To retain Gen Z talent, companies should embrace “intrapreneurship” by incubating employee side hustles rather than fearing them.
Reid Litman of Ogilvy Consulting explains that this strategy builds loyalty by demonstrating an investment in an employee’s holistic success, not just their 9-to-5 output.
Litman argues this is a necessary response to the “broken promise” of the corporate ladder, which no longer resonates with younger workers.
He also advocates for bidirectional mentorship to create a flatter, more collaborative company structure where all generations exchange value.
For generations, the path was clear: get a degree, land a job, and climb the corporate ladder. But for Gen Z, a generation that came of age amidst economic uncertainty and digital disruption, that ladder appears to be broken. The promise of a linear corporate climb—and the entire pipeline leading to it—no longer resonates for the workforce’s freshest talent.
With a pragmatic “ROI mindset,” many are turning away from the traditional four-year degree in favor of skilled trades and the gig economy, seeking a faster and more tangible return on their investment in a world where the old system feels increasingly out of step. This entrepreneurial spirit presents a fundamental challenge to employers. But what if companies, instead of resisting the shift, chose to harness it? What if the key to attracting and retaining this new generation of talent lies not in suppressing their side hustles, but in actively incubating them?
We spoke with Reid Litman, Global Consulting Director at Ogilvy Consulting. With a deep focus on youth culture, the creator economy, and Gen Z trends, Litman has become a leading voice on the future of work, recently being named one of Ad Age’s Gen Zers to Watch. He argued that companies are at a critical fork in the road, and the path forward requires a radical rethinking of employee development and corporate culture.
Litman’s philosophy is built on a simple but revolutionary premise: instead of suppressing an employee’s outside passions, companies should embrace them as a powerful engine for loyalty and growth.
Incubate, don’t fear: “Instead of fearing gig work or employees moonlighting, it’s about enabling passion projects and side hustles that align with their values and passions,” Litman advised. “Supporting these initiatives builds loyalty and demonstrates the brand’s investment in an employee’s holistic success, not just their 9-to-5 success.”
This call for “intrapreneurship” is a direct response to a promise that, for many young workers, has evaporated. Litman argued that the foundational problem is a widespread disillusionment with the traditional career trajectory, which no longer offers the security or fulfillment it once did.
The broken promise: “That career ladder is really broken,” Litman stated. “This promise of, ‘if you go and get a degree, then you’ll be onboarded to a corporate ladder that you can then climb,’ feels like it’s really dissolved.”
While some companies opt for “cost-cutting,” reducing training, and looking to “replace or augment that core entry-level talent hire with things like AI agents,” Litman outlined another, more strategic path. The alternative, he argued, is to lean in and invest in talent—a move that is becoming a strategic imperative for businesses that want to thrive, as companies that fail to adapt risk losing out in the long term.
Litman outlined a tangible framework for how leaders can turn the abstract concept of intrapreneurship into a structured program.
The ‘how-to’ of intrapreneurship: “One thing that’s overlooked is the ‘intrapreneurship’ model, where younger employees can start their own venture inside the company,” Litman explained. “It has to align with the strategic priorities of the business, but it can be as simple as giving them dedicated time, like one day a month or a few hours a week. That process can be managed through a standing monthly meeting with their manager, and eventually, the project can be elevated to senior leadership to be tested for viability.”
It’s a strategic shift underpinned by a profound cultural shift. The old, hierarchical relationships that defined the corporate world for decades are giving way to something more collaborative and human. For Litman, this isn’t just a perk; it’s a necessity for managing a generation that values creativity and connection.
The cultural shift to ‘friendtorship’: “As the borders between work and life deteriorate and blend, the cold, formal managerial relationships of the past are giving way to more human and friendly dynamics,” he said. “At a time when Gen Z may feel more isolated, things like friendship, socializing, empathy, and championing passions are becoming critical for managers.”
Of course, implementing such a significant change in a multi-generational workforce presents its own challenges. The solution, Litman explained, was not to force one generation to adapt to another, but to create a system of mutual value exchange that respects the strengths of all employees.
Bridging the generational gap: “We’ve seen a lot of success with bidirectional mentorship,” Litman said. “Yes, the older person still has seniority and experience, but the younger person has a connection to this world of rapid change, flexibility, and new technology. This approach allows for a more flat, community-based employee structure as opposed to a hierarchical one.”
Litman offered a final insight into the future of work. “As work becomes more informal, the need for network building and collaboration opportunities grows,” he reflected. “While technology and AI are becoming more important, so too will social capital and the ability to connect throughout the organization. One thing senior leaders can do, which will benefit them too, is to catalyze that connection across the industry and within their own company.”
