Work cultures are often products of how a society thinks; the way they socialize and interact with each other. There are two global contrasts in this discourse. The global south; which includes African and Asia and the global North which includes America, Canada and most of Europe.

The global south prioritizes hierarchical respect and adulation. The similarity in both Asian and African cultures is that ‘older people are right’ because they have lived longer, have acquired more experience and operate from a deft level of mastery. It is a culture that prioritizes the voice of elders over the voice of young people (because they lack experience). This spills into every aspect of our work. In Africa for example, it is rude and disrespectful for a young staff to challenge the opinion of an older more experienced staff as it might embarrass them. Regardless whether they are right or wrong, challenging older staff is seen to rupture the unity in a team. It is the same in Lagos, Kigali, Osaka, Pretoria etc.

In the Global North, hierarchy is determined, largely, on merit. The more competent you are; the more influence you have. This forces people to challenge their realities; argue out old ideas and swap them for more progressive ones. In this society, older people (more experienced people) accept the challenge of younger staff on the grounds of merit, causing the best idea to win. Here it is more common to see a 25-year-old challenging the company’s VP on strategy, and receiving accolades for doing so. This culture has ultimately led to expansion and the boom of the Northern countries on a more innovative and entrepreneurial level.

The Generational Shift — Why Gen Z and Millennials Push Back

On a normal day, people from these two global divides would rarely meet and ideas may never cross. But alas, we live in the age of information and globalization. Gen Z and Millennials, regardless of geography, have grown up in a more connected, information-rich world. They are digital natives, comfortable accessing knowledge independently and less reliant on traditional authority figures for guidance.

In African contexts, this sometimes clashes with established workplace norms. Younger employees may view automatic deference to age as “self-silencing,” especially if it means ignoring inefficient processes or outdated strategies. On the other hand, older colleagues may interpret directness as a lack of humility or cultural awareness.This generational misalignment can quietly erode team cohesion, stall innovation, and even drive talent turnover.  So how do organizations handle hierarchy amidst these contrasting cultures? Young people desire more freedom and autonomy. Their approach is more scientific. To challenge ideas, to kick until something breaks or mix until a new thing forms. Older people desire structure and foundations. They are more philosophical in their approach. They use their experience and long standing understanding of the industry to dig down and form roots.

Organizations need to both dig down and expand upwards. The key is in utilizing hierarchy and adhocracy to create a more fast passed, yet grounded organization.

Hierarchy vs. Adhocracy: A Cultural Tug-of-War

Hierarchy: Defined by clear roles, procedures, and top-down decision-making. Common in government institutions, legacy corporations, and traditional sectors like banking, legal, medical and oil.

Adhocracy: Characterized by fluid roles, decentralized authority, and a focus on innovation and adaptability. Found in startups, tech hubs, and creative industries across Africa.

Why Blending Both Matters

African organizations face unique challenges: rapid urbanization, youth unemployment, infrastructure gaps, and global competition. A hybrid model that blends hierarchy’s stability with adhocracy’s agility can:

●   Foster innovation without chaos: Hierarchical systems provide accountability, while adhocracy encourages experimentation.

●   Bridge generational divides: Older employees feel respected through structure; younger ones feel empowered through autonomy.

●   Adapt to local and global demands: Hierarchical models suit regulatory environments; adhocracy supports fast-paced market shifts.

How organizations can utilize hierarchy and adhocracy at the same time

For companies, this is not just a cultural debate,  it’s a performance issue. Businesses that fail to integrate diverse perspectives risk becoming outdated. Those that learn to harness both the wisdom of experience and the agility of youth often move faster, adapt better, and innovate more effectively.

1. Dual Operating Systems

Organizations can run core business with hierarchical stability, while creating a parallel adhocratic system for innovation. An example will be the Nigerian banking system. Traditional departments like compliance and treasury operate with strict protocols. But innovation units like GTBank’s digital lab, function more like startups. They test mobile apps, explore blockchain, and iterate quickly, reporting outcomes to senior leadership without being bogged down by bureaucracy.

Why it works: It allows the organization to remain compliant and efficient, while still exploring bold ideas in a sandbox environment.

2. Reverse Mentorship Programs

In this initiative, younger employees mentor older ones on tech and trends, while learning leadership and legacy wisdom in return. This creates a neutral platform where staff from both divides can learn about each other. A quick example will be Safaricom Kenya, where Gen Z staff help senior managers navigate social media analytics and digital customer engagement. In return, they gain insights into stakeholder management and regulatory navigation from seasoned executives.

Why it works: It builds mutual respect and bridges generational gaps, turning friction into fuel for collaboration.

3. Innovation Labs Within Corporations

Organizations can create internal incubators where employees can pitch and test ideas outside normal rules. This point is further buttressed by the fact that the toughest competition a company might face would come from within. Here’s an example; the founder of Dreamworks animation studios was a creative director at Walt Disney. The founders of Moniepoint (a recent billion dollar unicorn) were software engineers at Interswitch. 

MTN Nigeria’s Y’ello Labs  currently invites employees to propose digital solutions to customer pain points. Selected ideas receive funding and mentorship, even if they come from junior staff. This creates an endless pool of ideas to pick from.

Why it works: It democratizes innovation and signals that good ideas can come from anywhere—not just the top.

4. Cultural Intelligence Training

Leadership can equip teams to understand generational, cultural, and personality differences. This helps reduce misunderstandings between expatriates and local staff, or between Boomers and Gen Z.
For example, workshops where staff learn about cultural dimensions (e.g., power distance, time orientation) and generational traits helps fosters empathy, reduces conflict, and improves team cohesion.

A study on Kenyan universities found that adopting adhocracy culture (flexibility, creativity, and decentralized decision-making) boosted performance in dynamic environments. Leaders who embraced task forces and open systems saw better strategy execution and responsiveness to change.

These strategies aren’t just buzzwords, they are practical tools for African organizations navigating generational diversity and global competition.

Conclusion

The African workplace needs to evolve and the only way it achieves that, is by adopting the model of hierarchy and adhocracy. Creating breathing room for both the structured elderly and the autonomous and innovative young. This is the only way we can maximize the value of each generation’s strength. Organizations must externalize performance from culture and drive the needed initiative to milk value from its staff.
In an increasingly competitive world, respect and results shouldn’t be in conflict. They should power each other.