Sanju Zachariah on Generational Shifts and DEI Strategies in Tech

As companies continue to prioritize Diversity, Equity, and Inclusion (DEI) within their leadership strategies, the dynamics between generations are evolving. This evolution in the workforce is influencing how businesses approach talent management, team collaboration, and innovation.

The tech industry is undergoing a transformation in values and work expectations, influenced by different generations. Millennials have played a key role in promoting flexible work arrangements and technology-driven efficiency. In contrast, Gen Z focuses more on purpose-driven work and social justice.

Sanju Zachariah, a Software Program Manager at Portiva, a virtual medical assistant software offered insights on how generational differences are shaping the tech industry. He discussed their impact on DEI initiatives and leadership strategies, highlighting key shifts in workplace dynamics.

Sanju offers a deep dive into how Millennial and Gen Z workstyles influence team dynamics. He also explains how these generational changes drive technology use and innovation. Let’s dive into his tips to address potential conflicts in DEI-related issues and more.

Q: From your experience, how have career aspirations evolved between Millennials and Gen Z in your tech teams, especially regarding DEI goals and leadership roles?

Zachariah: As both a Software Specialist and former IT Program Manager, I’ve witnessed firsthand how generational aspirations and expectations within tech teams have evolved.

Millennials typically seek a structured career path with stability and leadership roles. They strive to stay within an organization for extended periods to develop their expertise. They often seek clear growth paths and mentoring opportunities, supporting underrepresented talent through structured assistance in line with DEI goals.

In contrast, Gen Z prioritizes flexibility, work-life balance, and purpose-driven employment. They want to see that the companies they work for align with their values, particularly when it comes to social justice, diversity, and sustainability.

Gen Z seeks greater autonomy in their work, placing a significant emphasis on remote jobs, freelancing, and continuous learning through online certifications. While they care about DEI, they advocate for more immediate and systemic change in areas such as gender diversity, racial equity, and inclusion in leadership roles.

This shift impacts DEI efforts, as Gen Z demands more direct action, pushing for measurable outcomes, whereas Millennials may be more willing to work within a framework that aims for gradual, long-term change.

Q: How do these generational differences—especially in terms of their values and work expectations—affect the team dynamics and overall productivity in your organization?

Zachariah: The differences in career aspirations and work expectations between Millennials and Gen Z certainly influence how teams operate. Millennials, with their preference for structured feedback, gradual transitions, and long-term projects, contribute to a stable environment that emphasizes experience and expertise. However, they are less inclined to disrupt established systems immediately.

On the other hand, Gen Z, as digital natives, demands speed, efficiency, and innovation. They are highly tech-savvy and push for AI-driven tools, automation, and new methodologies to streamline workflows. This drive for efficiency can sometimes clash with Millennials’ more traditional approaches, especially when it comes to adopting new technologies or shifting priorities quickly.

Regarding DEI, Millennials are often open to change but prefer gradual shifts that consider organizational capacity and readiness. Gen Z, however, expects companies to take bold stances on diversity issues, especially in areas like AI ethics, gender equality, and race equity. These differing expectations can create tensions, especially in diverse teams.

For instance, while Millennials might push for more strategic diversity initiatives, Gen Z will demand immediate accountability and visible action.

To address this, I’ve found it crucial to create an inclusive environment where both generations can collaborate by encouraging transparent communication and offering mentorship programs that promote mutual understanding.

By pairing Millennials and Gen Z in project teams, we foster an environment where each generation’s strengths complement one another, leading to creative solutions and a more dynamic workplace.

Q: As we look toward the future, what do you foresee in terms of the generational shift in tech teams, especially in the context of leadership and DEI over the next 5-10 years?

Zachariah: The future of tech teams will undoubtedly be shaped by the rising influence of Gen Z and the next wave, Gen Alpha. These younger generations are already driving change, pushing for AI-first strategies, decentralized work environments, and a more globalized approach to technology and innovation.

I believe that, over the next 5-10 years, we will see a more profound emphasis on inclusive leadership that actively seeks diverse voices from all generations. Leadership strategies will need to evolve to accommodate the preferences of both Millennials and Gen Z, especially as the demand for transparency and accountability on DEI issues intensifies.

There will also be a stronger integration of AI and automation to level the playing field, ensuring more equitable opportunities across the workforce. Gen Z will likely push for AI that is ethical, transparent, and developed with inclusivity in mind. Companies will need to integrate these demands into their leadership strategies, developing leaders who are capable of managing cross-generational teams while advancing DEI agendas in the process.

Q: How do you manage potential conflicts around DEI-related issues, particularly the pace of change in diversity initiatives, between Millennials and Gen Z in your tech teams?

Zachariah: This is a critical challenge. Gen Z’s impatience with slow-moving DEI initiatives can sometimes conflict with the more pragmatic approach of Millennials, who tend to focus on gradual, systemic changes.

For example, in my teams, there were instances where Gen Z employees voiced frustration over what they perceived as stagnation in gender diversity at senior leadership levels. On the other hand, Millennials and Gen X employees emphasized the importance of process, data analysis, and long-term strategy when dealing with such complex issues.

To address this, I’ve introduced open forums and DEI training to ensure that all team members understand the importance of both immediate actions and long-term planning. We also launched a mentorship program, where junior Gen Z employees are paired with senior Millennials and Gen X mentors. This helped bridge the gap and allowed Gen Z to understand the challenges that come with large-scale organizational changes while providing Millennials with fresh perspectives on urgency and accountability in DEI efforts.

By fostering cross-generational dialogues and ensuring transparency in our approach to DEI, we have created an environment where diverse views are respected, and action is prioritized.

Q: Can you share a specific example where the differing values of Millennials and Gen Z led to an innovative breakthrough or shift in your team’s approach to problem-solving?

Zachariah: One standout example occurred during a critical project focused on improving the performance of a major software tool we had developed. Gen Z proposed implementing AI-powered predictive monitoring to anticipate issues before they arose, while Millennials advocated for more conventional approaches like database indexing and query optimization.

Initially, the older generation was skeptical about the complexity of AI models, but after some discussion, we decided to integrate both approaches. The hybrid strategy combined short-term, classical optimization methods with long-term AI-based predictions, resulting in significant performance improvements. This blend of structured thinking from Millennials and innovation from Gen Z not only increased system response times by 50 percent but also cut infrastructure costs by 20percent.