To retain Gen Z talent, companies should embrace “intrapreneurship” by incubating employee side hustles rather than fearing them.
Reid Litman of Ogilvy Consulting explains that this strategy builds loyalty by demonstrating an investment in an employee’s holistic success, not just their 9-to-5 output.
Litman argues this is a necessary response to the “broken promise” of the corporate ladder, which no longer resonates with younger workers.
He also advocates for bidirectional mentorship to create a flatter, more collaborative company structure where all generations exchange value.
Ogilvy Consulting
For generations, the path was clear: get a degree, land a job, and climb the corporate ladder. But for Gen Z, a generation that came of age amidst economic uncertainty and digital disruption, that ladder appears to be broken. The promise of a linear corporate climb—and the entire pipeline leading to it—no longer resonates for the workforce’s freshest talent.
With a pragmatic “ROI mindset,” many are turning away from the traditional four-year degree in favor of skilled trades and the gig economy, seeking a faster and more tangible return on their investment in a world where the old system feels increasingly out of step. This entrepreneurial spirit presents a fundamental challenge to employers. But what if companies, instead of resisting the shift, chose to harness it? What if the key to attracting and retaining this new generation of talent lies not in suppressing their side hustles, but in actively incubating them?
We spoke with Reid Litman, Global Consulting Director at Ogilvy Consulting. With a deep focus on youth culture, the creator economy, and Gen Z trends, Litman has become a leading voice on the future of work, recently being named one of Ad Age’s Gen Zers to Watch. He argued that companies are at a critical fork in the road, and the path forward requires a radical rethinking of employee development and corporate culture.
Litman’s philosophy is built on a simple but revolutionary premise: instead of suppressing an employee’s outside passions, companies should embrace them as a powerful engine for loyalty and growth.
Incubate, don’t fear: “Instead of fearing gig work or employees moonlighting, it’s about enabling passion projects and side hustles that align with their values and passions,” Litman advised. “Supporting these initiatives builds loyalty and demonstrates the brand’s investment in an employee’s holistic success, not just their 9-to-5 success.”
This call for “intrapreneurship” is a direct response to a promise that, for many young workers, has evaporated. Litman argued that the foundational problem is a widespread disillusionment with the traditional career trajectory, which no longer offers the security or fulfillment it once did.
The broken promise: “That career ladder is really broken,” Litman stated. “This promise of, ‘if you go and get a degree, then you’ll be onboarded to a corporate ladder that you can then climb,’ feels like it’s really dissolved.”
While some companies opt for “cost-cutting,” reducing training, and looking to “replace or augment that core entry-level talent hire with things like AI agents,” Litman outlined another, more strategic path. The alternative, he argued, is to lean in and invest in talent—a move that is becoming a strategic imperative for businesses that want to thrive, as companies that fail to adapt risk losing out in the long term.
Ogilvy Consulting
Litman outlined a tangible framework for how leaders can turn the abstract concept of intrapreneurship into a structured program.
The ‘how-to’ of intrapreneurship: “One thing that’s overlooked is the ‘intrapreneurship’ model, where younger employees can start their own venture inside the company,” Litman explained. “It has to align with the strategic priorities of the business, but it can be as simple as giving them dedicated time, like one day a month or a few hours a week. That process can be managed through a standing monthly meeting with their manager, and eventually, the project can be elevated to senior leadership to be tested for viability.”
It’s a strategic shift underpinned by a profound cultural shift. The old, hierarchical relationships that defined the corporate world for decades are giving way to something more collaborative and human. For Litman, this isn’t just a perk; it’s a necessity for managing a generation that values creativity and connection.
The cultural shift to ‘friendtorship’: “As the borders between work and life deteriorate and blend, the cold, formal managerial relationships of the past are giving way to more human and friendly dynamics,” he said. “At a time when Gen Z may feel more isolated, things like friendship, socializing, empathy, and championing passions are becoming critical for managers.”
Of course, implementing such a significant change in a multi-generational workforce presents its own challenges. The solution, Litman explained, was not to force one generation to adapt to another, but to create a system of mutual value exchange that respects the strengths of all employees.
Bridging the generational gap: “We’ve seen a lot of success with bidirectional mentorship,” Litman said. “Yes, the older person still has seniority and experience, but the younger person has a connection to this world of rapid change, flexibility, and new technology. This approach allows for a more flat, community-based employee structure as opposed to a hierarchical one.”
Litman offered a final insight into the future of work. “As work becomes more informal, the need for network building and collaboration opportunities grows,” he reflected. “While technology and AI are becoming more important, so too will social capital and the ability to connect throughout the organization. One thing senior leaders can do, which will benefit them too, is to catalyze that connection across the industry and within their own company.”
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