This AHRI article explores how organisations can redesign culture, policies, and people practices to support multi‑stage careers in an era of longer working lives. It highlights the shift away from the traditional linear career model and outlines how age‑inclusive cultures benefit both individuals and organisations. Drawing on research and HR

This HBR article argues that age diversity is one of the most under‑leveraged assets in modern organisations. While generational tension often leads to misunderstanding and reduced trust, the authors show that well‑managed age‑diverse teams outperform others by combining broad skills, perspectives, and networks. They introduce a practical four‑part framework, adapted