Gen Z and Gen Alpha insights from inside and outside your business

The ICAN® programme brought together Gen Z employees from across London Fire Brigade to explore their experience of the organisation and bring a collective voice directly to senior leadership.

Participants identified organisational challenges, researched and developed solutions, and presented their recommendations to senior leaders. The programme produced analysis and proposals, grounded in employees’ lived experience.

The recommendations addressed belonging, progression and intergenerational trust, giving leadership practical proposals to inform the organisation’s strategy.

Jonathan Smith identified implementation of the programme’s recommendations as:

“one of my first strategic priorities.”

Jonathan Smith
Commissioner, London Fire Brigade
Role at the time of the case study.

Fidelity International wanted to understand how its digital employee experience could better support existing employees and the next generation joining the organisation.

EiA brought together employees from the UK, India and Asia Pacific, external Gen Z representatives from the participating markets, and senior leaders. The programme created a bridge between existing and future employees.

The work highlighted the importance of connecting the digital and physical workplace to preserve culture. It also gave colleagues in different regions an opportunity to find their voice, collaborate across international offices and present directly to senior leadership.

Leaders heard perspectives they did not normally hear directly, while ideas from the programme were taken forward for evaluation in the next development phase.

“Getting Gen Z to play back to senior management was a particularly innovative approach.”

Susan Quain
Digital Employee Experience Director, Fidelity International
Role at the time of the programme.

UEFA wanted to understand how Gen Z consumed live and recorded television and how it could strengthen engagement with younger audiences during its European Championship project.

EiA participants researched their peers, exploring viewing behaviour, sponsor engagement and responses to the tournament’s social and digital activity.

The research covered viewing experiences across five countries. Feedback reached UEFA executives while the tournament was taking place, providing insight while engagement decisions were still relevant.

“The presentation opened our eyes to the value of establishing a direct, unfiltered connection with Gen-Z. It allowed us to identify interests and expectations as we look to improve our engagement with this demographic as a way of expanding opportunities and safeguarding the future.”

Keith Dalton
Chief of Football Operations, UEFA
Role at the time of the programme.

Virgin Atlantic wanted to understand why Caribbean customers were choosing alternative destinations and how it could strengthen engagement with local travellers.

Responding to a business challenge delivered by video by Sir Richard Branson, EiA’s Gen Z participants researched the customer perspective in the Caribbean.

The work generated three ideas for leadership, including additional checked baggage for students travelling to university. A student proposition was subsequently launched by Virgin Atlantic India.

This connected direct customer insight with a practical proposition the business could take forward.

Over four years, EiA worked with Siemens Rail apprentices and graduates on challenges including communication between national depots, mental health and wellbeing, and health and safety.

Participants researched the issues, developed practical ideas and presented implementable recommendations directly to senior leadership.

Ideas from the programmes were taken forward across the business. The work demonstrated how younger employees could contribute directly to communication, workplace culture and operational improvement, rather than simply being consulted about their experience.

Ten global investment-management firms wanted to improve diversity and engagement with the Black community, both across the industry and within their own organisations.

EiA worked with CEOs, Chief People Officers and heads of diversity, involving 30 senior leaders and 80 volunteers.

Delivered over four weeks, the project produced one industry-wide diversity and engagement strategy together with ten individual strategies, one for each participating organisation.

The outcome combined a shared industry response with practical direction for each firm.