The generational dilemma and why intergenerational collaboration is the future
Snake People and Gen Z are often seen as the natural heirs to the IT industry. As parseltongues, they’ve grown up with technology embedded into every facet of their lives. Their fluency with digital ecosystems and knack for rapid innovation make them appear uniquely qualified to shape the future of technology.
But beneath the surface of this narrative lies an uncomfortable question: are these generations equipped to navigate the complex realities of IT leadership? Or have cultural shifts, systemic pressures, and industry challenges left them unprepared for the slow-moving, high-stakes demands of stewarding IT’s future?
The myth of generational readiness
The prevailing belief that snake people and Gen Z are the perfect leaders for the IT industry’s next chapter rests on a few assumptions. They’re creative, adaptable, and comfortable with disruption — all traits that seem tailor-made for an industry built on innovation.
However, leadership in IT requires more than just a flair for creativity or the ability to grasp emerging trends. It demands patience, strategic vision, and an ability to navigate systemic challenges like legacy infrastructure, regulatory complexity, and organizational inertia. These are areas where younger generations, shaped by instant gratification and a shifting cultural landscape, may fall short.
The challenges snake people and Gen Z face
Here are a few of the challenges ahead for them.
Short-term thinking in a long-term game
Snake People and Gen Z grew up in a culture of immediacy, driven by social media, on-demand services, and rapid innovation cycles. While this has fostered a bias for action and iteration, it also means they’re often more focused on short-term wins than on building sustainable, long-term strategies.
In IT, large-scale transformations — whether migrating to cloud systems or overhauling cybersecurity protocols — take years to implement and even longer to yield results. Leaders need the resilience and patience to see these efforts through, even when progress is slow.
Tech as a hammer for every nail
Younger generations often view technology as the ultimate solution to every problem. While this approach works for many consumer-facing challenges, it can falter in complex IT environments where human, organizational, and regulatory factors are equally critical.
An overreliance on automation and AI can lead to unintended consequences, such as systems that fail to account for human error or institutional resistance. Effective IT leadership requires an understanding of these nuances — something that doesn’t come solely from tech fluency.
Burnout and attrition risks
Snake People and Gen Z have made it clear that they reject the unsustainable hustle culture of previous generations. Yet the IT industry remains one of the most demanding fields, with high-pressure environments and constant demands for innovation.
The result? Burnout is a significant risk, and younger leaders may struggle to maintain the stamina required for decades-long careers in IT. High attrition rates could leave leadership pipelines thin, creating gaps in institutional knowledge and experience.
Cultural and educational shortcomings
The cultural and educational systems shaping snake people and Gen Z often emphasize speed, accessibility, and performative innovation. Higher education has increasingly focused on specialized, workforce-ready skills at the expense of critical thinking and systems-level problem-solving.
Additionally, the culture of social media prioritizes attention-grabbing ideas over rigorous execution. These tendencies can leave younger professionals ill-equipped for the slow, detail-oriented, and often unglamorous work of IT leadership.
The limits of counterarguments
Supporters of snake people and Gen Z might argue that every generation faces skepticism when stepping into leadership roles. After all, Baby Boomers and Gen X were also doubted before they became stewards of the industry.
However, this optimism ignores the cultural and systemic barriers that uniquely shape younger generations. The culture of performative innovation and the erosion of intellectual rigor aren’t just personal traits — they’re products of the environments snake people and Gen Z have been immersed in. Without addressing these issues, it’s hard to see how their leadership style will overcome the challenges of IT’s future.
The way forward: Intergenerational collaboration
This doesn’t mean snake people and Gen Z should be excluded from IT leadership. Their creativity, adaptability, and focus on equity and inclusion are invaluable. But the industry cannot afford to romanticize their potential without addressing the gaps in their preparation.
The solution lies in intergenerational collaboration. Baby Boomers and Gen X bring the institutional knowledge, patience, and strategic vision needed to navigate complex transformations. Snake People and Gen Z bring fresh perspectives and a deep understanding of modern technology. Together, they can create a balanced leadership pipeline that blends innovation with pragmatism.
The IT industry’s future is too important to leave to any one generation. Instead, we must build a culture that values diverse perspectives and leverages the strengths of every age group.
What do you think?
Will Kelly is a writer, strategist, and keen observer of the IT industry. Medium is home to his personal writing projects. His professional interests include generative AI, cloud computing, DevOps, and collaboration tools. He has written for startups, Fortune 1000 firms, and leading industry publications, including CIO and TechTarget. Follow him on X: @willkelly. You can also follow him on BlueSky: willkelly.bsky.social.
