A New York Times ' article on older Japanese workers marginalising their younger colleagues underlines how little the old understand the young. It is a biting commentary on older generations hanging on to their vested interests at the expense of their young's professional development. Young Japanese workers are frustrated but are stumped by what to do about it. They need to find an outlet for their many talents and interests. Some young Japanese have not only quit their jobs -- after a period of trying to gain acceptance -- but left their country as well. The phenomenon is not peculiar to Japan. At a certain publishing company in Malaysia you will hear a similar story. Top executives are reluctant to promote promising thirty-somethings to decision-making positions for reasons best known to themselves. An enlightened top-level executive may want to act on his middle manager's suggestion to move a bright young staff member to a higher rank but he will need all t...
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