these employees is correct and confirms it a study on job preferences among generation Z prepared by the consulting firm Robert Walters. 52% of the young people interviewed stated that avoided promotions to not take on more responsibilities that were not going to translate into economic benefits or a great evolution in their work career, but rather into more stress and loss of work. time for your personal life. In Xataka | We have found the “kryptonite” of Generation Z: they are experts in apps, but they don’t know how to use a printer Image | Freepik (pch.vector)

Revolut plans to make the generational leap in Spain: assault private banking

November 12, 2025 by usatoday24

Revolut is looking for private banking professionals in Spain to build its high net worth division from scratch. The project is in the initial phase, but talks have already begun, according to Expansion. It is the first serious move by the British neobank in a segment traditionally reserved for traditional banking. Why is it important. The bank intends to compete with the leaders of this sector, Santander and CaixaBankwho control more than 35% of the large fortune market in Spain. It is not a minor battle: Santander manages 195,000 million in assets of patrimonial clients. CaixaBank exceeds 181,000 million. Revolut wants to convince these customers to abandon decades of banking relationships for a mobile app. The context. Interest rates have normalized in Europe and banks need to compensate with fees for what they lose in margins. Private banking is the perfect business: High profitability. Less price sensitive customers. Lasting relationships. That is why everyone wants to enter or grow in this segment. Revolut is late to the banquet, but if anyone can offer a different menu, it’s them. Between the lines. Until now, Revolut has been the bank of millennials and generation Z. Young people who exchange currencies to travel, invest in cryptocurrencies, value the absence of commissions and digital agility. Now he wants to manage his parents’ assets. It is a logical but complex leap: going from being the youth alternative to becoming the custodian of consolidated family fortunes. Yes, but. There is another less obvious reading. Millennials who have been with Revolut for a decade are getting older and accumulating wealth. Entrepreneurs who have sold companies. Professionals with consolidated careers. Investors who have multiplied capital. Revolut is not only looking for new customers, it also aims to retain those it already has before they leave for traditional banking when they need more sophisticated services. The strategic turn. Revolut founder Nik Storonsky He’s been anticipating this move for a year.. He presented it as a natural evolution: many bank clients already have high balances and need more than just a well-stocked checking account. But the reality is more pressing: Revolut needs to diversify revenue beyond transactional products (currency exchange, cards, accounts). Their model has worked for the average customer. Now look for the high value one because that’s where the real margin is. The threat. Revolut’s bet is not only technological, it is generational. The bank believes that new fortunes value agility and innovation more than dealing with a manager in a VIP office. It also relies on its young client base to mature with them, creating a natural transition into private banking. And now what. Dates, minimum equity requirements, a list of specific services to be offered by Revolut in private banking… Everything is yet to be defined. It also remains to be known whether the bank will replicate its model from other markets or adapt the offer to Spanish particularities. And, above all, it remains to be seen if it manages to sign top-level professionals willing to work in a technologically powerful brand, but without a history of large assets. In Xataka | Neobanks break 25% market share in Spain. Traditional banking is losing young customers Featured image | Revolut

The lack of generational change has opened a job opportunity for thousands of young people in Spain: bus driver

November 12, 2025 by usatoday24

The driver shortage In Spain and Europe it has generated an opportunity for those looking for a stable and well-paid job. Municipal companies are fighting to hire new talents who want to train as drivers of their city buses. The lack of generational change in passenger transportation is a problem that affects many local companies, which cannot fill the vacancies left by retiring drivers. The shortage of drivers in Spain and Europe. According to published data According to the European employment body EURES, in 2023 there were 105,000 vacancies for bus and coach drivers in Europe, which represents 10% of all positions in the sector and an increase in vacancies of 54% compared to the previous year. In Spain the situation is not better. The driver shortage already an officially recognized structural problem. The deficit affects both the freight and passenger transport sectors, and contrasts with the surplus in other professions such as administrative or technical personnel. The forecasts of the transport sector is that, by 2026, 37,000 new bus drivers and about 126,000 truck drivers will be needed. Why are there drivers missing? Among the structural factors that aggravate the shortage of drivers, the absence of a generational change. According to a report According to the Spanish Bus Transport Confederation (CONFEBUS), the aging of the workforce is one of the main reasons for this shortage. Data recorded by the International Road Transport Union (IRU) included in the EURES report indicated that, in many European countries, less than 5% of drivers are under 25 years old. Furthermore, the incorporation of women to the sector is very low, since only 12% of drivers in the EU are women. He sector It estimates that it will need about 24,000 new drivers per year to compensate for the rate of retirement of current staff. CONFEBUS also recognizes that working conditions in the sector Nor have they helped to attract young people: long hours, irregular shifts, temporary contracts and poor family conciliation. Access to training and certification is another obstacle, since the obtaining the CAP or the D permit entails a high cost, especially for young people or migrants who do not have sufficient economic resources and find there a barrier to accessing these jobs. Government aid for training. Precisely to alleviate this economic obstacle when obtaining permission to transport goods and passengers, the Government has promoted a Royal Decree which gives the green light to the Reconduce Plan, which offers aid of up to 3,000 euros to cover the costs of training and obtaining a bus or truck driver’s license. This helps is directed to people who want to train in the road transport sector and is available to cover the costs of the necessary courses and exams. The conditions to access this aid include being registered in the National Youth Guarantee System and meeting the age and training requirements demanded by the Ministry of Transport. Driverless buses. Faced with a prospect of constant staff shortages due to the progressive aging of the population, more and more city councils are deciding to start pilot tests with autonomous buses on their streets, not without some reluctance among the current driver templates. For example, in August the first test of this style was launched in Barcelona, allowing a driverless bus to cover a short 10-minute stretch in open traffic. Our colleague Iván Linares tried it in first person. Madrid has just started a similar test autonomous bus, although in this case its scope of circulation is limited to Mercamadrid. These projects seek to modernize urban transportation and guarantee mobility, although they are still in the experimental phase, so they do not represent a short-term solution to the problem of driver shortages. In Xataka | Barcelona has grown tired of fining 80 cars a day for invading the bus lane. So he’s going to start monitoring them with AI Image | Wikimedia Commons (KingValid04)

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