When longevity changes the world of work: why age management is becoming a key skill

For businesses, therefore, the challenge is not merely one of generational succession, but of the ability to preserve and update their pool of skills through continuous training, reskilling and upskilling, new organisational models and more flexible development pathways.

Multiple generations, new forms of collaboration

A defining feature of this new landscape is the coexistence of four generations within organisations, each with different experiences, expectations and approaches to their relationship with work.

Generational differences have always existed, but rapid technological change and shifting social norms have altered the way people learn, communicate and plan their career paths.

For businesses, the challenge is not to reduce these differences, but to turn them into an asset by creating environments that foster collaboration, knowledge-sharing and innovation.

According to the Censis report *Ageing in an Italia of Longevity: How to Build a Country Suited to Older People*, 56.1 per cent of those aged over 65 believe it is important to help people navigate the transition from work to retirement, recognising this transition as a sensitive time from a human perspective.

Age management thus becomes part of a broader discussion on managing the various stages of one’s working life.

“Demographic change makes it necessary to move beyond the traditional linear model of education-work-retirement,” observes Emanuela Notari, scientific coordinator of the Specialist Master’s programme in Age Management and Intergenerational Leadership at Sole 24 Ore Business School, a Longevity Strategist and trainer in Longevity Planning, and an expert in longevity and the socio-economic effects of demographic transition.

‘Organisations must develop an approach focused on longevity, incorporating continuous learning, flexible welfare schemes, wellbeing, new models of work and career organisation, the management of career transitions, and leadership that is capable of recognising the value of the contributions made by different generations.’

Against this backdrop, corporate welfare is also evolving: from a means of supporting individuals to a strategic tool for facilitating social change and complementing a public welfare system under increasing pressure.

In response to these needs, Sole 24 Ore Business School is launching the first edition of its specialist Master’s programme in Age Management and Intergenerational Leadership, which will begin on 18 September 2026 via live streaming.

The course is aimed at HR Managers, HR Directors, Chief Human Resources Officers, Chief People Officers, HR Business Partners, HR consultants, managers and entrepreneurs who wish to acquire the tools to tackle demographic change within organisations.

The Master’s programme addresses the topic of age management from a perspective that integrates organisation, welfare, leadership, sustainability, change management and innovation. Topics covered include: managing multigenerational teams and new organisational models; generational dynamics and the optimisation of multigenerational capital; employer branding; strategic welfare; wellbeing and caregiving; the design of age management policies across the professional life cycle; Age Intelligence; intergenerational leadership; and communicating change.

The methodology combines theoretical content, business case studies, role-play exercises and a final workshop focused on designing an age management plan tailored to the participant’s own organisation.

The programme draws on the expertise of professionals from the fields of HR, consultancy, welfare and organisational transformation, including Isabella Pierantoni, a sociologist and futurist specialising in multigenerational dynamics in the workplace; Sonia Faccin, a Strategic Welfare and Age Management Specialist; Fabrizio Songa, an expert in change management and organisational transformation; and Silvia Turzio, who specialises in caregiving and support for working carers.

An approach that brings together different areas of expertise to tackle a shared challenge: turning generational complexity into an asset for businesses.

Longevity is reshaping the future of work. For organisations, the ability to harness the skills, experience and contributions of different generations is becoming a key factor in driving competitiveness, innovation and sustainability.

Age management is thus establishing itself as an increasingly essential managerial skill for designing organisations capable of evolving alongside their people and tackling the challenges of demographic transition.