While older generations of executives still hope to repair the global order, young leaders are more inclined to build it anew. The VOLOT 2025 report, based on research among business leaders from over 30 countries, reveals a deep generational divide — not only in management style but in worldviews, corporate purpose, and visions for the global economy’s future.
Two Visions of the World
Seasoned managers (aged 45 and older) still see today’s turbulence as a passing storm. Over 49% of them believe that current geopolitical tensions may actually open the door to a rebalancing of power and new models of cooperation.
In stark contrast, younger leaders (aged 25–39) are significantly more skeptical. A striking 72% believe the world has entered a phase of permanent, irreversible transformation, where old paradigms are no longer valid.
A New Language of Leadership
It’s not just the worldview that’s changing — the language of leadership itself is being rewritten. Concepts such as systemic resilience, geopolitical competence, values-based management, and crisis-adaptive capability are now cornerstones for emerging leaders.
More than 80% of younger respondents consider these skills essential for the organizations of the future. The focus is no longer on process optimization or sheer scale. Survival, adaptability, and operating amid instability have become top priorities.
Moreover, there is a distinct shift away from profit maximization toward social responsibility, sustainability, and community-building.
“Companies too often plan the future based on the past,” warns Dr. Fabian Buder of NIM, co-author of the report.
“What we need now are leaders who can anticipate radical change and make decisions in the absence of clear data.”
Redefining Security
A fascinating example of shifting priorities lies in the concept of security. Senior leaders remain focused on traditional risks: cybersecurity, supply chain disruption, and military conflict.
Younger leaders, however, identify a new set of vulnerabilities: talent acquisition, data and energy sovereignty, and the ability to earn trust from employees and customers. These evolving priorities may soon determine which companies survive — and who truly influences the global economy.
“If companies want to attract and retain the leaders of tomorrow, they must stop thinking in 20th-century frameworks,” says Prof. Dr. Holger Geissler, Managing Director of NIM.
“Flexibility, ethics, and geopolitical fluency — that’s tomorrow’s currency.”
Key Takeaways for Companies and Institutions:
- Organizational culture must evolve — from hierarchy to participation.
- Strategic planning should treat unpredictability as the norm, not the exception.
- Leadership development must extend beyond technical skills to include mental resilience and social competence.
What It’s Really About
The transformation outlined in VOLOT 2025 isn’t a minor course correction. It’s a complete redirection of the ship — from a world built on predictability, growth, and control to one that demands courage, experimentation, and cross-boundary cooperation.
And the young leaders? They’re ready to steer. The question is — can the rest of the world keep up?
About the Study
Voices of the Leaders of Tomorrow (VOLOT) is an annual publication based on surveys conducted among young leaders affiliated with the St. Gallen Symposium, alongside executives from leading global firms. The 2025 edition focuses on generational differences in leadership approaches against the backdrop of political and economic global tensions.
Source: ManagerPlus
